历史资料：日期、报道观点、资质和数据保留原发布语境，不表示当前状态。Historical archive: dates, reported views, qualifications and figures retain their original context and do not represent current status.
我一直希望把联想办成一家“没有家族的家族企业”，“没有家族”是指没有血缘关系，而是通过机制、文化保障企业传承下去；“家族企业”就是指公司最高层必须是有事业心的人，“把企业当成命”。I have always hoped to make Lenovo a 'family business without a family.' 'Without a family' means that blood ties are absent and that mechanisms and culture ensure the business is passed on. 'Family business' means that those at the very top of the company must have a strong commitment to the enterprise and 'regard the company as their life.'
这是一套在实战中积累起来的管理理论，在日本和西方那套理论上，取其精华并且结合中国特色。This is a management theory accumulated through practical experience, drawing on the best of Japanese and Western theories and combining them with Chinese characteristics.
早年刚开始办公司的人，恨不得让全公司的人都把公司当成自己的事业，后来想想不行，实际上走日本那条路是不行的，不现实。最后就形成了一个现在的说法，叫铁打的营盘流水的兵。铁打的营盘就是核心骨干，下边的兵未必流水，但是可以允许流动。In the early days, people starting a company desperately wanted everyone in it to regard the company as their own enterprise. Later, I realized that this would not work. Following the Japanese path was not feasible; it was unrealistic. Eventually, we arrived at what is now expressed as 'an ironclad camp with a flowing stream of soldiers.' The ironclad camp is the core leadership and key personnel. The soldiers below need not constantly come and go, but movement must be allowed.
你怎么让最高层有事业心呢？你必须把你的事业变成共同的事业，除了让他在物质上觉得这是他事业的一部分，精神上也要是。因此，我不仅不能把物质的东西全揽了，精神上的东西也不能全揽，比如社会影响力等等，应该大家共同在这个社会上有影响力，这就是说在联想里边有更多的人出名。另外在决策上也是这样，让他们在决策中间能体现出来是企业真正的主人，然后就形成一种发动机文化，各个部门的领导人都要变成发动机，这个就是我的基本逻辑。How do you make the top leadership committed to the enterprise? You must turn your undertaking into a shared undertaking. They must feel that it is part of their own life's work both materially and spiritually. Therefore, I cannot monopolize either the material rewards or the intangible ones, such as social influence. Everyone should have influence in society together; that means more people at Lenovo becoming well known. The same applies to decision-making. Their role in making decisions should demonstrate that they are true owners of the enterprise. This creates an 'engine culture,' in which the leaders of every department become engines themselves. That is my basic logic.
西方职业经理人的提法是近一二十年的事。它要求经理人要有职业素质、能力、修养和敬业精神，同时要求企业提供满意的条件，否则，就会跳槽。联想希望最高管理层要把企业的事业当作自己的事业，在企业利益第一的情况下，管理者得到利益。企业的事业得不到发展，管理者不谋求自己的利益，这样的人才能拼命把企业做好，才不会有短期利益行为。The Western concept of the professional manager emerged in the past ten or twenty years. It requires managers to possess professional qualities, ability, personal cultivation, and dedication, while also requiring the company to provide satisfactory conditions; otherwise, they will move to another employer. Lenovo wants its top managers to regard the company's undertaking as their own. Managers should receive benefits on the premise that the company's interests come first. If the company's undertaking is not progressing, managers should not seek their own gains. Only people like this will work with all their might to make the company successful and refrain from behavior aimed at short-term personal benefits.
企业一把手的选择是最为重要的一件事。在联想，即使是“空降”的领军人物也要认同企业的理念和文化，要跟企业磨合较长时间，得到企业的认可。联想之所以能够在激烈的市场竞争中取得优势，最根本的就是联想的人是充满事业心的人。Choosing the head of a company is the most important matter of all. At Lenovo, even a leader brought in from outside must identify with the company's philosophy and culture, spend a substantial period becoming integrated with it, and earn its recognition. The fundamental reason Lenovo has gained an advantage in fierce market competition is that its people are deeply committed to the enterprise.
我们希望通过机制的保证，文化的保证，管理的保证，让我们的事业能够承接下去。原来联想属于国有企业，对联想进行了股份制改造后，实现了股权多元化，同时也给予了创业者和管理者一定的股份。这就像苹果园的园丁，既然原来的园丁有了股份，就愿意选更好的新园丁来接着种。到摘完果子的时候，新园丁会送苹果到你家里去，老园丁就不需要一直亲自种植。这个简单的道理说明了机制的改造很重要，它让原来的创业者愿意退下去。现在，在一线工作的都是联想年轻的一辈在做，做得非常成功，跟我一起创业的十几个人都是搞技术出身，知识面不够宽。如果还做下去的话，肯定做不到现在这么好。我们之所以愿意退，同时也是看到年轻人完全有接班的能力。今天，退下来的创业者都很高兴，生活得很愉快，原因是年轻人上去以后，他们的利益有保证，所以，机制的保证非常关键。We hope to ensure that our undertaking can be passed on through mechanisms, culture, and management. Lenovo was originally a state-owned enterprise. After its conversion to a shareholding company, ownership was diversified and the founders and managers were also given shares. It is like the gardeners in an apple orchard: once the original gardeners own shares, they become willing to choose better new gardeners to continue tending it. When the fruit is harvested, the new gardeners will deliver apples to your home, so the old gardeners need not keep doing the planting themselves. This simple principle shows why reforming the mechanisms is important: it makes the original founders willing to step down. Today, Lenovo's younger generation does all the front-line work, and does it very successfully. The dozen or so people who founded the company with me all came from technical backgrounds and lacked a sufficiently broad knowledge base. If we had continued, we certainly could not have done as well as the company is doing now. We were willing to retire partly because we could see that the younger generation was fully capable of taking over. Today, the retired founders are happy and enjoying life, because their interests remain protected after the younger people take over. Guarantees provided by the mechanisms are therefore crucial.
在管理理论上，联想已经形成了一套完整的“管理三要素”，包括建班子、定战略和带队伍。In management theory, Lenovo has developed a complete set of 'three elements of management': building the leadership team, setting strategy, and leading the workforce.
关于定战略，需要考虑：愿景、目标、路线，路线又包括了步骤、人与组织，考核激励调整。When setting strategy, we need to consider the vision, objectives, and path. The path, in turn, includes the steps, people and organization, and the assessment, incentives, and adjustments.
我最想谈的是路线。路线确实非常重要。比如像贸工技实际上就是联想的一个路线。联想创立不久，我当时到深圳去过，深圳当时很多公司是拿着钱开工厂卖东西，先学会卖东西，市场是什么，然后再办一个自己品牌的公司。What I most want to discuss is the path. The path is indeed extremely important. For example, 'trade, manufacturing, and technology' is actually one of Lenovo's paths. Not long after Lenovo was founded, I visited Shenzhen. At the time, many companies there used their capital to set up factories and sell products. They first learned how to sell and what the market was, and then established a company with their own brand.
企业走的路线对企业战略能不能实现非常关键。比如我们的两间投资公司，都把为被投企业提供增值服务看成突出重要的东西，这就是路线，为什么呢？这就是我们的长处。第一，我们会选择最合适的人，是因为我们干过，我们懂。第二，我们有企业从小到大的成长经验，而且总结过，我们能帮助企业。在选的时候，特别注意了“事为先、人为重”。投资的事不先看事行吗，肯定先看行业，看事看现金流，看完了最后成败，真成和不成，在于被投企业的班子，这实际上是最后的关键。The path a company takes is critical to whether its strategy can be realized. For example, both of our investment companies place exceptional importance on providing value-added services to the businesses in which they invest. That is a path. Why? Because it is our strength. First, we know how to select the most suitable people because we have done it ourselves and understand it. Second, we have experienced and reflected on the growth of a company from small to large, so we can help other businesses. In making selections, we pay particular attention to the principle of 'the venture comes first, and people carry the greatest weight.' Can an investment decision begin without looking at the venture itself? Certainly not: first we examine the industry, the business, and the cash flow. After that, ultimate success or failure really depends on the leadership team of the company receiving the investment. That is the final key.
最后我想说明，现在我讲的战略实际上是制定和执行合在了一起。在制定战略的时候，一定要把执行的因素考虑进去，这样制定的战略才是真正能够实现的战略。Finally, I want to explain that what I call strategy now actually combines formulation with execution. Execution must be considered when strategy is being formulated. Only then can the resulting strategy truly be implemented.
关于带队伍，战略制定以后，能够执行成功，主要的关键因素就是队伍。带队伍的实质是三件爱打仗就是爱我们的公司，爱我们的工作，喜欢干活，觉得工作起来愉快；第二，会打仗，会打仗就是讲求目的和方法论；第三，作战有序，具体内容就是怎么样用物质和精神来激励，如何培养人，选拔人，如何根据具体情况来建立组织架构。在这中间，文化会起到非常重要的作用。As for leading the workforce, once strategy has been formulated, the main factor in successful execution is the team. The essence of leading the team consists of three things: loving to fight means loving our company and our work, enjoying the work itself, and finding pleasure in doing it; second, knowing how to fight means paying attention to purpose and methodology; third, fighting in an orderly way involves how to motivate people materially and spiritually, how to develop and select people, and how to establish an organizational structure suited to the specific situation. Culture plays a very important role throughout this.
关于建班子，最关键的其实就是有一个好的班子，有好班子必有好战略，有好班子必有好队伍，必有好文化。为什么我没说，有好班子才能有好战略，才能有好文化呢？那不一定，有的公司领导人特强，这个班子特弱，但是依然有好战略，依然有好文化，这完全是可能的，但是很少，联想没走这条路。As for building the leadership team, the real key is to have a good team. A good leadership team will produce a good strategy, a good workforce, and a good culture. Why have I not said that only with a good leadership team can you have a good strategy and culture? Because that is not necessarily true. Some companies have an exceptionally strong leader and a very weak leadership team but still have a good strategy and culture. That is entirely possible, though rare. Lenovo has not followed that path.
建班子的根本目的是三件事：第一是群策群力，必须得有一群有能力的人在一起来研究战略到底行不行。Building the leadership team has three fundamental purposes. The first is to pool wisdom and effort. A group of capable people must come together to examine whether a strategy will really work.
第二，为什么要有一个班子来解决呢？是因为制定了方法以后，得要人去执行，如果那些执行的人是班子里的成员，执行必然得力，班子的威信必然会高。Second, why must a team address these issues? Because once methods have been decided, people must carry them out. If those responsible for execution are themselves members of the leadership team, execution will necessarily be effective and the team's authority will be high.
第三，希望这个班子能够制约第一把手。当然第一步是一把手肯不肯被制约。我想对一把手的要求，一定是这样，第一把手一定是很强的人，他目标高远，能够把企业利益放在第一位。Third, we hope that this team can act as a check on the top leader. Of course, the first question is whether the leader is willing to accept such checks. I believe the requirements for the top leader must be these: the person must be very strong, have ambitious and far-reaching goals, and be able to put the company's interests first.
更具体一些，在实际业务上，还有一套方法论支持联想的运营：第一条是目的永远要清楚；第二条是阶段论；第三条是复盘。More specifically, a methodology supports Lenovo's actual business operations. The first principle is always to be clear about the purpose; the second is to proceed in stages; and the third is to review what has been done.
关于目标，目标清楚是方法论中最重要的一条。大家经常听我说，要退出画面看画，要一眼看到底。什么叫退出画面看画呢？就是离画太近了，你就看不清楚庐山真面目，一张油画你离得太近了，你不知道黑和白是什么意思，退出来了，知道黑原来是为了衬托白。长江商学院的院长项兵常讲在月球上看地球，看到黄河是从西向东流的，中间向南向北只是暂时的，我们把目的想清楚，免得被过程中间弄糊涂了。Regarding objectives, clarity of purpose is the most important principle in this methodology. People often hear me say that we should step outside the picture to look at it and see through to the end at a glance. What does it mean to step outside the picture? If you stand too close, you cannot see the true face of Mount Lu. If you are too close to an oil painting, you do not know what the black and white mean. Once you step back, you see that the black is there to set off the white. Xiang Bing, dean of Cheung Kong Graduate School of Business, often talks about looking at Earth from the Moon: you can see that the Yellow River flows from west to east, and that its turns northward and southward along the way are only temporary. We must think clearly about our purpose so that we are not confused by what happens in the process.
这种故事很多，大的事比如说，在1993年，全国都在房地产热的时候，我们研究过房地产做不做，当时我记得定下来不做的重要原因，就是我们目的是干嘛。我们是想办个大的电脑公司，你要做了房地产，以后就算赚了钱，我们都花不出去，但你要赔了钱就不得了。我们不懂这个行业，这个钱我们不挣。再比如，在联想电脑节节胜利的时候，我们想走到海外去，赚外国人的钱。我们就做部署，向香港进军，向东南亚进军，就在这时候，我们突然就把它刹车了。刹车的原因是经过反复研究，我们感到中国本来是个最大的国际市场，我跑到国外去干嘛，而且国外要派精兵强将，派最有能力的人去还不一定打得开，我为什么不在国内做，把国内的基础做好，把这个事想明白了，撤回国内，果然对了。There are many such stories. To take a major example, in 1993, when the entire country was caught up in a real-estate boom, we considered whether to enter real estate. I remember that an important reason for deciding against it was the question of our purpose. We wanted to build a large computer company. If we entered real estate and made money, we would not even be able to spend all of it, but if we lost money, the consequences would be disastrous. We did not understand that industry, so we would not try to earn that money. Another example came when Lenovo's computer business was winning one success after another. We wanted to go overseas and earn money from foreign customers, so we made plans to enter Hong Kong and Southeast Asia. At that point, however, we abruptly stopped. After repeated study, we realized that China was already the largest international market. Why go abroad? Overseas expansion would require sending our best people, and even the most capable might not succeed in opening those markets. Why not work at home and build a sound domestic foundation? Once we understood this, we pulled back to China, and that proved the right decision.
所以我们实际上是要把事情的目的想清楚，能做的做，不能做的就不做。What we really need, therefore, is to think clearly about the purpose of what we are doing: do what we can do, and leave alone what we cannot.
关于阶段论，没有高的目标肯定不好，但是有了高目标以后，把长跑当成短跑跑，这事也非败不可。阶段论是我在报纸上看了一个日本马拉松选手受到的启发。在中国比马拉松的时候，有一个日本选手跑了第一，问他经验的时候，他说他前几天把所有的路线、42公里都走了一遍，然后每十公里选了个标志物，他十公里为一段，十公里为下一个目标，要不然42公里整个下来，他会摸不着头脑。Regarding proceeding in stages, it is certainly wrong to lack ambitious goals, but once you have them, treating a long-distance race as a sprint is also bound to fail. My thinking on stages was inspired by a newspaper account of a Japanese marathon runner. A Japanese competitor won a marathon in China. Asked about his experience, he said that a few days beforehand he had covered the entire 42-kilometer route and chosen a landmark every 10 kilometers. He treated each 10-kilometer stretch as one stage and the next 10 kilometers as his next objective. Otherwise, the full 42 kilometers would have left him feeling lost.
我觉得我们经常做事都是这么做的。像联想控股，联想投资打了前阵，做到一定程度，开始做弘毅投资，再做到一定程度，积累了经验教训，也取得了很好的成绩，联想控股开始做直接投资。I think we often work in this way. At Legend Holdings, for example, Legend Capital went first. Once it had developed to a certain point, we started Hony Capital. After that had progressed to a certain stage, accumulating lessons and experience and achieving very good results, Legend Holdings began making direct investments.
关于复盘，在联想有“复盘”的说法。这是围棋的术语，在我们这儿就是总结的意思，重新审视我们的工作，目的是什么，采取了哪些方式方法，当时的内外部环境是什么，边界条件是什么，其中的必然因素和偶然因素是什么等等。我们每一次坎过来的时候都会复盘。Regarding review, Lenovo uses the term 'replaying the game.' It comes from the game of Go; for us, it means taking stock. We reexamine our work: what its purpose was, which methods and approaches we used, what the internal and external environments were at the time, what the boundary conditions were, which factors were inevitable and which were accidental, and so forth. Every time we overcome a hurdle, we conduct a review.
复盘的关键是什么呢？是不能自己骗自己，要求实，复盘的时候弄得不好，还是容易自己骗自己。事情做完了以后，其实并不见得清楚其中的缘由，然后就不断自己找证据去证明自己，这样复盘就不对了。What is the key to such a review? We must not deceive ourselves; we must seek the facts. If a review is handled poorly, it is still easy to deceive ourselves. After completing something, we may not actually understand the reasons behind its outcome, and may then keep looking for evidence to justify ourselves. That is the wrong way to review.
现在，国家明确提出科学发展观，我认为非常重要，促进了整个社会的进步。在坚持科学发展观的时候，指导思想上我觉得一定应该以发展为第一要务。一个家庭里面兄弟能力各有差别，能力强的先富起来了，然后他有必要去拉扯一下穷兄弟，但这种拉扯并不是要把富的给拉穷了，而是要让他挣更多的钱，通过做大饼来解决社会矛盾。The country has now explicitly put forward the Scientific Outlook on Development. I consider this very important and believe it has advanced society as a whole. In adhering to this outlook, I think our guiding principle must be to regard development as the top priority. Brothers in a family differ in ability. The more capable may become prosperous first, and then they should help their poorer brothers. But such help should not drag the prosperous brother into poverty. Instead, he should be able to earn more, resolving social tensions by making the pie bigger.
联想正是处于这种环境下，才能好好干活，这是联想的大运气。It is precisely because Lenovo operates in this environment that it can get on with its work. This is Lenovo's great good fortune.
事，第一，让战士爱打仗，第二，让战士会打仗，第三、作战有序。Things: first, make the soldiers love to fight; second, teach them how to fight; and third, ensure that fighting is orderly.