What is Liu Chuanzhi's leadership style?

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Charming leadership style of Liu Chuanzhi, founder of Lenovo Group

Liu Chuanzhi: "Every stage is different. From 1996 to 1997, when the company faced operational difficulties, I was busy running back and forth between Beijing and Hong Kong. At that time, the words' Don't be impatient' were written above the desk. After the company's situation improved, I wanted to do bigger things, and Zuo Youming became the word' Hongyi'. It is to set a long-term goal and stick to it. " In summer, he goes to the golf course near his home to play 9 holes at 7: 00 every morning, and then goes to work. The working time is about 10.

Editor's note: Chosun Ilbo interviewed Liu Chuanzhi and offered flowers to the readers to worship Buddha.

Liu Chuanzhi, president of Legend Holdings, is known as the "godfather" of IT enterprises in China. He has a tough will and a calm and challenging spirit that is not afraid of competition.

1944 was born in Shanghai. Because my father is a bank clerk, my family is relatively well off. 1949 After the founding of New China, he moved to Beijing with his parents.

Liu Chuanzhi's childhood dream was to become a pilot. At that time, it was also a career that many people yearned for. 196 1 After graduating from high school, he took the test to recruit pilots, but he was defeated because his uncle was a rightist. He had to change his original intention and enter Xi 'an University of Military Electronic Science and Technology. Liu Chuanzhi mainly studied radar related knowledge, which is somewhat similar to his later computer road. The experience at this time became the basis of his future computer career.

1966 After the Cultural Revolution began, he was sent to Guangdong and Hunan rural areas to do manual labor. At that time, intellectuals had to undergo labor reform in rural areas.

65438-0970, assigned to China Academy of Sciences, a basic scientific research institution in Beijing, began to study computer work. At that time, during the Cold War, countries invested heavily in weapons research and development, and computer technology research and development was one of them, as was China.

1984, Liu Chuanzhi and the researchers of 10 set up a small computer company-"Lenovo" with 200,000 yuan of venture capital provided by Chinese Academy of Sciences. The company not only achieved sales of 3 million yuan in the following year, but also achieved amazing sales of 1986,18 million and 70 million yuan respectively. He said, "At that time, I thought that only cutting-edge IT technology could lift China out of poverty."

Whenever there is a crisis, Liu Chuanzhi will stand up again like a tumbler. He said, "I was cheated by 3 million at 1987, which was the most difficult time for me to start a business." After Liu Chuanzhi converted RMB 3 million into Hong Kong dollars, he was cheated by a trading company in Shenzhen, and the swindler absconded with the money.

To our great surprise, the blue jacket worn by Liu Chuanzhi is obviously worn on the cuff on the right hand side.

Who is Liu Chuanzhi? He is Liu Chuanzhi, the founder of Lenovo, the largest private enterprise in China, which is equivalent to samsung galaxy, and the president of Lenovo Holding Company (Lenovo's parent company). He can be called "Bill Gates of China". On February 29th, in the president's office on floor A 10 of Beijing Legend Holding Company, Liu Chuanzhi, dressed in a suit and no tie, greeted our reporter with a bright smile.

First of all, the reporter is curious about the reason why he wears shabby clothes. Liu Chuanzhi said: "Suits are generally worn for 10 years or more. But it's not because I'm frugal that I deliberately save. Because I don't care much about what I wear. To tell the truth, I don't know much about how to spend money. What clothes are famous brands, and the names of well-known brands can't be remembered. "

If you ask China people who is the entrepreneur representing China, nine times out of ten you will choose Liu Chuanzhi or Zhang Ruimin, president of Haier Group. According to American Fortune statistics, Lenovo, a computer company founded by Liu Chuanzhi, achieved sales of $654.38+046 billion in 2006, ranking first among private enterprises. (Including state-owned enterprises, Lenovo ranks 1 1 in China. )

It is reported that he is a charismatic leader. But his first impression to reporters is undoubtedly an uncle next door. In the interview of more than 2 hours, he seemed to be chatting with friends, which made people feel very comfortable. Another impression is that the reasoning is concise and orderly. Answering every question is a step-by-step analysis of "first and second".

There is a reason why China people are particularly enthusiastic about Liu Chuanzhi. In 2004, he bought the computer business department of IBM for $654.38+75 million, which became a hot topic in the world. It is equivalent to David conquering Goliath. As far as Korea is concerned, the general manager of the computer assembly company, which is equivalent to Longshan Electronic Commercial Street, bought the top computer enterprise in the United States. Lenovo is headquartered in the United States and its CEO is American. Lenovo is one of the three largest computer manufacturers in the world, with an annual output of 20.22 million computers and about 25,000 employees in more than 60 countries, including South Korea. He is a symbol of China's strength, and China has leapt to the top of the world.

But he always remembered the China proverb "Behind the scenes". Liu Chuanzhi said: "There is DNA of complacency in my character. I am the kind of person who is easily taken lightly and complacent. Therefore, always remind yourself not to be complacent and always be self-vigilant. "

If he only focuses on expanding his business and increasing his wealth, he will not become one of the respected entrepreneurs in the end. He began to practice the shared management mode from a very young age and was respected by China people. As the holding company of Lenovo, Lenovo Holding Company, of which he is the president, owns 46% of the shares. But his stake in Legend Holdings is only 2%.

65% of the shares are held by the Chinese Academy of Sciences, which provided funds when he started his business, and the rest are held by managers and ordinary staff. He took the lead in introducing stock options (1989) and employee stock ownership system (1993) in China, which set off a wave of ownership reform in China enterprises.

What does he think of money and wealth? Liu Chuanzhi said: "The view on material wealth is constantly changing. Ten years ago, I felt that the better the car I drove and the bigger the house I lived in, the more people would respect me. However, when I saw my former colleague riding a bike outside the window, my heart ached. I think spiritual wealth is more important. The happiest thing is to see my colleagues get what they deserve and live happily. My colleagues who started a business with me are all retired now, but they all hold stocks. Therefore, as the company develops, they can enjoy a better life. "

He said that as long as he said that his equity was only 2%, many entrepreneurs would find it strange. "They all think that I founded Lenovo, and the company has developed so much that I must have a lot of property. But I think that because I live like this, I can unite the organization and lead so many people. "

He stood up when asked about the possibility of returning to the front line of business. In 2005, he handed over the position of president of Lenovo to Yang, then 465,438+0 years old.

Q: Why did you quit Lenovo's business front?

"This is a young man's career. Young sprinters perform better. For us, golf and long-distance running seem better. Go to Lenovo's American headquarters about three times a year. When Lenovo decided on important issues, I just gave my opinion as a director. I don't participate in the specific business. Of course, I will listen to business reports at any time. "

He is addicted to golf recently. In summer, he goes to the golf course near his home to play 9 holes at 7: 00 every morning, and then goes to work. The working time is about 10. Liu Chuanzhi said: "I have been gradually reducing my working hours recently. I have no professional operator. "

1984 Liu Chuanzhi, who founded Lenovo, still remembers attending the IBM agent conference in the second year. He sat in the back row in his father's old suit. This is a fresh and wonderful experience. Soon after, he began to sell IBM computers as an agent in China market.

Liu Chuanzhi said: "At that time, we never thought that one day we would acquire IBM's computer division. Because this is unimaginable and impossible to achieve. "

But the incredible thing changed in 2004. Lenovo bought the computer department of IBM. Yang, the current president and then general manager of Lenovo, promoted the acquisition. Despite unanimous opposition from other directors, Liu Chuanzhi still believes Yang's judgment.

Lenovo obtained the right to use the IBM trademark until 20 10, but Lenovo decided to take off the IBM trademark this year. Lenovo's move fully reflects the sense of self-confidence.

Lenovo is currently competing with Apple in the ultra-thin notebook market. After Steve Jobs, president of Apple, launched the world's thinnest notebook computer "Mac book Air" in June+10 this year, Lenovo also launched "Think Pad X300". Although Lenovo's X300 series leads the computer by 0.03kg in weight, it lags far behind "Mac book Air" in thickness. (The size of X300 is 1.85 to 2.34 cm, while that of Mac book Air is only 0.4 1 to 1.93 cm).

President Liu Chuanzhi's development desire has not been met. Last year, Lenovo came forward to buy the Dutch Black & White Computer Company, but it ended in vain because of the containment of competitors. Liu Chuanzhi said: "In order to develop enterprises, mergers and acquisitions are necessary means. Not only Lenovo, but also any enterprise should do this. Lenovo will also be committed to mergers and acquisitions in the computer field in the future. "

Q: What is the motto of life?

"Every stage is different. From 1996 to 1997, when the company faced operational difficulties, I was busy running back and forth between Beijing and Hong Kong. At that time, the words' Don't be impatient' were written above the desk. After the company's situation improved, I wanted to do bigger things, and Zuo Youming became the word' Hongyi'. It is to set a long-term goal and stick to it. " The word "Hongyi" still hangs in his office. )

Q: What is the most important quality as a leader?

"The first thing to know is to set goals. I'm talking about a very clear goal. I think only by drawing a blueprint for the future can we lead the company forward together. The second is to have morality and conduct. The third is sensibility. Only by embracing people with a broad mind can people unite and form good communication. Of course, knowledge and ability are also necessary, and leaders should be good at learning. " He said that he did a better job than others in managing the company. "When the company was founded, there were 10 people, but due to insufficient funds, it was impossible to pay wages according to the workload. I can only set an example for people to unite and get together. So I do a lot of things, but I get very little, so others will learn from me. I think I am different from them in this respect compared with the young people nowadays. From the establishment of the enterprise to the present, I have always focused on the interests of the enterprise. Moreover, as an enterprise, I have never done anything to pull mountains. Because there is no faction, there is no question of' whose people'. "

He said he thought he was better than others in training talents because he attached great importance to it. He said that the first driving force for Lenovo to grow into a world-class enterprise is to attach importance to talents.

"I think it is more important to lead in a small company, but it is more important to manage in a big company. Whenever I do something, I think it is very important to cultivate talents. Today's Lenovo can develop new business in various fields because many young talents are constantly emerging, which is related to' sensibility'. I never owe all my good grades to me, nor do I do anything that monopolizes power. I provided a stage for the staff to exert their abilities. "

Q: What is the method of cultivating talents?

"It is most important to provide a stage where you can give full play to your abilities. Then clarify the business scope, rights and responsibilities, and final income. The rest is their business. Let them think for themselves how to do it better. We call this practice "engine culture". Cadres are big engines, and other employees should also become small engines that run synchronously with big motives, so that the motivation will be greater. The following employees cannot be the transmission of the engine. "

Q: What is the secret of the success of many projects?

"The biggest factor is, of course, China's reform and opening up. Nothing could be done during the Cultural Revolution. The second is to set high goals and make constant efforts to achieve them. Only by setting a high goal can we move towards it. The third is to study often, not just books. I learned a lot from foreign companies. The employees of American companies in China are very good teachers. "

He said that Deng Xiaoping had the greatest influence on his life. "Without him, there would be no reform and opening up, and China would be very poor. Of course, there would be no me today. "

He said: "People who are dissatisfied with China's reform and opening up should visit North Korea. This will surprise them. They will lament how they can be so poor. It is really troublesome to say' President Kim Il Sung' or' General Kim Jong Il' instead of' Kim Il Sung'. "

Liu Chuanzhi: "Every stage is different. From 1996 to 1997, when the company faced operational difficulties, I was busy running back and forth between Beijing and Hong Kong. At that time, the words' Don't be impatient' were written above the desk. After the company's situation improved, I wanted to do bigger things, and Zuo Youming became the word' Hongyi'. It is to set a long-term goal and stick to it. "

Speaking of "Liu Chuanzhi's style" management, we can't help but talk about his "barrel theory" and "one finger" theory. The so-called barrel theory is that how much water can be held in a barrel composed of several boards depends on the shortest board, and the quality of an enterprise also depends on the weakest place of the enterprise, so it is necessary to make up for the weakness of the enterprise. "One finger theory" means that the middle finger of the palm can be tied to other people's parts, so it is necessary to cultivate core competitiveness. "In short, make up for the weakness of the enterprise first, and then cultivate the core competitiveness." Now, this has become a business theory that China enterprises are scrambling to emulate.

Q: What are the opportunities to boldly challenge the acquisition of IBM?

"Very simple. In my opinion, the China market has developed to such a scale that it should enter the world and become a global brand, so as to gain profits and growth. A powerful enterprise must go global. Just like Samsung and LG in South Korea. "

He said there are three risks in buying IBM. The first is whether consumers can continue to buy products after acquiring IBM. The second is whether the elite of IBM can stay in the company. The third is to solve the cultural differences between Chinese and foreign employees. "As far as the current situation is concerned, the first and second problems have been successfully solved. The third problem is being solved. It's nothing serious. Lenovo's performance is growing substantially. "

Lenovo introduced the western business model very early, which made it different from other China enterprises in competitiveness. Dr. Park Sung-lu from Korea Economic Research Institute said: "When I visited Lenovo's headquarters before Lenovo acquired IBM's computer division, I felt as if I saw a large Korean company integrating western systems in many aspects such as publicity or management."

Liu Chuanzhi, president of Lenovo Group, said: "It was developed with reference to the proprietary technology of advanced foreign enterprises and the principles of overseas teaching materials, combined with our actual situation. I would say that foreign companies are good at making food according to the menu. However, our situation will change frequently, and we must know how to adapt to local conditions and adapt to the times. "

The personnel structure he led is no less than the characteristics of western cutting-edge enterprises. This is a thorough emphasis on results and abilities. Yang, the chairman of Lenovo Group, was promoted to the head of the computer department at the age of 29, that is, only five years after he joined the company. 200 1 promoted to general manager and chairman in 2005, which is really a "high-speed promotion".

Liu Chuanzhi said that enterprises can be summarized in three words. Namely "building a team", "formulating a strategy" and "leading a team". "I think this is the core part of business operation. It should run through the whole business operation. "

His most respected figures are Deng Xiaoping and his father. When he failed in the pilot exam, his father encouraged him to say, "As long as you are honest, whatever you do in the future will be my good son." He said that he would always remember this sentence. "There is a saying in China that money makes the mare go, and I have always insisted on it when I was running a company. This has also become the most basic principle of operating Lenovo. "

Q: Have you ever regretted taking another road instead of being a pilot?

"As an entrepreneur, relying on scientific and technological achievements to make money and bring production benefits to society, I feel that I am engaged in a greater cause. I think I am good at management, and this ability seems to be better in the process of running a business. Not only do I not regret not becoming a pilot, but I am glad that I didn't become a pilot. Later, I learned through physical examination that I had sleep disorders, so I may not be an excellent pilot (laughs). "

Q: Many entrepreneurs have returned to the front line after establishing the professional operator system. Don't you have this idea?

"(Resolutely) No, my idea is to train the core management of the company and make them the owners of the company. Only in this way can we create better performance. Lenovo wants to be a' family company without a family'. When a family member runs a business, it is easy to regard the business as personal property. Moreover, if the management right is only given to family members, it is easy to lose other capable talents. Lenovo can't be such a company. Employees should unite as a family. "

Recently, he was immersed in the memoirs of alan greenspan, former chairman of the Federal Reserve Board. After reading it, I bought a copy of 10 and gave it to friends of government officials.

He said that there are two points in the book worth learning. "First, the best way to reduce social contradictions such as the gap between the rich and the poor in a country is to concentrate on development first, get the economy going, and then let nature take its course to solve the problem. Otherwise, it will take the road of populism. In order to achieve equality, it will take the same route as Argentina and Peru, and it is difficult to develop the economy. "

Second, we should manage the economy with market principles. During President Nixon's term, once the price was about to rise, the United States intervened by administrative means to prohibit the price increase of certain varieties, but it was difficult to play a role in practice. The country is an organic whole just like people. It is not feasible to cure a headache and a foot-and-mouth disease. "

A large part of his working time is devoted to preparing for the meeting. The company must hold a high-level leadership meeting every two months to focus on the future development strategy. In addition, he is the chairman of two investment companies under Legend Holdings Limited, and participated in the investment decisions of these companies with more than US$ 65.438+million. He also serves as a director of Lenovo.

After the interview, he pointed to the cow statue by the office window next to the reception room. The word "preparation" is written under the statue, which is very eye-catching.

"Cows with horns on their heads are looking for opportunities to prepare. Now Lenovo is also in this state. " I wonder what magnificent dreams are surging in his heart.