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.
近年来，越来越多的企业认识到，先进的企业离不开先进的企业文化，因为企业文化是企业发展的不竭动力，于是纷纷开始注重企业文化建设。这里，让我们来看看海尔、海信、宝钢集团等优秀企业的先进经验介绍。In recent years, more and more companies have recognized that an advanced enterprise cannot exist without an advanced corporate culture, because corporate culture is an inexhaustible source of business development. They have consequently begun paying greater attention to building that culture. Here, we look at the advanced experience of outstanding companies including Haier, Hisense, and Baosteel Group.
立信百年的海信文化Hisense's Culture of Building Trust for a Century
海信集团是由十几个人的手工作坊无线电二厂发展起来的。作为传统的国有企业，能够健康、持续、稳定地发展，其中的奥秘就在于优秀的企业文化。因为企业文化是企业长足发展的源泉，是企业取得成功的沃土。企业家不仅是经济专家，也是文化专家。只有把文化融入企业，塑造企业形象，光大企业精神，才有辉煌的未来。纵观海信的文化形成，可用一句话来概括，就是：敬人为先，创新为魂，质量是根，情感管理。Hisense Group grew out of Radio Factory No. 2, a manual workshop with just over a dozen people. The secret to its healthy, sustained, and steady development as a traditional state-owned enterprise lies in its excellent corporate culture. Corporate culture is the source of long-term business growth and the fertile ground in which success takes root. Entrepreneurs are not only economic experts but also cultural experts. A brilliant future is possible only by integrating culture into the enterprise, shaping its image, and carrying forward its spirit. Looking at the formation of Hisense's culture, it can be summed up in one sentence: respect for people comes first, innovation is the soul, quality is the foundation, and management is based on human feeling.
在海信有一个真实的故事：１９９７年８月的一个周末，来自辽宁农村的大学生、海信技术中心员工杨天楚在浴场游泳晚上没有回来，周厚健总裁得知后带领员工立即到浴场搜寻。那时已是晚上九点多钟，海上漆黑一片，波涛汹涌，随时都会有危险，但周总带领大家排成一排，在齐腰深的海水里寻找。直至次日凌晨，毫无结果。几天后，在沿海渔民和部队的帮助下，才找到杨天楚的遗体。面对小杨的家人，周总说的第一句话就是：你们失去了一个好儿子是家庭的损失，海信失去了一个优秀人才也是企业的巨大损失。当小杨的父亲接到海信集团给他的１０万元钱时，泪流满面，握住周总的手激动地说：“真是大海无情，海信有情啊！There is a true story from Hisense. One weekend in August 1997, Yang Tianchu, a university graduate from rural Liaoning working at the Hisense Technology Center, went swimming at a beach and did not return that evening. On learning this, president Zhou Houjian immediately led employees to search the beach. It was already past nine at night. The sea was pitch-black and rough, and danger could arise at any moment, yet Zhou led everyone in a line, searching in waist-deep water. They continued until the early hours of the following morning without success. Only several days later, with the help of coastal fishermen and military personnel, was Yang Tianchu's body found. The first thing Zhou said to Yang's family was, 'You have lost a good son, which is a loss to your family. Hisense has lost an outstanding talent, which is also a tremendous loss to the company.' When Yang's father received 100,000 yuan from Hisense Group, he burst into tears, clasped Zhou's hand, and said emotionally, 'The sea may be merciless, but Hisense has a heart!'
海信副总裁程开训说：“海信有一个梦想，那就是‘树百年海信，做百年品牌’；而企业文化的这片沃土，为海信实现这个梦想锻造了一个极为坚实的基础。”Hisense vice president Cheng Kaixun said, 'Hisense has a dream: to build a company and a brand that will last a hundred years. The fertile ground of corporate culture has created an exceptionally solid foundation for Hisense to realize that dream.'
宝钢的“用户满意文化”Baosteel's 'Customer Satisfaction Culture'
上海宝钢集团党委书记助理莫臻在《在创新中优化的宝钢文化》一文中说，企业文化是随着公司的诞生而诞生的。自从有了公司，就有了文化。只不过２１世纪的公司文化是把以财务为中心转到以用户为中心了，把以计划经济为中心转到以市场经济为中心，由买方市场转到卖方市场了。In an article titled 'Baosteel Culture Improved Through Innovation,' Mo Zhen, assistant to the Party committee secretary of Shanghai Baosteel Group, wrote that corporate culture is born with a company. Wherever there is a company, there is a culture. The difference is that corporate culture in the twenty-first century has shifted from a financial focus to a customer focus, from a planned-economy focus to a market-economy focus, and from a buyer's market to a seller's market.
有件事让宝钢人永远难忘：那是１９９７年，一直使用我们产品的小鸭集团不知为何不订货了。我们派技术人员去调查，小鸭的一位老工人抖着我们的钢板说，一听这钢板的声音就不合格。我们的技术人员马上去有关技术部门检验，结果各项技术指标都合格。他又找到那位老工人，说我们的产品符合国家指标，你们为什么不用呢？老工人说，国家说合格，你卖给国家好了，我们就是不用。技术人员回来了，我们认真地研究钢板的性能，为什么人家不爱用我们的钢板呢？经过几次去小鸭集团走访，并且按照厂家的要求把新产品送到了他们手中，终于赢得了用户的信赖，使飞走的“小鸭”又回来了。这件事情告诉我们，为了不断提升企业实力、赢得竞争优势，企业必须培育优势文化。为此，我们提出了ＴＳＭ（全方位满意管理）理念，因为注入新的观念比注入资金更重要，就像乒乓球，它是英国人发明的，但中国人却一直领先世界。宝钢正是以这种创新精神与世界钢铁业强手平等对话的，因为创新是ＴＳＭ的主旋律，也是宝钢建设有竞争力的企业文化的主旋律。One incident is unforgettable to Baosteel's people. In 1997, Xiaoya Group, a longstanding user of our products, stopped placing orders for reasons we did not understand. We sent a technician to investigate. An experienced Xiaoya worker shook one of our steel sheets and said that he could tell from its sound alone that it was substandard. Our technician immediately had it examined by the relevant technical department, and every technical indicator met the requirements. He returned to the worker and asked, 'Our product meets the national standards. Why will you not use it?' The worker replied, 'If the state says it is acceptable, sell it to the state. We simply will not use it.' After the technician returned, we carefully studied the steel sheet's performance: why did the customer not like using it? After several visits to Xiaoya Group and delivering a new product made to the manufacturer's requirements, we finally won the customer's trust and brought back the 'little duck' that had flown away. This incident taught us that companies must cultivate a strong culture to keep improving their capabilities and gain a competitive advantage. We therefore proposed the concept of TSM, Total Satisfaction Management, because introducing new ideas is more important than injecting capital. Table tennis, for example, was invented by the British, yet the Chinese have continued to lead the world. It is with this spirit of innovation that Baosteel engages on equal terms with the world's leading steelmakers. Innovation is the central theme of TSM and also of Baosteel's efforts to build a competitive corporate culture.
用海尔文化激活“休克鱼”Reviving 'Stunned Fish' Through Haier's Culture
海尔是个神话，同时也是一面旗帜。如果谈企业文化，应该说海尔的企业文化在国内是最具特色的。海尔的张瑞敏说，塑造科学的企业价值观，培育新精神，是海尔文化的第一大特色。Haier is both a legend and a standard-bearer. In any discussion of corporate culture, Haier's must be considered the most distinctive in China. Haier's Zhang Ruimin said that establishing sound corporate values and nurturing a new spirit is the foremost characteristic of Haier's culture.
他们认为，建立一个科学的、能够让人认同的价值观，是企业文化建设的核心内容。而海尔价值观的核心就是创新，而且所有的创新只有一个目标，就是创造有价值的订单。而以企业文化为企业成功实施兼并扩张战略提供可靠保证，是海尔文化的第二大特色。熟悉海尔的人都知道，海尔每兼并一个企业，派去的第一个人，就是企业文化中心的员工。因为盘活资产首先要用企业文化盘活人。秉承这一思路，海尔文化成功地激活了一条条“休克鱼”。At Haier, they believe that establishing a sound set of values with which people can identify is the central task in building corporate culture. Innovation lies at the heart of Haier's values, and all innovation has one goal: to generate valuable orders. The second major characteristic of Haier's culture is that it provides a reliable guarantee for the successful implementation of the company's acquisition and expansion strategy. Anyone familiar with Haier knows that whenever it acquires a company, the first person sent there comes from its corporate culture center. This is because revitalizing assets begins with revitalizing people through corporate culture. Following this approach, Haier's culture has successfully revived one 'stunned fish' after another.
张瑞敏给大家讲述了一个典型案例：那是１９９８年６月，安徽电视机厂的工人上街游行罢工了，因为他们不愿意接受海尔的管理。原来，他们的工资高了，但管理太严格，过去收入低上班可以不干活。为此他们开展了“海尔的管理对不对”的讨论，只讨论了两天，员工认同了一个道理：如果不管理，企业在市场上就站不住，企业站不住员工也就没有工资了。所以只有企业好，员工才会好。后来他们派去的事业部长召开职工代表大会，宣布明天开始工作。这时他的手机响了，是他太太从机场打来的，正准备要到合肥来，并且气冲冲地说：“你们出了那么多力他们不理解还打人，咱们不干了，跟我回家！”这位部长说，你不用来了，我们都已经解决了。接着他告诉职工代表，我爱人要来合肥，我叫她不要来了，我们好好干吧。这时台下一个人带头喊了三句口号：“孙部长不能走，海尔不能走，海尔精神不能走！”Zhang Ruimin recounted a typical case. In June 1998, workers at Anhui Television Factory took to the streets and went on strike because they were unwilling to accept Haier's management. Their wages had risen, but management was too strict; previously, when their pay was low, they could go to work without doing any work. A discussion was therefore organized around the question, 'Is Haier's management right?' After just two days, employees accepted one principle: without management, the company could not survive in the market, and if it could not survive, employees would have no wages. Only when the enterprise did well could its employees do well. Later, the division head sent by Haier convened a meeting of employee representatives and announced that work would begin the next day. His mobile phone then rang. His wife was calling from the airport, preparing to travel to Hefei. She said angrily, 'You have put in so much effort, yet they do not understand and even hit people. We are done with this. Come home with me!' The division head replied, 'You do not need to come. We have resolved everything.' He then told the representatives, 'My wife was coming to Hefei, but I have told her not to come. Let us get on with the job.' Someone in the audience then led three chants: 'Director Sun must not leave! Haier must not leave! The Haier spirit must not leave!'
张瑞敏讲的这个案例，以及海尔用文化兼并红星企业的案例被收入哈佛大学和欧洲工商管理学院的ＭＢＡ教材。The case described by Zhang Ruimin, along with Haier's use of culture in acquiring Hongxing, was included in MBA teaching materials at Harvard University and INSEAD.
营造良好的文化氛围，激发员工创新的活力，让企业和每一个细胞都活跃起来，让每个员工都成为创新的ＳＢＵ（战略事业单位的缩写），是海尔的最终目的。Haier's ultimate aim is to create a positive cultural environment, stimulate employees' capacity to innovate, bring the enterprise and every one of its cells to life, and make every employee an innovative SBU, or strategic business unit.