Management lessons from Chinese business and philosophy | Fang Ruan

譯者: Lilian Chiu 審譯者: Helen Chang

I love dumplings.

我喜歡餃子。

But I seldom have dumplings in a restaurant,

但我很少在餐廳裡吃餃子，

because my mom's cooking is the best.

因為它們都比不上我母親的手藝。

One day, I happened to take a bite of Dumpling Xi's dish.

有一天，我碰巧吃了 一口喜家德的料理。

To my surprise,

令我吃驚的是，

they had a flavor of going home.

我吃到了家的味道。

Fresh, chewy and unexpected.

新鮮、有嚼勁、出乎意料。

In addition to being a dumpling lover,

身為餃子控之外，

I actually have a full-time job.

我其實有一份全職工作。

I am a management consultant,

我是管理顧問，

so naturally, I was keen to understand

所以，很自然，我會很熱切想了解

the reasons behind those delicious dumplings.

那些餃子能如此美味的原因。

What I didn't expect

我沒想到的是，

is that this dumpling triggered my exploration

這些餃子促使我開始探究

of new ways of management in China.

中國的新管理方式。

A change that is deeply rooted in ancient Chinese philosophies.

這個改變深根在 中國古代的哲學上。

But first, let's go back to the dumplings.

但，首先，讓我們先回到餃子。

Gāo Défú founded Dumpling Xi 17 years ago.

高德福在十七年前創立了喜嘉德。

Today, the company enjoys 500 stores with 8,000 employees.

現今，該公司已有 五百家店及八千名員工。

But it wasn't always the case.

但它並非一直如此。

Three years ago,

三年前，

the demand for his dumplings was soaring

因為消費者極度渴望能吃到健康食品，

due to consumers' craving for healthy food.

餃子的需求大增。

But the strong growth of online food delivery services

但，線上食物配送服務的強勢成長

had pulled the consumers away from store visits,

讓消費者減少到店內用餐的機會，

causing a huge concern for Gāo.

高德福對這個現象非常關注。

If I were to advise Gāo back then,

如果當時我要給高德福意見，

I would go directly with the classical approach,

我會直接選擇標準做法，

hiring venture managers,

僱用企業經理人，

providing training on how to integrate online-offline sales,

提供訓練，教導他們如何整合 線上和非線上的銷售，

or having some high potentials fully dedicated to the new job,

或者用非常有潛力 且完全投入這個新工作的人，

such as a Chief Digital Officer.

比如「數位長」。

But Gāo did something totally different.

但高德福的做法全然不同。

He invented a two-hat model.

他發明了「兩頂帽子」模型。

Instead of recruiting new executives,

他沒有招募新經理，

he invited five successful regional heads

而是邀請五位成功的地區主管

to take on a second role at headquarters.

在總部擔任第二個角色。

The catch was, they had to do it while still being the frontline managers.

關鍵在於，他們做這份工作的同時 還要扮演前線的經理。

Keep in mind that these people had no formal training

別忘了，這些人 沒有受過正式訓練，

or related experience in this field.

在這個領域也沒有相關經驗。

What they did have, though, was natural strengths

不過，他們確實擁有

天生的優點和成長的心態。

and a growth mindset.

When Gāo first told me the idea, I said,

高德福初次告訴我 這個想法時，我說：

"Are you sure?

「你確定嗎？

I have seldom seen companies as large as yours

我很少看到像你這麼大的公司

having part-time senior executives."

會採用兼任的高級主管。」

But Gāo smiled.

但高德福微笑了。

"This is my dumpling way."

「這是我的餃子絕招。」

Gāo's team was also puzzled.

高德福的團隊很困惑。

In the first three months, the sales fluctuated,

前三個月，業績波動很大，

some even dropped by 20 percent.

甚至還有下滑兩成的狀況。

But Gāo didn't blink.

但高德福連眼睛都沒貶。

The regional heads had to learn new skills while still doing their job.

地區主管要一邊學新技能， 一邊做原本的工作。

Things like what kinds of dumplings can be sold online,

要學的包括什麼樣的餃子 可以在線上銷售，

how to digitalize their supply chain.

以及如何將供應鏈數位化。

After the transition period,

在過渡期之後，

something magical happened.

神奇的事情發生了。

The sales came back.

業績回來了。

One year later,

一年後，

the company began to launch its fresh and spicy dumplings online.

該公司開始在線上推出 它的新鮮辣餃子。

Two years later,

兩年後，

more talents with start-up dreams were attracted.

更多有新創公司 夢想的才子受到吸引。

More importantly,

更重要的是，

the company began to translate these individual new capabilities

該公司開始將這些個人的新能力

轉移到公司政策上，

into company policies,

and roll them out.

再將這些政策推出。

A true differentiator compared with his peers.

和他的同儕真的有很大的區別。

Because most Chinese entrepreneurs

因為大部分的中國企業家

are very good at growth strategies.

都非常擅長成長策略。

In Chinese, we call it kāi jiāng kuò tǔ,

在中文，我們稱之為開疆擴土，

expanding territories,

即拓展領土，

but not so good at what we call zhì guó ān bāng,

但不那麼擅長我們 所謂的治國安邦，

converting individual best practices

也就是將個人最好的實做方法

into company policies for the long run.

轉換到公司的長遠政策中。

The nature of Gāo's approach,

高所採用方法的本質

such as having tolerance for frontline managers

包括容忍前線經理

to make mistakes,

去犯錯，

or having some new ideas not coming from the top,

或者有些新點子不是來自高層，

is not common in China.

這種本質在中國並不常見。

Because they go against our traditions.

因為它們和我們的傳統有所抵觸。

In the past 2,000 years,

在過去兩千年，

Confucianism has been dominant in China,

儒家學說一直是中國的主流思想，

which values seniority and authority.

它重視輩份年資和權威。

For a nation, this is a time-tested formula

對國家而言，這是經過 時間考驗的方程式，

to ensure order and harmony.

可以確保秩序和和諧。

For a company,

對公司而言，

this ensures precise execution at a large scale.

這麼做能確保在大規模情況下 也能做到精確執行。

But with business environments constantly changing,

但，隨著商業環境經常在改變，

internet disrupting traditional industries,

網路擾亂了傳統產業，

new millennials becoming a major workforce,

新的千禧世代變成主要的勞動力，

new ways of management emerge.

新的管理方式便浮現了。

I feel so lucky to study this in such a dynamic age,

我覺得很幸運，能在 變動的時代研究這個主題。

while at the same time

同時，

to satisfy my stomach with delicious dumplings.

還能吃到美味的餃子， 滿足我的胃。

Gāo's two-hat approach is just one example.

高的兩頂帽子方法 只是一個例子。

Another example comes from Miranda Qu,

另一個例子是瞿芳，

the founder of Xiaohongshu.

小紅書的創始人。

Xiaohongshu is a thriving internet company with 300 million users.

小紅書是一間快速茁壯的 網路公司，有三億個使用者。

It is an online community where young fans can get together

它是一個線上社群， 讓年輕的粉絲聚在一起，

to talk about their favorite soap opera, "Go Go Squid!"

談論他們最喜歡的肥皂劇 《親愛的，熱愛的》。

Or buy the cool shoes that the lead actress wears

或著購買女主角

在一場跑步戲中所穿的酷鞋子。

in a running scene.

From the early days,

從早期開始，

Qu wanted the whole organization to be ready to spot things

瞿芳就希望整個組織準備好

發現需要改變的事物

that need to change

and challenge the authority.

並挑戰權威。

But one day,

但，有一天，

she noticed her interns were calling senior staff "teachers."

她注意到她的實習生 把資深員工稱為「老師」。

This may sound innocent,

那可能聽起來很無心，

but it signaled a problem to Qu.

但聽在瞿芳耳中卻是個問題。

Because if the teacher phenomenon becomes a norm,

因為，若這種老師現象 變成一種常態，

it will encourage hierarchy and discourage ownership.

就會鼓勵階層， 而不會鼓勵所有權。

This is also something related to Confucian thinking.

這也和儒家思想有關。

In Chinese, we call it "benfen."

在中文，我們稱之為「本份」。

"Ben" means me, myself.

「本」意思是我，我自己。

"Fen" means the share of the job.

「份」意思是分到的工作。

"I will just focus on my job and not cross any lines,"

「我只會專注在我的工作上， 不要跨越任何界線。」

which is totally the opposite to Qu's thinking.

這和瞿芳的想法完全相反。

So Qu created a unique initiative called "Signature Program."

所以，瞿芳創造了 一個獨特的計畫，

叫做「識別標誌方案」。

In the program,

在這個方案中，

each employee chooses an avatar character

每位員工要選一個化身角色，

that pops up alongside digital communication channels.

在數位溝通管道中會呈現出來。

Some common ideas include Captain Hook, Harry Potter

大家常用的角色包括 虎克船長、哈利波特，

and many well-known characters in Chinese literature.

和中國文學中的許多知名角色。

The way these characters interact proved to be the answer to Qu's problem.

結果證明，這些角色的互動 確實解決了瞿芳的問題。

Avatars from the same story would get together

出自同一個故事的 化身角色會聚在一起，

to talk about their favorite characters.

談論他們最愛的角色。

In the community called "Slam Dunk,"

在一個叫《灌籃高手》的社群中，

people from different cities, different departments,

來自不同城市、不同部門、

不同組織層級的人，

different levels of the organization,

they would talk about how these characters inspired them at work.

他們會談論在工作上這些角色 如何帶給他們靈感。

An employee with a signature called Coach Anzai

有一個員工的識別 標誌是安西教練，

was facing some difficulty in leading a very young team.

他在領導一個很年輕的 團隊時面臨了一些困難。

Other Dunk fans will share the best practices

其他灌籃高手粉絲會分享

on how to motivate a diversified team

一些能讓多樣化團隊 動起來的最佳實做方法，

and inspire them to work to their full potential.

還能鼓舞團隊成員發揮最大潛能。

The signature program plays a pivotal role

識別標誌方案扮演了關鍵角色，

in fostering a collaborative environment at Xiaohongshu.

促進小紅書發展出合作的環境。

Not only the teacher issue has disappeared,

不僅是老師議題消失了，

the company has been ranked

該公司也被富比士評比為

as one of the most innovative Chinese companies by Forbes

過去兩年間最有創新力的中國公司。

in the past two years.

Gāo's two-hat approach and Qu's signature program

高德福的兩頂帽子方法 和瞿芳的識別標誌方案

are just two examples of empowering the frontline staff.

只是賦權給前線員工的兩個例子。

But these methods may not always be right.

但這些方法不見得總是對的。

Let's take Ping An, for example.

咱們以「平安」為例。

Very successful insurance company.

它是一間非常成功的保險公司。

The company couldn't adopt

該公司無法針對 整個組織採取這類方法，

such an approach for the whole organization,

because, one, the company has 400,000 employees,

其中一個理由是， 該公司有四十萬名員工，

and the line between innovative chaos and chaotic chaos is very thin.

創新的混亂和混亂的混亂 兩者之間的界線很窄。

Two, the company has five ecosystems and 10-plus sectors --

第二個理由，該公司有 五個生態系統和十多個部門——

health care, insurance,

健康照護、保險、

real estate, smart city.

房地產、智慧城市。

Very difficult to apply a bottom-up innovation to all.

非常難將自下而上的創新方式 用到所有部門上。

But the company still needs to be innovating.

但該公司仍然需要創新。

Ma Mingzhe, the founder,

平安的創辦人馬明哲

positions the headquarters as the steering wheel.

把總部定位在掌舵。

Steering innovations and new ideas,

掌管創新和新點子，

cascading them down to its subsidiaries.

向下傳遞到它的子公司。

One of the ideas that headquarters came up with

其中一個總部想出的點子

是人工智慧損失評估。

is AI-enabled loss assessment.

For a not-so-complicated case,

說個不太複雜的案例，

the car owner can take a picture of the damaged car,

汽車所有人可以 將受損的汽車拍照，

upload it online.

上傳到網路上。

The insurance center can decide a claim amount right away

透過人工智慧損失評估，

by AI-enabled loss assessment.

保險中心能馬上判斷賠償金額。

Facial recognition, ID verification.

臉孔辨識、身分驗證。

The car owner can get a payment in a few minutes,

汽車所有人可以 在幾分鐘之內就收到付款。

which could have taken a few days.

本來可能要花幾天的時間。

So, for companies that [find it] difficult to conduct grassroots innovation,

所以，

對於很難去進行 草根創新的公司而言，

a centralized approach is also an option.

中央化的方法也是個選項。

The more I see these unconventional management mechanisms --

我看到越多這類 不因循守舊管理機制——

Gāo with two hats,

高德福的兩頂帽子——

Qu with the signature program

瞿芳的識別標誌方案，

and Ma with the steering wheel --

以及馬明哲的掌舵——

the more I ponder where do these mechanisms come from.

我越會去思忖這些機制來自何處。

They're definitely not Confucian.

它們絕對不是儒家學說。

They are very similar to another Asian school of thought,

它們和另一個亞洲 思想學派很類似，

Taoism.

道家。

Confucianism believes the way to achieve perfection

儒家相信，達成完美的方法

is to organize and regulate things.

是要組織、規範一切。

But Taoism believes in letting things work to their perfection naturally,

但道家相信讓一切自然 發展出它們自己的完美，

to support their natural state

以支持它們最天然的狀態，

and to let them transform spontaneously.

讓它們自發性地轉變。

In other words, leaders should not impose their will.

換言之，領導人不應該 將自己的意願強迫施行。

Leaders should act by shaping the context

領導人要做的應該是形塑情境，

rather than control.

而不是去控制。

Confucianism works best in winning a stable context,

在穩定的環境中 最適合使用儒家學說，

whereas Taoism, with its power to shape the context,

道家學說的力量在於形塑環境，

is more effective in dealing with uncertainty.

最適合用在處理不確定性上。

A leader is best when people barely know he exists.

最棒的領導人是大家 幾乎都不知道他存在。

When work is done, people say,

工作完成時，大家會說：

"We did it ourselves."

「我們靠自己完成的。」

Thank you.

謝謝。

(Applause)

（掌聲）