Chapter 74 April 11 New Oriental has no right to hurt anyone

Individuals who leave the group are naturally considered injured.But as the chairman, I also want to guarantee the interests of the group and the long-term development of the company.I have been tortured to the point of being "scarred" in New Oriental, and I have been bruised. New Oriental has no right to hurt anyone, and only one person knows whether I have been hurt.Hu Min is still the third largest shareholder of New Oriental, who participates in dividends at the end of each year, and earns a lot of money. New Oriental fully recognizes Hu Min's past. "Learning to be excellent is teaching, and teaching to be excellent is to manage." In New Oriental, Hu Min climbed to the top along this route.For New Oriental's internal disputes, Hu Min's consistent practice is to "turn a blind eye and close one eye."In the two crises that New Oriental experienced, the introverted and decisive Hu Min unconsciously played the role of a "stabilizer", and at the same time stood at the center of the "storm". Before the start of internal reforms in 2000, New Oriental was basically in the era of self-employment in which the princes separated themselves and acted independently. The management was extensive and random, and there was no unified system and model.That era can also be said to be the era of "individual heroism" of New Oriental. In 2001, New Oriental's "Troika" split. In order to prove the purity and authenticity of the shares, Yu Minhong donated 6% of the total shares to Hu Min on the spot to control the chaos.

In July 2002, Yu Minhong resigned as the principal of New Oriental School and the president of New Oriental, but he held about 50% of the absolute shares, and still retained the position of chairman of New Oriental from the perspective of property rights.Hu Min became the president and became the second principal in the history of Beijing New Oriental School.At that time, this change was clamored by the media as "New Oriental bid farewell to the era of individual heroism". In enterprise management, the strategy layer and the management execution layer should be separated, the board of directors grasps the macro strategy, and the management is responsible for effective implementation.