Mindset: Strategic thinking of international-level enterprises and entrepreneurs

Author: Lang Xianping
Publisher:
Publish Date: 2006-01-01
Features: A strategic thinking case collection worth referencing for all industries and enterprises! New thinking that Chinese entrepreneurs should possess: First, "abandon the superficial and pursue the essence" — discern and grasp the core of things; any strategic decision must revolve around predetermined goals, free from any interference of chaotic appearances. Second, the courage to seek opportunities in crises, turning disadvantages into advantages.
Lang Xianping's Viewpoint: Samsung's success is the success of Lee Byung-chul's new thinking: Lee Byung-chul grasped the industry's essence that "IT technology cannot be hidden" and recognized the realistic crisis of being "difficult to surpass the United States in IT and become the industry's technological leader." As a result, he implemented "reverse engineering" in technology, closely integrated personalized needs in product design, and innovated a "vertical production system," ultimately becoming a "market favorite."
The success of LG and Hyundai Motor proved the replicability of Samsung's experience: LG not only successfully replicated Samsung's innovative design model but also significantly improved product quality and reduced production costs by utilizing the "Six Sigma" management model. The issues of Sony and Nissan stem from inertia thinking. Sony adheres to an obstinate "human-led" culture, while Nissan follows a blind "harmony" culture. Notably, both companies hired Westerners to drive reforms, with the underlying idea being to change the inertia of business thinking.
The success of Mitsubishi and Canon's reforms was still the success of transformative thinking, proving that: even without hiring Westerners, as long as one understands the essence of things, they can find opportunities in crises.
Lang Xianping's Viewpoint: Samsung's success is the success of Lee Byung-chul's new thinking: Lee Byung-chul grasped the industry's essence that "IT technology cannot be hidden" and recognized the realistic crisis of being "difficult to surpass the United States in IT and become the industry's technological leader." As a result, he implemented "reverse engineering" in technology, closely integrated personalized needs in product design, and innovated a "vertical production system," ultimately becoming a "market favorite."
The success of LG and Hyundai Motor proved the replicability of Samsung's experience: LG not only successfully replicated Samsung's innovative design model but also significantly improved product quality and reduced production costs by utilizing the "Six Sigma" management model. The issues of Sony and Nissan stem from inertia thinking. Sony adheres to an obstinate "human-led" culture, while Nissan follows a blind "harmony" culture. Notably, both companies hired Westerners to drive reforms, with the underlying idea being to change the inertia of business thinking.
The success of Mitsubishi and Canon's reforms was still the success of transformative thinking, proving that: even without hiring Westerners, as long as one understands the essence of things, they can find opportunities in crises.