Walk the Long March with the CEO again

Author: Mo Shaokun
Publisher:
Publish Date: 2006-08-01
Features: A new work by strategic management master Mo Shaokun. Poetically recreates the spirit of the Long March, profoundly interpreting the soul of enterprise management. Six corporate strategic management courses set in the Long March, with heartfelt prefaces by Yang Zhong, Chairman of Kailuan (Group) Co., Ltd., and Yuan Renquan, General Manager of China Guizhou Moutai (Group) Co., Ltd.; endorsed by numerous renowned entrepreneurs. The book's origin stems from a decade-long connection, with two years of incubation. Starting this September, I plan to hold a series of public lectures titled "Walking the Long March with CEOs" in major cities across the country, especially those along the Long March route. Through this, I aim to share the true spirit of the Long March with more people like me, deeply connected to it, and to experience the heroic passion of "Overcoming the mountains, the sky is like the sea, the sunset like blood."—Mo Shaokun
More and more managers wake up one day to find themselves facing crises similar to those the Red Army encountered in May 1935 at the Jinsha River: surrounded by formidable enemies, with threats both ahead and behind. One path forward is to, like Mao Zedong and his comrades, seize opportunities and turn adversity into advantage. "Walking the Long March with CEOs" opens up new horizons in strategic management. —Guo Zide, Executive Vice President of UOB Group (Singapore)
For those born in the 1950s, none were raised without being nurtured by the spirit of the Long March and learning Mao Zedong Thought. After years of managing enterprises and reading countless Western management books and complex business commentaries, reading "Walking the Long March with CEOs" reveals that the Long March is the most suitable real-world case for local enterprise strategic management. —Liu Shaoyong, Chairman of China Southern Airlines
Experience the Long March era, contemplate strategic management. Management is a Long March, and the Long March in China's revolutionary history was a journey of transformation after a setback. "The metaphysical is called the Way, the physical is called the tool." In reality, the application of business philosophy often extends beyond mere business techniques. For a long time, those who studied the Long March and Mao Zedong Thought were not management experts, and management experts were not scholars of the Long March or Mao Zedong Thought. Professor Mo Shaokun's book bridges this gap through historical reflection to offer business insights. —Song Lixin, Editor-in-Chief of Elite
"He who does not plan for a thousand years cannot plan for a day; he who does not plan for the whole cannot plan for a part; he who does not plan for the field cannot plan for a grain." I admire strategic vision, a broad perspective, and a high level of foresight. "Walking the Long March with CEOs" demonstrates that only with long-term planning can one achieve strategic wisdom. —Huang Guangyu, Chairman of Gome
This is not a general account of the Red Army's Long March or a textbook on strategic management, but a work set in the Long March, deeply connected to the Red Army, exploring the ways of modern corporate strategic management. Mo Shaokun, a renowned strategic management expert in the Asia-Pacific region, uses his profound management theory and rich practical experience to explain six crucial aspects of enterprise management: strategic management, crisis management, change management, leadership, strategic alliances, and management innovation. The book interprets the dramatic history of the Long March as a chronicle of corporate strategic planning, formulation, and execution, deeply analyzing the stages of success and failure of enterprises and teams. Mo Shaokun's unique interpretation of the Long March history and corporate management sparks equal enthusiasm for both. The book transforms the dramatic history of the Long March into a development history of corporate strategic planning, formulation, and execution, profoundly analyzing the stages of success and failure of enterprises and teams.