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2018年，美的即将迈入50周年。美的人站在下一个50年的开端，思索未来。1月18日，一年一度的美的集团年度经营管理年会在广州召开，主会场逾1400位来自世界各地的美的员工参与了大会。美的集团董事长方洪波在会上发表了讲话，以下是讲话摘要：
感谢美的人。首先我代表集团执委会欢迎来自中国几十个省市以及全世界各大洲的美的同事参加一年一度的经营管理大会。我们不远千山万水相聚在这里，因为有着共同的目标。前面还有很多的机会等待着我们一起去努力，抓住机会作更好的发展。2017年，我们几个关键指标表现较好，是所有美的员工一起努力的结果。在此，我代表集团执委会感谢13万在全世界不同地区奋战的美的员工在过去一年所付出的努力。 美的站在一个历史的新高度，我们志存高远，要有更大的视野与抱负，走得更远，飞得更高，这是我们这一代人的使命，我们不甘愿平凡。而同时更不能形式主义、做流于表面的理论和运动。美的要做到静水深流，像亚马逊河一样，表面平静，深处实际上波涛汹涌，才能流向大海深处。 我们既要仰望星空也要脚踏实地，用中国的俗话来说就是既要抬头看路又要埋头拉车。这是美的今天必须持有的心态。今天的成绩值得我们珍惜，但我们更应该清楚所面临的挑战。 2017年，一批曾经辉煌的明星企业跌下神坛；2000年以来，财富五百强中一半的企业已经从榜单消失。大企业为何会如此脆弱？同样一个国家，同样一个行业，不同的企业为什么有着不同的遭遇？表面原因很多，主营业务停滞、盲目扩张多元化、经济或行业周期不利、管理失控等等。但我认为根本原因，还是对企业基本规律和商业本质缺乏尊重，背离初衷。企业永远都是在不确定中生存发展的，时代的变化和经营环境的不确定总是永远超出我们的想象。 美的50年，取得了一定的成绩，但另外一方面，危机已经在堆积。 ▵消费升级成为行业发展的主要驱动力，产品力提升存在巨大空间； ▵ 全球经营能力、品牌力、盈利能力等提升有待加快； ▵ 企业整合进程和新产业协同构想落地需加速； ▵ 国内市场深度转型迫在眉睫； ▵ 组织出现结构性懈怠的情绪和现象； ▵ 短期行为和长期主义的平衡中，短期行为明显占了上风； ▵ 多产品协同性不足，全价值链优势体现不足； ▵ 价值链的专业能力存在短板； ▵ 组织活力退化和敏捷性缺失，执行力和行动力依然不够。 危机已经在堆积，但真正的强者不惧怕自己的问题。 危机在堆积，我们能做什么？我们唯一能确保的就是变革。要练就否定自我和创新的速度，就是要敢试敢想敢干！ 美的将启动新一轮的转型和变革，用比2012年更坚决的勇气和行动来更加严格、更加迅速地推动转型变革。痛下决心，敢于割舍；必须要经历阵痛，不破茧何成蝶；唯有舍弃眼前的美丽，走出舒适区，才能换得未来的新生；割舍的过程越痛，付出的代价越大，就越可能抵达转型的目标。 新变革开启，2018年美的经营重点关键将聚焦在以下关键字：聚焦内生式增长、自动化布局与整合、深化转型、构建产品能力、全价值链卓越运营、全球经营、企业数字化、组织能力再造。
2018年核心的经营思路非常清晰，要完成目标，必须解决六个思维障碍的束缚： ▵ 对事业部制的理解要跟上时代的步伐，适应美的发展与新阶段。共享才能全赢。 ▵ 短期行为与长期主义平衡,果断为未来的战略布局。 ▵ 克服畏难情绪、守业心态、得过且过等交织在一起的安于现状的心态障碍。 ▵ 如何构建真正以用户为中心的商业模式和经营体系。 ▵ 美的的真正对手是时代，与任何竞争对手无关，无知无能无力不是我们发展的障碍，傲慢和自以为是才是。 ▵ 如何完成从一个本土公司向全球化公司的演进：建立穿越不同行业，不同市场空间和区域，不同文化背景和思维模式的体系框架。 知易行难，美的今天什么都不缺，就缺思维。美的转型很简单，就是要摆脱这些思维的束缚。 2018年我们的目标要突破思维，因为不突破思维，我们将错过一个全新的黄金时期。今天中国进入了一个后工业化时代，向制造强国转型，这个过程当中有大量的机会等待着我们。新时代的中国必将出现一批伟大的企业，就看谁跑得快！ 未来很美好，但道路崎岖。 美的正值创业50周年之际，一个人，一群人，一代人，一代又一代人在这里实现了自我价值和成就，也成就了美的伟大的事业。 五十年，本身就是一部小历史，离我们每一个人都不远，认真细读这部小历史，可以让我们在前进的道路上趋利避害，控制风险，少走弯路；也可以让我们放宽眼界，展望又一个志存高远的五十年；可以让我们回顾曾经无数的困难和挑战，知道化繁为简，化难为易；也可以让我们反省那些亲身经历的教训，精于心，简于形，格物致知，找到未来持续发展的本质。 五十年的传承，如何让我们更加坚定，找到“变与不变”，以应变对万变。 五十年更是一个新的起点，构想美的未来价值观、愿景和体系。美的必须紧跟时代，自我更新，主动改变，勇敢创新。 愿景，就是有时间期限的梦想。未来十年，美的愿景是什么，需要所有美的人去回答。 也许没有永远的公司，但美的想走得更远！ 山峰虽然陡峭，但我们必须攀登。
Midea is facing its 50th anniversary. 2018 is a year in which Midea people must ponder the future. On January 18th, Midea Group Annual Business Conference 2018 was held in Guangzhou. Over 1400 employees from around the world attended. Paul Fang, Chairman and CEO of Midea Group, gave the keynote speech. Thanking everyone at Midea. On behalf of the executive committee, I would like to open the meeting by thanking all Midea employees. Today you have come from all over our great nation and from several continents to be here. Despite the distances we have travelled, we all share the same goal and hope to seize the same opportunities. In terms of key performance indicators, our 2017 was very good. This was a collective achievement by all of us. Here, I want to show my appreciation for the effort made by all 130,000 Midea employees last year. Midea is standing at an unprecedentedly high level. From here, we are expected to aim high, to embrace a broader future with larger vision and move further. That is the mission of this generation and we are reluctant to be ordinary. However, at the same time, we should beware of complacency. Midea should be like the Amazon River, calm and steady on the surface, but wild with activity underneath. That is how it reaches all the way to the sea. We somehow need to have stars in our eyes while keeping our feet on the ground. To borrow an expression, we need to keep our shoulders to the grindstone while taking care to look at the road ahead. That is the attitude we should hold. While we have every right to be proud of our achievements, make no mistake about the challenges we face. While we enjoyed an excellent 2017, some world famous companies did not prosper so much. Half of the companies that were on the Fortune 500 list in the year 2000 are no longer on it. How can such huge enterprises be so fragile? Why do these enterprises face different destinies in the same country, or even in the same industry? The reasons on the surface vary, such as the stagnant core business, blind diversification, economic fluctuation, management issues. But the fundamental reason, I think, is the lack of respect for both business and enterprises’ operational principles, and also deviation from their original intent. Enterprises survive and develop through uncertainty. The uncertainty of the business environment and changing times have always been impossible to fully understand. Midea is 50 years old. It is undeniably impressive that we have got this far. Still, our crises are piling up like dust. ▵ Consumption upgrade has become the main growth driver in the development of the industry. There is still massive room for improvement in product competitiveness. ▵ Global operations, brand appeal and profitability are expected to improve. ▵ Integration is slow. The synergy of our new entities needs to speed up. ▵ Deep transformation of domestic market is at a critical point. ▵ There is a culture of complacency that goes deep into our organization. Some teams and managers have an over-inflated sense of self importance. ▵ Short-term benefits often trump long-term strategy. ▵ There is failure to synergize product divisions and subsequent inablity to make use of our advantages in value chain. ▵ There are many weak links in professional capabilities along the value chain, including manufacturing technology and supply chain capability. ▵ The organization is losing its vitality and agility, becoming less efficient and more sluggish. There is also deficiency in execution ability. Therefore, our challenges are daunting, but when the going gets tough, the tough get going. When the crises pile up, what can we do? The only thing we can be certain of is change. We must constantly discipline ourselves to keep up with the times. The future belongs to people who dare to try, dare to think and dare to do. Midea is about to initiate a cycle of major reforms, and we must do so with even more courage and vigor than we did in 2012. We must make changes even more diligently and with a faster pace than before. Some changes will be painful. You can’t become a butterfly without breaking a cocoon. To climb the light, we must first leave our comfort zone. The harder we fight, the more likely we are to fulfill our ambitions. In 2018, Midea’s business will focus on the following factors: organic growth, expanding and integrating automation, deepening transformation, building product competitiveness, enhancing the value chain, global operations, digitalization, and organizational ability. The way ahead in 2018 is clear. To achieve our goals, we must overcome six obstacles: ▵ The product divisions must keep up with the times. Our product division system must be in step with the development of Midea. Their positioning and boundaries must be in sync with our reforms. Only with proper synergy can we achieve a win-win outcome. ▵ Striking the right balance between short-term behaviour and long-term ambitions. While we must maintain our hard-earned status, never stop thinking ahead. Do what we need to do and do it with aplomb. ▵ There are mental obstacles that we are shying away from overcoming. While we have a proud heritage to uphold, we are beholden to outdated modes of thinking. We have grown too used to being followers, being reactive. Together we can overcome this old-school mentality. ▵ How to build a truly user-centered business model and management system. Recognize areas where change is needed and subvert the established order. It is time to make sacrifices and ask some difficult questions of ourselves. ▵ Our real adversary is time. It has nothing to do with any individual competitor. The thing that might trip us upis not so much ignorance or incompetence, but arrogance and hubris. ▵ How do we make the journey from being a local company to a global corporation? Establish an institutional framework that transcends industries, markets, territories, cultures, and modes of thinking. The only thing Midea currently lacks is the right mentality. Our challenge is difficult, but simple. We must shake off the above-mentioned shackles. If we don’t change our mentality, we will be sacrificing a golden opportunity. Today, China is going through an industrial transformation, and becoming a new kind of manufacturing powerhouse.These opportunities are all waiting for us if we take them. Many of the world’s next great companies will be Chinese. The title of greatest will be given to those who chase the hardest. The peak looks lovely from here, but the crevice is oh-so steep. In Midea’s 50 years, generation after generation of people has achieved great things. And in finding their own self-worth with this organization, they have turned it into a great business. Fifty years is an unfathomable length oftime, and a careful reading of this company’s history can teach us much: about seeking opportunities and avoiding pitfalls; how to move forward, how to minimize risks, how to avoid detours. This history can enable us to look ahead calmly. Using the lessons of our forefathers, the knowledge we attain will enable us to move forward with sense and simplicity. How can use our fifty years of heritage to remain staunch, to be true to ourselves while changing with the ever-changing world? Our fiftieth anniversary can also be seen as a new starting point. It is time to re-examine our values, our vision and our system. To keep with the times we must take the initiative and make bold innovations. Vision is a dream with time limits. What is Midea’s vision for the next decade? This is a question that every employee should try to answer. Though no company will last forever, Midea wants to go further and further. Although the path is steep, we must keep climbing.
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