Towards Success: Contemporary Professional Managers' Profiles 1 (Volume 1 and 2)

Author: Zhang Yanning / Country: Mainland China
Publisher:
Publishing Date: 2005-11-01
Features: The Seven Capabilities of Contemporary Professional Managers – A Profile of Li Changjin, Deputy General Manager of China Railway Engineering Corporation
Li Changjin, male, born in August 1958, a member of the Communist Party of China, professor-level senior engineer, currently serves as the Deputy General Manager of China Railway Engineering Corporation. In 2004, he obtained the Advanced Professional Manager Qualification Certificate from the China Enterprise Association.
Li Changjin served as the Director of the Department and Deputy Director of the Fourth Survey and Design Institute of the Ministry of Railways from January 1982 to December 1995. From December 1995 to July 1998, he successively served as the Deputy Director, Acting Director, and Party Secretary of the Second Railway Engineering Bureau. From July 1998 to November 1999, he served as the General Manager, Vice Chairman, and Party Secretary of China Railway Second Bureau Group Co., Ltd. From November 1999 to August 2002, he served as the Party Secretary and Chairman of China Railway Second Bureau Group Co., Ltd. Since September 2002, he has served as the Deputy General Manager of China Railway Engineering Corporation.
Since joining China Railway Engineering Corporation in 2002, he has completed the transfer of 22 railway design and construction enterprises, established 5 groups and 1 design consulting company, increasing the total assets of China Railway Engineering Corporation by 10.8 billion yuan and net assets by 1.75 billion yuan. In 2003, the company's operating revenue increased by 24.5 billion yuan compared to 2002, making it a leading enterprise in the construction industry. The company was awarded honorary titles such as "National Outstanding Construction Enterprise."
On a personal level, he received the "Locomotive" medal, "Top Ten Outstanding Young People in Sichuan Province," and "Labor Model of Sichuan Province." He has published papers such as "System Analysis of the Beijing-Jiujiang Railway," "Some Insights from the Selection of the Beijing-Jiujiang Railway Route," "Operation Procedures and Key Points of Highway BOT Projects," and "Research on the Speed Target Value of China's High-Speed Rail."
Management Slogan: "Dare to Leap Forward, Strive for Excellence." This is not only the corporate spirit of our engineering corporation but also my personal life motto.
Workplace Insights: The development of a business is like rowing against the current—either you advance or you fall behind. If a leader of an enterprise is only satisfied with temporary success and immediate glory, the enterprise will not only fail to achieve long-term growth but also face the risk of bankruptcy. Therefore, "remaining vigilant in prosperity and advancing even in stability" is essential for sustainable development. Entrepreneurs must always maintain a sense of crisis, urgency, and vigilance to truly face the future of their enterprises.
In today's highly competitive business environment, only through continuous innovation and expansion can an enterprise hope to succeed. Because all of these successes are in the past, sustainable development is not just a dream but also the pursuit of the enterprise.
Business Philosophy: With the deepening of reform and opening-up, especially after China's entry into the World Trade Organization, international multinational corporations have entered the Chinese market, and the development of the Chinese market economy has become increasingly standardized. At the same time, market competition has become fiercer, requiring general managers of enterprises to possess high qualities and capabilities. Only by closely monitoring domestic and international economic trends and market changes in their industry, skillfully capturing new knowledge and information, and making timely strategic decisions can enterprises adapt to changes in their internal and external environments and challenges.
Through many years of working in enterprise management, I believe that an outstanding professional manager or entrepreneur should possess seven qualities and capabilities:
1. The ability to innovate with a pioneering spirit
2. Strategic planning ability
3. Judgment and decision-making ability
4. Execution ability
5. Flexible and adaptive ability
6. Organizational and coordination ability
7. The ability to select and utilize talents
1. The Ability to Innovate with a Pioneering Spirit
Innovation is the endless driving force for the prosperity and development of an enterprise. Innovation requires keen insight, high sensitivity, and the courage to be a pioneer. During his tenure at China Railway Second Bureau, he continuously promoted and deepened corporate reform, taking firm steps to establish a modern enterprise system for a large-scale state-owned construction enterprise. By the end of 1998, the Second Railway Engineering Bureau became a pilot unit for reform and restructuring by the Ministry of Railways and the Ministry of Construction, reorganized into China Railway Second Bureau Group Co., Ltd. The group's excellent core assets (primarily distributed among the former First, Second, Fourth, and Fifth Engineering Departments, the Machine Construction and Road-Bridge Company, and other six production units) were separated, with China Railway Second Bureau Group Co., Ltd. as the main sponsor, jointly establishing China Railway Second Bureau Co., Ltd. with China Railway Baqiao Co., Ltd., the Second Railway Survey and Design Institute, Southwest Jiaotong University, and Chengdu Railway Bureau. On March 23, 2001, the company was reviewed and approved, and social public shares of 110 million were issued. China Railway Second Bureau Co., Ltd. publicly listed its shares in April 2001 and officially went public on May 28, becoming the first listed company in the field of railway construction in China.
2. Strategic Planning Ability
Strategic planning is the soul of an enterprise. To achieve sustainable and stable development, an enterprise must consider the long-term and overall aspects of its future from its current position, making comprehensive plans and arrangements for its development. During his tenure at China Railway Second Bureau, he adopted an open bidding method to select PricewaterhouseCoopers to help formulate the overall development strategy. The development strategy of China Railway Second Bureau Group is to focus on vertical integration along the construction value chain and moderately develop related diversified operations. The corporate mission is to become a leading comprehensive construction service provider in China, with substantial international competitiveness and diversified development, gradually shifting from passively following the market to actively exploring the market. By integrating resources and clarifying the organizational structure of China Railway Second Bureau, the positioning of the group level, the stock company level, the subsidiaries of the stock company, and other subsidiaries under the group's control were clarified. Currently, he serves as the Deputy Chairman and Team Leader of the China Railway Engineering Corporation's Enterprise Development Strategy Formulation Leading Group, completing the overall development strategy report of the corporation. The report provides a detailed analysis of the company's current situation and development environment, conducts a serious comparison with advanced domestic and international peers, clarifies the guiding principles, positioning, short-term and medium-to-long-term development goals, development and focus of main business, and the paths and goals of major adjustments in asset structure, industrial and product structure, team structure, and organizational structure. It also clarifies the key focus and implementation plan of short-term development adjustments and the supporting measures for plan implementation. The formulation of the enterprise development strategy report has strong scientific guidance and operability for accelerating the company's development and strengthening its position, receiving high praise from experts and recognition from employees.
3. Judgment and Decision-Making Ability
The ability to combine enthusiasm with a pragmatic style, possess a keen sense of opportunity, and demonstrate perseverance, decisive action, and the courage to take risks and assume responsibility. In addition to bold exploration and decisive action on specific projects, in the second half of 2003, he seized the opportunity of the main and auxiliary separation of railways and the new round of restructuring of central enterprises, specifically overseeing the integration of 22 railway design and construction enterprises and the restructuring of China Overseas Engineering Corporation. This restructuring involved many enterprises, and to ensure smooth progress, a method that was both proactive and cautious was adopted, emphasizing procedures, plans, and steps, keeping the work busy but orderly. Major issues such as the asset quality, debts and liabilities, land ownership, resettlement of retirees, collective economy, and employee housing of the merged enterprises were handled relatively steadily, maintaining the stability of the employee teams.
4. Execution Ability
This is reflected in the ability to identify with the organization's development goals and understand the intentions of senior management, implement business decisions, formulate and arrange work plans, and guide business operations, establish incentive and restraint mechanisms, and control work quality while correcting deviations. During his tenure at China Railway Second Bureau, he adhered to the principle of "promoting enterprise development through science and technology," carrying out 284 science and technology development and promotion projects centered around urban light rail, subway shield construction, plateau permafrost, and high-speed rail, focusing on building core technologies. In November 2004, after completing the enterprise transfer procedures with the Ministry of Railways and railway bureaus, to shorten the management chain, reduce management span, and improve efficiency, he immediately began internal restructuring work. In less than three months, he completed the drafting and approval of restructuring plans for five engineering groups and one design consulting company, established the legal governance structure, conducted preliminary name verification and industrial and commercial registration, and applied for design and construction qualifications, which were successively established and launched.
5. Flexible and Adaptive Ability
During the development process of an enterprise, many unexpected incidents may occur. As a general manager of an enterprise, one must possess the ability to handle various emergencies to ensure the healthy and stable development of the enterprise. First, to respond to various emergencies and conduct crisis management. When the design of the Guangzhou Metro lagged behind, affecting the start of construction and leading to a yellow card warning from the owner, he stepped in, took emergency measures on-site, and turned the passive situation around, delivering a satisfactory "" to the owner. He once organized the handling of a tunnel collapse accident, taking command on-site, successfully rescuing employees trapped inside, creating a miracle with no casualties after several days of collapse. Second, to respond to various business negotiations, accurately assess the situation, process information, make precise calculations, and achieve a deep understanding of both sides while strictly adhering to written contracts to effectively avoid risks. Third, to adapt to changes in the environment, policies, economic conditions, and social and development trends, continuously adjusting the business operations of the enterprise. Through various measures and means, a competitive business atmosphere was formed among member enterprises. At the same time, efforts were made to improve information communication and guidance coordination, from the perspective of preserving and increasing state-owned assets and controlling costs, to coordinate bidding prices and avoid internal vicious competition, regulating market and enterprise self-discipline, achieving good results. In 2003, the company's new contract value reached 103.3 billion yuan, an increase of 45.5 billion yuan from 2002's 57.8 billion yuan. In 2004, the company's new contract value reached 139.6 billion yuan, an increase of 36.3 billion yuan from 2003. Statistics show that due to the internal control coordination of the parent company in bidding and pricing, member enterprises have reduced cumulative losses of over 600 million yuan. At the same time, through effective work, the cohesion and unity of member enterprises were greatly improved.
6. Organizational and Coordination Ability
Organizational and coordination ability is also a major quality that an entrepreneur should possess. Only by organically organizing various productive factors and maximizing their role can an enterprise achieve the greatest economic benefits. Taking the reclamation project of the second island of the Dubai Palm Jumeirah as an example. This is one of the largest single projects China has undertaken in the UAE to date, a fully integrated offshore engineering project directly undertaken by China Railway Engineering Corporation as the general contractor, receiving high attention from leaders of the State Council and the Ministry of Commerce. However, due to the low bid price, internal management, and poor relationships with the owner, the project has been in a very passive situation since its start in April 2002, with heavy debts and slow progress. Since September 2002, when he took charge of the project, he deeply engaged on-site, communicated effectively with employees of the project management team, conducted research and surveys to understand the situation, and worked with the team to formulate improvement plans, decomposing and implementing business and operational goals, clarifying responsibilities, and effectively supervising and controlling business processes. By coordinating management functions and operational elements, internal relationships were streamlined, and employee enthusiasm was fully mobilized. Communication with the owner was strengthened, and claims were intensified to overcome difficulties. After more than two years of unremitting efforts, the project finally achieved profitability, and construction and production returned to track. Through this project, experience in offshore engineering was accumulated, talents were trained, the Middle Eastern market was expanded, and certain benefits were obtained.
7. The Ability to Select and Utilize Talents
Man is the most critical factor in productivity. Knowing and utilizing talents, selecting and appointing outstanding management and technical personnel in a timely manner, is of vital importance to promoting the development and growth of an enterprise. An outstanding entrepreneur should possess the ability to select and utilize talents, establish a good management team, and thus effectively manage the enterprise.
Book Contents:
Milestone of Successors (Preface)
Zhang Yanning
The Seven Capabilities of Contemporary Professional Managers – A Profile of Li Changjin, Deputy General Manager of China Railway Engineering Corporation
Expert Comments: Seven Qualities Worth Learning From
Igniting the Desire for Advancement with the Vision of Serving the Nation – Liu Gaozhuo, Party Secretary and General Manager of China Aviation Industry Group Corporation
Expert Comments: A Passionate Ode to Regaining the Dignity of State-Owned Enterprises – Miao Huangsheng, Chairman and General Manager of Shenyang Locomotive and Rolling Stock Co., Ltd.
Expert Comments: An Inspiring Path to the Revitalization of State-Owned Enterprises
Walking a Unique Path of Enterprise Development – Liu Weiyou, General Manager of the Third Construction Company of China Chemical Engineering
Expert Comments: A Distinctive and Outstanding Entrepreneur
Building a Century-Old Famous Enterprise from a Car Repair Company – Zhang Tong, General Manager of Beijing Automobile Repair Company
Expert Comments: Gentleman, Warrior, Fighter – Imbuing Philosophy into Business, Aiming for Ascent – Hu Wenming, Deputy General Manager of China Aviation Industry Corporation
Expert Comments: New Concepts as the Sword to Forge Through Challenges – Building a Path for the Takeoff of Large-Scale Aviation Enterprises – Xu Huanggang, Deputy General Manager of China Aviation Industry Corporation
Expert Comments: Employees Are the Roots, Innovation Is the Soul – Manifesting Vitality – Wu Zhenghe, Chairman and General Manager of Shanxi Datong Gear Group Co., Ltd.
Expert Comments: Soft Heart, Hard Hand, Iron Targets – Border Guard with High Aspirations, Fair Winds and Setting Sails – Zhao Songhuan, Chairman and Secretary of the Party Committee of Guizhou Shuicheng Iron and Steel (Group) Co., Ltd.
Expert Comments: A Path to Success
Heart, Determination, and Wisdom – Deng Chuanming, Chairman of Haikou Nonggongmao (Luo Niushan) Co., Ltd.
Expert Comments: A Mature Senior Professional Manager
Singing in the Coal Mine – General Manager and Party Secretary of Zhalainuoer Coal Industry Co., Ltd. – Zhu Tinghai
Expert Comments: A New Melody of Passion – The Lifeline of Cixian People – Zhao Deqin, Party Secretary and Chairman of Hebei Cixian Hexie Industrial Co., Ltd.
Expert Comments: Safety Above All, Riding the Wind of Reform to Create Great Achievements – Zheng Cunliang, Chairman of Xingtai Coal Mining (Group) Co., Ltd.
Expert Comments: A Step Up for Every Step – Riding the Wind and Breaking Waves – Zhao Senlin, General Manager of Xingtai Coal Mining (Group) Co., Ltd.
Expert Comments: Only Through Hard Work Can One Excel – Development Is the Fundamental Solution to All Problems – Zhang Chengxiang, Party Secretary and General Manager of Heilongjiang Coal Mine Safety Supervision Bureau
Expert Comments: A New Message After a New Turning Point
A Coal Sea Scholar Who Benefits Miners – Li Fuci, Chairman of Hegang Coal Mining Group Co., Ltd.
Expert Comments: Safety Is the Greatest Benefit to Employees – Leapfrog Development to Advance into the Top 500 Enterprises in China – Wang Sheping, Chairman and Secretary of the Party Committee of Handan Coal Mining Group Co., Ltd.
Expert Comments: Strategy for Brilliance, Rebuilding Greater Lu'an – Ren Runhou, Chairman and General Manager of Lu'an Mining Group Co., Ltd.
Expert Comments: Highly Responsible to the Nation, the People, and Future Generations
The Source of Fei Xing's Brilliance – Wang Huiyuan, General Manager of Inner Mongolia Fei Xin Coal Chemical Co., Ltd.
Expert Comments: Four Golden Pillars Build Brilliance – The High Flies – General Manager of Inner Mongolia Yan'an Coal Industry Co., Ltd. – Guo Hanbin
Expert Comments: Creating a Permanent Home for Yan'an
The Heart Connects, Emotions Merge, and Efforts Combine – Yu Baoxiang, Party Secretary of Daqing Refining Company of PetroChina
Expert Comments: Breaking Down the Invisible Barriers
Change Comes from Reform and Innovation – Zhang Lianjun, Manager of Hainan Petroleum Branch Company of Sinopec
Expert Comments: Change Is the Only Way to Survival and Development
Standing at the Forefront, Riding the Wind and Waves – Tang Jian, Director of Xinjiang Petroleum Administration
Expert Comments: Outstanding Talent in Handling Complex Situations
Yunnan Copper's Strategy – Zhang Shaolu, Chairman and General Manager of Yunnan Copper (Group) Co., Ltd.
Expert Comments: Turning Poor into Strong – Striving for Excellence with People at the Center – He Yunhui, General Manager of Yunnan Copper Co., Ltd.
Expert Comments: The Key Is People – Standardizing Everything, Creating an International Century Company – He Junshi, Chairman of Qinhuangdao Lixia Co., Ltd.
Expert Comments: We Are the Creators of Trustworthy Health-Protecting Beer – Zhao Huanran, Chairman and General Manager of Inner Mongolia Jinchuan Health-Protecting Beer High-Tech Co., Ltd.
Expert Comments: A Longevity Entrepreneur Dedicated to Brewing for Forty Years – Selfless Dedication for the Chinese Nation – Yan Shengjie, General Manager of Huaxia Grape Wine Co., Ltd. and Chief Winemaker of Great Wall Wine of COFCO
Expert Comments: The Most Passionate Chapter of a Lifelong Passion – Standing at the Peak of the Chinese Liquor Industry – Yuan Renquan, Party Secretary and General Manager of Kweichow Moutai Liquor Co., Ltd.
Expert Comments: Loyal to Moutai, Kingly Style, Innovation Leads the Way – Liu Yuan, Chairman, Secretary of the Party Committee, and General Manager of Inner Mongolia Luojiao Liquor Co., Ltd.
Expert Comments: Endurance and Determination – The Master of Jin Nan Chun – Qiao Tianming, Chairman, General Manager, and Secretary of the Party Committee of Jin Nan Chun Group Co., Ltd.
Expert Comments: Amidst the Fragrance of Wine, the Frontline Quietly Advances – The Legend of an Entrepreneur – Qiu Jiansheng, Chairman and General Manager of Zhejiang Hongshi Liang Group Co., Ltd.
Expert Comments: The Secret of Success – Not Forgetting the Past, Cherishing the Present, Facing the Future – Zhu Shaoming, Member of the Party Committee of Yunnan Tobacco Industry Group Co., Ltd. and General Manager of Kunming Cigarette Factory
Expert Comments: An Entrepreneur with Rich Personality Charm