A complete collection of Liu Chuanzhi’s classic quotations

1. I generally feel that the air in society is quite dry, and it is easy to catch fire if you are not careful.

2. Cadres are big engines, and other employees should become small engines running synchronously with the big motive, so that the power will be greater. The employees below cannot be the transmission gear of the engine.

3. Without dedication, it is difficult to start a business.

4. In the early stage of the enterprise, the goal is a hidden and hazy consciousness. Because you are still very weak and lack grasp of the ever-changing market and enterprises. No matter how confident you are, the goal for a start-up company is at most a lofty ambition and cannot be quantified and clear.

5. Theory of viewing paintings: When looking at paintings, you must retreat to a farther distance to see clearly. When painting an oil painting, if you are very close, you can't tell the meaning of black and white; if you stand further back, you can understand that white is black to set off white; if you stand farther away, you can understand the meaning of the entire painting. This metaphor is used to remind us to keep the goal in mind at all times, so as not to become confused while doing it, and not to drift away from the goal.

6. The most important thing in management is "building a team, setting a strategy, and leading a team."

7. An enterprise like Lenovo wants to be a family enterprise without a family. The advantage of a family enterprise is that the business is passed down by owners from generation to generation. The disadvantage is that sometimes nepotism occurs. It has For other shortcomings, we must find ways to use culture and long-term incentives to make management truly work with a master's mentality.

8. To achieve such results so far, I have summed up an experience: to think things through clearly in advance, to understand the strategic purpose, steps, especially how to deal with problems, step by step. We need to think clearly at all levels; we need to think systematically. This is not done by one person or the chairman of the board, but by an organization. Of course, although it is impossible to think exactly the same as in reality, if an accident occurs, you must know the problem quickly and the situation will be easy to handle.

9. Since the start of the "Cultural Revolution", newspapers have been full of propaganda, full of struggles, and full of editorials. However, the "People's Daily" actually published an article about pig farming. The climate is really bad. Changed!

10. Management is like the structure of a house.

11. Two years ago today, I made a big statement: "Let Mr. Dell know each other, what is Lenovo! Who is Yang Yuanqing!" Two years after I said it, the result is that we have a deeper understanding of "Who is Dale". That's a good punch! Let us wake up, let us come out of blind faith, sum up the lessons, study Dell seriously, learn from Dell, and then we will fight with Dell vigorously, and we must see the outcome.

12. Talent cultivation is a dynamic and continuous practice process, that is, doing things-increasing abilities-doing bigger things.

13. I saw a slogan on the wall of an American company - "Leading by example is not an important way but the only way to persuade others."

14. Incentives are first of all institutional issues. A business without accountability fundamentally has no incentives. Without an accountability system, the big temple of an enterprise may be penniless, but its managers may be extremely rich. Only when a system of accountability is established can we both prosper and lose.

15. Don’t become a victim of reform. (Later changed to: Don’t make mistakes in reform.)

16. There is no strategy at all in the first year.

17. Marketing strategy: If you have 5% hope, you must put in 100% effort.

18. Everyone faces the possibility of setbacks and failures, which are part of each of our life experiences.

19. Social responsibility: enhance strength and give back to the society

20. It is difficult to imagine that a company does computers, real estate, and investments, and then uses the same system to Carry out personnel building and motivation. It is very difficult for such an enterprise to compete with highly specialized enterprises... It is very taboo for diversification to adopt the approach of corporate divisions - the corporate headquarters formulates strategies and provides incentives for each division. Taking the form of a subsidiary is different. Subsidiaries are independent legal persons and can have independent strategic systems, execution systems and cultural construction systems.

21. Small companies do things, big companies do things.

22. Business must eat from the bowl and watch the pot. Most of our companies lack this awareness. If they happen to make a good product, they will sit back and relax, but if it fails, they will panic.

23. Build a team, set a strategy, and lead the team.

24. Ouch, there are so many delicious things in it. During difficult times in the past, we had to queue up to buy things, and there weren’t that many delicious foods. It's easy to recall the scene when you go to the food store, which is a very pleasant thing.

25. As the founder of Lenovo, I should say that Lenovo is my life. In this case, it should be my duty to come out when you need me. Based on this consideration, I came out and started working again. It is impossible for me to quit when I fail. I will only quit after I am on the track of victory.

26. I want to build Lenovo into a long-term enterprise and a large-scale enterprise. In order to achieve this goal, we can only prepare from the perspective of institutionalization, talent, and team. Lenovo is now not cultivating one person, but cultivating a layer of people.

27. Change is Lenovo’s eternal theme.

28. I just try to cause as little trouble as possible, and don’t ask any navy to mess with me. I also try to cause as little trouble as possible. If this kind of thing really happens, I don’t need to use navy at all. Lenovo is in the country There are more than 50,000 employees, and I can mobilize some of them better than the navy. ----While attending a brand launch ceremony in Beijing, Liu Chuanzhi said this when asked about his views on the Internet "flood army".

29. We have formed two levels in the management process, drawing a roof and doing professional things in our own industry. When money is limited, use mature technologies and do research and development after making money to develop innovative technologies. Innovative technologies require an understanding of the industry to be developed. ——Liu Chuanzhi talked about management concepts with "Century Economic Report"

30. History is like a book, bound page by page.

31. If the big environment cannot be changed, you should work hard to change the small environment. If the small environment still cannot be transformed, you should adapt to the environment and wait for the opportunity to transform.

32. I will not respond to doubts with words. I will only win trust with specific performance.

33. We have formed two levels in the management process, drawing a roof and doing professional things in our own industry. When money is limited, use mature technologies and do research and development after making money to develop innovative technologies. Innovative technologies require an understanding of the industry to be developed. ——Liu Chuanzhi talked about management concepts with "21st Century Business Herald"

34. First, I will retire from Lenovo Group and continue working in the parent company of Lenovo Group. Second, there is indeed a difference between old and immortal people. Only certain people are different. For example, Zhou Enlai is still smart and wise even when he is very old. I feel that I am quite different from when I was young. Although they have rich experience, their acuity levels vary greatly. I also need to especially control the tendency of the elderly to be wordy. ——Excerpted from a micro-interview in which Liu Chuanzhi resigned as chairman of the board of directors of Lenovo Group

35. I am an entrepreneur and the main founder of a company called Lenovo. Lenovo started with only 200,000 yuan in capital in 1984. By 2007, we had total assets of more than 60 billion yuan, and our subsidiaries had a total turnover of 140 billion yuan and more than 30,000 employees. The reason why I explain this is because when a company reaches a certain level, entrepreneurs must not only care about their own business and their employees, but also care about the country, the economy, and society. In addition to caring about China, they must also care about China. Internationally concerned. Therefore, I think that when I look at China in 2007, my perspective will be relatively broader and my perspective will be more objective. ——Excerpted from "Liu Chuanzhi's Letter to People 100 Years Later"

36. (The main reasons for failure of entrepreneurs) First, the goal is not clearly thought out. There are many entrepreneurs who want to get closer to the government while doing business. They intend to participate in the government, but in the end they kill the company. Second, some entrepreneurs take things that do not belong to them and infringe on the rights of shareholders. Even the interests of the country; third, long-distance running is regarded as short-distance running. Business growth is like running. If there are 25 laps in a 10,000-meter race, some entrepreneurs will try their best to lead in the first five laps in order to gain attention. However, they will soon run out of energy and fall back after five laps.

37. Sprinkle a layer of soil and tamp it down. Sprinkle another layer of soil and tamp it down again.

38. PC Division) To achieve such results so far, I have summarized an experience: think things through clearly in advance, and understand the strategic purpose, steps, especially how to deal with problems, Think clearly step by step; think systematically. This is not done by one person or the chairman, but by an organization. Of course, although it is impossible to think exactly the same as in reality, if an accident occurs, you must know the problem quickly and the situation will be easy to handle.

39. Paranoia is persistence towards goals!

40. There are indeed still some difficulties in the development of private enterprises. First of all, there is the issue of loans, because if an enterprise does not reach a certain level and cannot get the support of private equity funds, loans are an important issue. How to solve the money problem is very important. ——Excerpted from a micro-interview in which Liu Chuanzhi resigned as chairman of the board of directors of Lenovo Group

41. Whether a company is running well or not, people usually mainly look at performance, but I think the real criterion for good or bad is whether the top management has Cracks: If there are cracks in the top management, external good things will be false and will not last long; if there are no cracks in the top management, then adjustments can be made leisurely, and even if the company's performance is not good, there will be no big problem.

42. When looking at oil paintings, you have to retreat further to understand them clearly. They were so close that it was hard to tell what black and white meant. If you step back further, you can understand that the black is to set off the white. If you step further back, you can understand the meaning of the entire painting. This metaphor is used to remind us to keep our goals in mind at all times, so as not to become confused while doing it.

43. Have ideals, but don’t be idealistic

44. This is a race. The person running in front said: "You can eat dirt from behind." He ran fast, and I was eating dirt from behind. This is correct. We must be ruthless now and work hard to "eat dirt" from behind, but the hope in our hearts is to "take the lead."

45. Continuous ** theory, stage ** theory (don’t treat long-distance running as short-distance running); review (build a team, determine a strategy, and lead a team); a set of theories (one wave of the command flag, the three armies can move) .

46. An enterprise's ability to hold meetings in a lively and orderly manner also reflects its execution ability.

47. An important quality of entrepreneurs is to have a firm goal, and then move towards this goal unyieldingly. In addition, they must constantly have higher pursuits. But in terms of specific actions, we must be idealistic but not idealistic, otherwise it will be difficult to make progress.

48. People’s great interest is to feel that they are working hard towards the goals they have set step by step!

49. It is unclear whether the entire Chinese society should have a core value system. But I firmly believe that an enterprise must have its own core values, and this core value may not necessarily be a traditional Chinese model. It must be suitable for an international enterprise.

50. Chinese companies have the opportunity to go global. Lenovo's merger and acquisition is an exploration of the internationalization of Chinese enterprises and an attempt by Chinese capital to use foreign capital and talents to serve us.

51. First make up for the company's weaknesses, and then cultivate its core competitiveness.

52. The development of small businesses depends on the boss, and the progress of large enterprises depends on culture.

53. Whether you compromise or persist, the purpose must be clear. Once the purpose is clear, I believe you will be able to grasp this degree well. Compromise is not an end, it is a means to achieve a predetermined end. I'm just afraid that if you don't understand this method in order to achieve the predetermined goal, something will happen. These two must be strong and soft, and the person who grasps them must have high political wisdom.

54. First, the goal is not clearly thought out. There are many entrepreneurs who want to get closer to the government while doing business. They intend to participate in the government, but in the end they kill the company. Secondly, some entrepreneurs take things that do not belong to them and infringe on the rights of shareholders. Even the interests of the country; third, long-distance running is regarded as short-distance running. Business growth is like running. If there are 25 laps in a 10,000-meter race, some entrepreneurs will try their best to lead in the first five laps in order to gain attention. However, they will soon run out of energy and fall back after five laps.

55. The characteristics of Lenovo’s current incentive methods have a relatively strong economic foundation for start-up companies to learn from in recent years. For example, Lenovo’s management unanimously believes that if salaries are to be raised, they should be given to the middle and lower levels first. To improve employees' remuneration, the air must be moist, and the backbone level must be connected with performance, and finally the top management must consider them not only for their current performance, but also for the future.

56. The first generation of entrepreneurs all regard work as a career, while ordinary leaders only regard themselves as professional managers or regard work as a means of making a living. This is possible. When something goes wrong, it's easy to go wrong. In an enterprise with a long history, how to let professional managers treat the enterprise as a career is a core issue.

57. It is really enjoyable to go to the food store now and see so many delicious things - of course it is an eye-opener. I have entered the age where "you have beans but no teeth". The doctor and my wife regard health care as a name, united in an effort to curb my pleasure in satisfying my gluttony. I'm so happy when I see people using a relatively small percentage of their salary to enjoy delicacies that we couldn't even dream of enjoying in the past. ——Excerpted from "Liu Chuanzhi's Letter to People in the Years to Come"

58. When selecting talents, we require "both ability and political integrity", and "morality" must be the first priority.

59. The DNA of complacency flows in my personality. I'm the kind of person who takes things lightly and gets complacent easily. Therefore, always remind yourself not to be complacent and always be vigilant.

60. A leader is like a 1 in Arabic numerals. With this 1 and a 0, it is 10, two 0s are 100, and three 0s are 1,000.

61. Don’t become a victim of reform.

62. If there is a project, you must first consider whether there is anyone to do it. If no one does it, give up. This is a necessary condition.

63. And when a large number of grassroots employees love the company and everything feels good, it does not mean that your company will not fail. And when your company wants to do better, then they are a very important basic reason. It should be said that a company needs to motivate its leading backbones at the beginning. After your company culture is formed and now our backbones all know each other, we will motivate from below first. ——Excerpted from a micro-interview in which Liu Chuanzhi resigned as chairman of the board of directors of Lenovo Group

64. When the grassland, quagmire and road are indistinguishable from the front, we must observe carefully over and over again, and then use our hands carefully. Try it by stepping on it. After taking three steps, five steps, ten steps and twenty steps, and it was confirmed that the road under my feet was indeed a solid loess road, I ran away without hesitation.

65. The so-called "trade, industry and technology" route was only clearly proposed in 1994 and 1995. At the beginning, the path we chose was: do trade first, learn to understand the market, and accumulate funds. In fact, we explore first and then summarize. After reaching a certain level, I looked back and realized that I was following the "trade, industry, and technology" route.

66. How to position the following new businesses of Legend Holdings? It is the difference between raising a "pig" and raising a "son".

67. People are different. Some people want to run upward, that is, people who have higher pursuits. This is a suggestion. There is another type of person who wants to live a more stable life. Different purposes lead to different suggestions. ——Excerpted from the micro-interview in which he resigned as chairman of the board of directors of Lenovo Group.

68. If it is a leadership team, the most important thing is the leader. The leader’s ambition, ability, and example determine whether the team can be well united and whether the people can make the best use of their talents. The leadership role of this team can not only improve the prestige of the team through collective efforts, but also restrain the top leader so that he cannot do whatever he wants. I myself also need to be restrained. Members of the Lenovo team can attest to the fact that they are indeed keeping me in check. ——Excerpted from a micro-interview in which Liu Chuanzhi resigned as chairman of the board of directors of Lenovo Group

69. The way to success: small companies do things, big companies conduct themselves

70. As long as Lao Ni said Yes, Lao Ni is a valid figure of 1, and other scientific and technical personnel are 0. These 0s can only achieve results by following Ni Guangnan.

71. Seeing a slogan on the wall of an American company to lead by example is not an important way to persuade others but the only way.

72. Some people are not pearls, they are a thread that can string those pearls together to make a dazzling necklace.

73. Private operation means the Four Selfs, that is, self-raising funds, free combination, and self-review of profits and losses.

74. Review the growth history of all outstanding enterprises in China. None of them are the result of being good at adapting to the times and being constantly striving for self-improvement.

75. No matter what kind of person enters Lenovo, they will be melted into this mold. You can modify this model. For example, if we don't do something well in some areas, we can modify it after everyone brings it up, but we have to do it according to this after coming in.

76. Three theories of management: (1) Reduce costs while ensuring quality; (2) Give full play to the advantages of product technology; (3) Have strong market development capabilities and sales channel management ability.

77. The cultivation of talents is a dynamic process of continuous practice, that is, the growth of ability to do things.

78. Strategic adjustment must have a solid management foundation. This is the core of an enterprise's organizational capabilities, which is reflected in the three aspects of "building a team, setting a strategy, and leading a team" in Lenovo. If the management foundation is solid, the troops can be mobilized to achieve "the three armies rush to the front when the flag is waved, and the three armies retreat in an orderly manner when the flag is withdrawn."

79. Why doesn’t this work for ordinary startups? Because for these start-up companies, the most important thing is actually the key person who leads the company into difficulties in the first place. It is actually the leader. Before this leader is moved by his cultural background, he still depends on material incentives, that is, how much remuneration you give him, before he decides whether to work for you. They often determine the success or failure of your company. key.