Innovative Thinking Training ()

Author: Liang Chengcheng
Publisher:
Publish Date: 2006-05-01
Features: II. The Economic Sphere: Market Competition Highlights Wisdom
Compared to traditional societies, modern society represents a historical advancement. Generally, the defining feature of modern society is a market economy rather than a natural economy or a planned economy. Under modern market economies—whether capitalist or socialist—the axis of national and social operation shifts to the economy. Economic life becomes the core domain of society, the focal point of daily attention, with the principle of commerce permeating every corner of society, even infiltrating areas where it traditionally has no place, such as culture, art, and moral sentiments. Against this backdrop, a "economically-oriented" way of thinking emerges, manifesting in three key aspects.
First, economic development is the top priority, serving as the central focus around which all work must revolve. Second, practice is the sole criterion for testing truth. Only theories, ideologies, or principles that are validated by social practice and yield beneficial outcomes for the people are worth adhering to and promoting as objective truths. Third, updating talent concepts—actively mobilizing the enthusiasm of individuals with specialized skills, regardless of their religious beliefs, personality traits, or other such matters.
In modern society or under a market economy system, social subjects are diverse, and the relationships between them are horizontal rather than hierarchical. Horizontal competition among subjects becomes one of the main themes of social life. Competition possesses a magical power; it is precisely because of competition that wisdom and innovation can thrive. Even in traditional societies, when social competition intensifies, "strategists" and "ideas" become highly sought after. Examples include the "nurturing scholars" during the Spring and Autumn and Warring States periods or the "three visits to the thatched cottage" in the Three Kingdoms era.
The Three Stages of Corporate Competition
In a market economy, corporate competition is particularly fierce. From the perspective of economic development history, the focus of corporate competition has shifted, giving rise to three distinct stages.
In the first stage, most enterprises were small, and their competition primarily centered on material domains—vying for raw materials, equipment, and market share. These elements were directly linked to corporate efficiency, and success would yield immediate results. In the second stage, enterprises recognized that "things" are static, while people are dynamic. With talent, companies could develop rapidly. Thus, talent competition became the focus of corporate rivalry, and many large firms employed every means to attract skilled individuals. For instance, to secure an outstanding electrical engineer, the General Electric Company of the United States, after failing to lure him away from his previous employer through multiple attempts, decided to purchase the entire company where the engineer worked at a substantial cost.
In the third stage, enterprises realized that "talent" falls into two categories: technical and strategic. The former can be hired and utilized immediately, yielding quick results, while the latter, though requiring a higher investment and slower payoff, can bring immeasurable value to a company's overall efficiency and long-term development. As a result, wisdom-oriented talent becomes a hot commodity in the market, and consulting, planning, and advisory services also become fashionable.