Chapter 13 Take Wang Shi's gun

In the past few years, behind the comedy of GDP and the growth of financial figures, Chinese enterprises have been under tremendous pressure, which is beyond everyone's imagination.In the slow economic growth of the entire business world and the fiery environment in which the Chinese economy is thriving, there are hidden earth-shaking changes in the industry structure.Compared with the managers before the reform and opening up, the generation of Chinese managers who coexist with buzzwords such as the Olympics, foreign exchange and Super Girl are facing a more complex environment and more unpredictable changes.For every manager who lives in the dynamic organizational structure of mainland enterprises, this may be the best of times, or it may be the worst of times. Perhaps the only correct expression to face this world is that they all face A trend of increasing difficulty and instability that will only intensify in the foreseeable future.Against the background of this complex corporate discourse, as a distinctive real estate company, Vanke’s efforts and experience in human resource construction are one of the few contributions that real estate companies have made to China’s modern corporate system. .

I believe that not only in real estate companies, but also in various emerging companies in the Mainland, how to complete the handover from the first generation of entrepreneurs to the second generation of managers is always a ceremony that attracts attention. Among Vanke's head Wang Shi's affirmative evaluations of himself and Vanke, one is that Vanke has successfully (at least so far) completed the important issue of handing over the leadership from the first generation to the second generation.Therefore, Wang Shi can climb mountains and seas happily and freely. This is indeed the envy of many Chinese companies and entrepreneurs, but also a little doubt.

In September 2004, Vanke took the lead in organizing the 20th Anniversary Forum of Chinese Enterprises, which was also a commemorative activity for the 20th anniversary of Vanke. On September 23, Wang Shi announced at a press conference that the renewal of Vanke's management has entered a turning point. The second generation of management represented by Yu Liang will fully replace the first generation of management with Wang Shi as the core.This is the first time for this corporate strongman to introduce Vanke's management role transformation so vividly and completely. In the nearly 20-year history of Vanke, people often hear stories about the first-generation founders of companies like Wang Shi reselling chicken feed to start their own businesses from scratch, as well as thrilling personal legends such as mountaineering and parachute flying.

In contrast, whether Yu Liang or Ding Changfeng, who is also the vice president of the group this time, they are following a typical and steady growth path of professional managers in Vanke. There is no story, and this is the biggest difference between the second generation of mature professional managers and the first generation of business founders. At present, emerging enterprises in China are facing a turning point: the first generation characterized by individual heroism begins to take over from the second generation characterized by standardization. The new generation of Vanke, represented by Yu Liang and Ding Changfeng, all have several common characteristics: they are in their early 30s, joined Vanke for about 10 years, joined Vanke in the early 1990s, and were trained by Vanke itself A new generation of professional managers.

Wang Shi introduced that he has three criteria for selecting a successor. The first is that the person must have worked in the company for a long time and knows the company well; the second is that he has certain expertise; the third is that the person must have a strong tolerance.He may not know real estate, but he must know how to lead a team.As for the "professional managers" that once became hot topics, etc., Wang Shi's reaction to this is quite firm, that is: "I will not use the paratroopers as the leader." In fact, anyone who is familiar with Vanke and Wang Shi knows it.Cultivating a team of professional managers is the goal that Wang Shi has been striving for for more than ten years.Therefore, Vanke's second-generation leaders will basically not ask for anything.

In Wang Shi's field of vision, there were three or four promising candidates within Vanke. After repeated consideration, Wang Shi finally decided on Yu Liang. Yu Liang is familiar with the operation of listed companies, and is good at corporate management, investment decision-making, and financial management.Yu Liang used to work in Shenzhen Foreign Trade Group. He joined Vanke Co., Ltd. in 1990. In 1993, he became the general manager of Shenzhen Vanke Financial Consulting Co., Ltd. In 1994, he became a director and secretary of the board of directors of Vanke. He and his Peking University classmates were both Economic Focus - Active figures in the securities market. In 1996, he served as the director and deputy general manager of Vanke, and since 1999 he has been the director, executive deputy general manager and financial director of Vanke. On February 15, 2001, Yu Liang succeeded Yao Mumin and was promoted to the general manager of Vanke Group.

When he was promoted to the general manager, there were only 26 people in the company including Wang Shi who were older than Yu Liang.Yu Liang, who was born in the Department of Economics of Peking University, has worked in almost every position in the group since he joined Vanke.In his own words, "I have worked in every position in Vanke for a long time, and I have not grown by leaps and bounds. I have come step by step step by step. They are all very ordinary experiences, and there is nothing worth mentioning. of." Before Yu Liang became acting general manager, he was an excellent employee of Vanke for three consecutive years.After becoming acting general manager, he has never been clear why Wang Shi chose him, but the people around him and himself felt that it was a logical thing.He recalled that when he took over this position, he was neither too excited nor too anxious to take on the responsibility.But Yu Liang is clear about one thing. At that time, he didn't know what this position would allow him to do, and what he should do.

The problems faced by this generation of Chinese business managers are much more complicated than those in the turbulent 1990s, but they are almost doomed to find no simple and easy solutions, and often need to bear the burden of failure or failure alone. Strategic Decision.In the book "Built to Last", which is regarded as a treasure by a considerable number of Chinese companies, Jim Collins pointed out a seemingly strange phenomenon: those companies that pursue profits above profits earn more money than companies that purely aim at profits. more money. Even more intriguing, companies seem to have no way of "pretending" that they have aspirations beyond profit, any more than they can build a corporate culture out of thin air.A small choice can reveal the devil prototype in the details.

However, there have been smart people who have pushed human resources to the foreground and regarded it as the driving force of the organization's business. Under the complex forces and pressures brought about by continuous changes, managers must solve the process from strategy to execution. The problem of the people in it. Since he was young, Wang Shi's humanistic temperament has come from Dickens' David Copperfield and Stendhal's. At the same time, he has been deeply influenced by Max Weber's Protestant ethics and Western humanism. Some experiences in state agencies made him not hide his ideal when he founded a small company with dozens of people. In fact, he was able to create a company with his own values, rather than building a plane purely for making money. machine.As early as the mid-1980s, Wang Shi and the Vanke he promoted were able to actively implement the concept of modern human resource management, which is very valuable.

It can be said that it is precisely because of the long-term organic accumulation of Vanke's human resources mechanism that Vanke has achieved smooth and benign results on the issue of successors.There is a logical relationship between the two.Without Vanke's subtle tradition, it would be impossible to complete such an organic transition.Wang Shi always emphasized in Vanke that a large enterprise should rely on the system, not on the character and intelligence of individuals.On the issue of successor, his persistence over the years has been well verified. Over the past ten years, Vanke's employees have been leaving the company.Vanke was once known as the Whampoa Military Academy in the real estate industry.When I was writing this article, I did a detailed calculation. There are almost a hundred people who used to be under Wang Shi's command and are now active in the real estate industry. Among them, the general managers of various large and medium-sized real estate companies are already two digits.In addition to the real estate industry, in the department store retail industry, advertising industry, and boutique manufacturing industry, Wang Shi's old department "produced" by Vanke has dozens of people who are well-known in the world and can stand alone.From the perspective of cultivating talents, Wang Shi is almost the most successful among mainland entrepreneurs.In nearly 20 years of Vanke career, he was able to discover more than 100 promising business managers, even though many of them became competitors between him and Vanke. The achievements of these juniors who used to face him day and night are likely to smile with relief.

When I sorted out Vanke’s information, I found a group photo of Vanke’s middle-level and above managers from 1994 to 1997. I made a rough estimate. Among the group photos, the proportion of those who stayed in Vanke, went out to start a business, and went out to be a manager , about 1/3 each.This means that about half of those who leave Vanke can continue their careers as managers in real estate and related industries.Over the past 20 years, China's economy has undergone drastic changes. There are many opportunities for entrepreneurship, and many real estate companies are immature. Half of the human resources exported by Vanke have been able to withstand the test and temptation. To continue this kind of career is still a reflection of Wang Shi. When Vanke was still a very small company more than ten years ago, it had the ambition to build a professional manager class in China. But why is it that the career development of Vanke's professional managers is often unsatisfactory in the real estate industry, the higher the position is? First of all, on the positive side, Vanke has its own relatively unique corporate culture, a relatively mature management platform, and a relatively mature group of professional managers. When you become a senior professional manager, you can deploy a group of small managers.The soil and atmosphere of Vanke are already very good. It is better to be a professional manager here, but it does not mean that it is as good to go to other places.Because these people all carry the halo of Vanke, the bosses who invited him had very high expectations. The high expectations were based on the original performance, but once the manager lost the original soil and platform, the performance would definitely be greatly reduced. The original Vanke is a team, and your individual ability is not omnipotent.Of course, the boss who invites you to go must not be as good as Vanke, and he must be relatively weak in many aspects. At this time, your stage has changed.The professional managers trained by Vanke are often not all-round champions, but they will use these as the criteria for judging your overall ability. In the end, your score will continue to drop in the eyes of the boss, and you will not be suitable in the end. Of course, from another perspective, Vanke's professional managers can easily call themselves a very successful company, which amplifies the role of some of their old experience.In this way, it is difficult for him to integrate with the culture of the new company. If the corporate culture cannot be integrated, and the platform changes cannot be adjusted, the expectations in the mind of the boss will be lowered, and the benefits promised to the boss will not be fulfilled. Therefore, as the new generation of Vanke left behind, Yu Liang's gradual rise shows that his familiarity with and integration with the Vanke system has reached a relatively handy stage. However, even so, there is still a prelude to Yu Liang's succession. In February 1999, Wang Shi, who was still in Vanke’s old headquarters on Shuibei 2nd Road since the joint-stock reform in 1988, had been the chairman and general manager, announced his resignation from the position of general manager. The actual operator is Yao Mumin. At the press conference that day, Wang Shi was as serious as usual, occasionally adding a few words of humor.But Yao Mumin, the brave general in a blue shirt and floral tie, looked a little unnatural.In fact, sources close to Vanke have always believed that Yao Mumin is only a few years older than Wang Shi, and he is also the first generation of a powerful general who conquers the world. His style is still close to the first generation of Vanke's entrepreneurial type. Less likely, more of a transitional role. Sure enough, in 2000, Yao Mumin proposed to emigrate to Australia, and then stepped down from the position of general manager, and Yu Liang became acting general manager. In 2001, Yu Liang officially served as the general manager of Vanke, which was his birth year. In 1999, Wang Shi no longer operated specific affairs, but he was still driving the development of the entire company. For example, when the five-year plan was formulated in 2000, he played a very important role in it.This is also consistent with Wang Shi's consistent strong role in Vanke.However, from 2002, Wang Shi began to retreat, and he found a division of labor with Yu Liang. When the new "ten-year plan" was formulated in 2004, the entire plan was made by the management team led by Yu Liang. During the period when Yao Mumin was the general manager, when he decided to buy the land, he still asked Wang Shi to take a look. Whether it was enough or inevitable when bidding, everyone was used to Wang Shi.When Yu Liang became the general manager, Wang Shi gradually changed this situation consciously. The board of directors only decided how much land to take this year. As for the scope, how to buy it, and how much to buy it at a price, it was Yu Liang’s own business. . Wang Shi is a person with a lot of self-control. He forced himself not to look at the ground, so that he was a little paranoid.He did not take part in Shenzhen's "Vanke City" from land purchase to planning, from bidding to construction.It wasn't until someone persuaded him, "The houses are selling like crazy, why don't you take a look", that he went down the steps and took a look around.Sometimes when he became addicted, he went to look at the land for other real estate companies, but he didn't plant his own fields at all.According to Liu Aiming, vice president of Vanke, in the past two years, Wang Shi only attended Vanke's internal land purchase meetings twice, and they always took the opportunity to talk about other things. "He no longer needs to look at the land, he is no longer interested in buying land, and he doesn't know where the land is." For Yu Liang, he didn't feel Wang Shi's discomfort at all. After Wang Shigang stepped down from the position of general manager, he was still a little uncomfortable. He found that he was left out in the cold, and he was not mentally prepared for this before.In the past, he made generous speeches and made decisions at various meetings, but now he is not invited to participate according to his instructions; in the past, his subordinates looked at him with reverence, but now he wants to tell them frankly, Something I don't understand."What tested Wang Shi even more was that sometimes with his experience he could see that Yu Liang and the others would make some small mistakes, but he still had to hold back and let them try by themselves.This was really not a good feeling for Wang Shi who used to worry about the paintings on the wall hanging incorrectly.Fortunately, at that time he started climbing. What Wang Shi wants to do is by no means superficial. In addition to self-restraint, he also needs to consciously eliminate the psychological dependence of the management team on him.Once, the people below took Wang Shi to see a piece of land. Wang Shi looked good and said: "Take it", but the other people present at that time did not think of wanting this land.But when Wang Shi opened his mouth, they bit the bullet and went to take it. After taking it, they blamed each other, saying how to let Wang Shi go to see such a land, we can't implement it, and quickly find a way to make it yellow.As a result, the projects developed on this piece of land sold well, proving Wang Shi's foresight, so the following became more dependent on Wang Shi, even if he was sure of the land, he was still required to see it. Soon, Wang Shi found that he was facing a new challenge - not how to train successors, but how to quit in the process of building the team.On the other hand, if he does not withdraw, this successor will not be able to be trained. Once Wang Shi went to see a project of Vanke in Chengdu, and accidentally found that the windows of several houses were not of good quality.So after returning to Shenzhen, he called Liu Aiming, the vice president in charge of quality, to the office and gave him a slap in the face.Liu Aiming himself had never been to the construction site in Chengdu, but he told Wang Shi that he could build a system to help Vanke improve its quality. This was later called "Operation Rock".Later he said to Wang Shi: "If 80% of Vanke's windows have problems, it is my problem. If only two windows have problems, then you go to the people below." In Liu Aiming's consistent thinking, domestic companies The chairman and general manager of the company do not fight, and it seems that these two positions are set up just for the sake of fighting.But Vanke is different. In Yu Liang's words, Wang Shi takes care of uncertain things, while they take care of certain things. About three years from 2000 to 2002, Yu Liang started his slow but solid general manager stage.What he has done in the past three years is to unite everyone and build mutual familiarity and trust with his team.In the past three years, he never interfered with the affairs of the deputy general manager, but only signed.Then, he began to practice the responsibility of the second-generation general manager according to his own ideas. After the handover, what Wang Shi talked about repeatedly was that many of Yu Liang's ideas were unexpected to him.The most typical example is that since 2003, they have introduced to the public the third idol company in the past 20 years, Pulte Homes, an American real estate company, in addition to the two target companies established by Vanke in the past 20 years, Sony and Sun Hung Kai.This is a little-known company in China. Its sales in 2003 were 9 billion US dollars, accounting for about 4% of the US residential market share. Its business has extended to neighboring countries such as Argentina, Mexico and Puerto Rico.The proposal of this target company also has a very typical Vanke color.It is said that this company was first noticed by a business secretary of a branch company when he was reading and analyzing foreign materials, and then he drew the attention of his superiors to this distant American company, and later, he sent the company's information to Yu Liang's inside the e-mail.Then, Yu Liang personally appointed him to take the lead to provide more and more complete information on Pulte Homes. In fact, if Vanke’s first two target companies are more role models in terms of ideas and concepts, then the third target company that Yu Liang and his colleagues found is more specific, more professional, and has a more digital goal—sales 100 billion yuan and a 3% market share.Feng Lun, chairman of Vantone Group, mentioned in an internal article written at the end of 2002 that other domestic real estate companies followed the path of Hong Kong real estate companies, but Vanke under the leadership of Yu Liang has begun to learn from American real estate companies. What is Vanke's core competitiveness?Yu Liang, who took office not long ago, has often considered this question, but he has never found an answer. Now he has given up this kind of effort. He knows that this must not be a material factor, but a soft thing.He believes that what he has to do to lead Vanke is to continuously establish a sustainable competitive advantage.Each stage of Vanke's development requires different competitive advantages and cultivates different capabilities.He thinks their current method is very practical: first, find a specific and comprehensive benchmark for himself, and he has already found it. The US Pulte Homes company is obviously more realistic than the goal of 100 billion yuan; second, he does not believe in any system at all. For him, management means finding bugs and fixing them, which is his style of doing things. Yu Liang has never really done real estate in this real estate company since he joined Vanke.Going to the capital market to integrate resources is his strong point, but he basically doesn't understand how to buy land, establish a project and build a house. Now he is not ready to understand it at all, but considers setting up an executive deputy general manager to make up for his shortcomings at the business level. insufficient.It should be noted that Pulte Homes, Vanke's benchmark company in the United States, is also good at strategic expansion based on mergers and acquisitions and strategic alliances in addition to refined operations.Judging from Yu Liang's financial professional background, Vanke will definitely make big moves in mergers and acquisitions in the future, so as to meet the development requirements of 100 billion yuan in 10 years. In addition to the simple scale analogy, the key point Vanke learned from Puerte is to focus on customers and design products based on customers' needs.Yu Liang believes that domestic real estate companies basically classify customers based on physical attributes such as age and income. This classification method is useful when no one has a house.However, when 80% of urban residents in China own their own houses, it is extremely wrong to use such a primitive method to classify markets and customers.For Vanke, the product line is designed to lock in lifelong customers.According to the customer's family life cycle and different value concerns, Vanke will provide a complete product chain, so as to realize the lifelong lock-in of customers, which is the key to Vanke's ability to maintain long-term advantages. The change of Yu Liang's management style is still in progress. There has always been a well-known saying in Vanke: "Being kind to customers begins with treating employees well", but this is no longer expressed internally.It used to be that employees came first, but now the order is customers, shareholders and employees.According to Yu Liang's understanding, customers give us profits, shareholders give us jobs, and excessive attention to employees may neglect the attention to customers. The matter of cutting hair and acting head happened to Cao Cao.The second-generation leader, Yu Liang, also behaved unambiguously in typical events. In 2004, Yu Liang imposed salary cuts on the Beijing branch, whose management was always unsatisfactory and poor in business. This was unprecedented in Vanke, which previously emphasized a humanistic atmosphere.Because it was the first time, he himself issued a "guilty edict", accompanied by punishment, and automatically cut his salary by 10%. He also announced that the company would wait for the Beijing branch to complete the task, and he would follow suit after the salary was restored. At the same time, according to Yu Liang's design, the change of management mode is also one aspect.In the future, when the business goes down to the big regions, the headquarters will only master the most core resources, investor relations, brand, and R&D, transforming from a real estate company headquarters to a holding company headquarters.Although he loves photography and travel, Yu Liang, who was born in liberal arts, said very clearly, "Vanke will become a manufacturing enterprise." Yu Liang, who has been growing up with Vanke, believes that although Wang Shi is a professional manager, he is more like a representative of entrepreneurs, while Yu Liang himself and Vanke's management team are pure professional managers. What they have to do is Build the company into a more institutionalized, less human-ruled color. When Yu Liang and Thawing mentioned Wang Shi's opinion, they both jokingly used the same expression: "The words of the executive chairman will stay overnight." It is said that usually when they consider researching Wang Shi's opinion, it means they have different ideas.The biggest difference between Yu Liang and his predecessor Yao Mumin is that Yao Mumin's executive chairman's instructions are swift and resolute, but he is not. He has a principle that the executive chairman's instructions must stay overnight, and think about it before implementing it or Not implemented. For example, Wang Shi proposed the number of employees in the company after 10 years. According to the idea of ​​thawing, the planning of human resources means that it will involve changes in production methods, changes in the company's organizational structure, and process adjustments. This will take time, not just After estimation, the specific work that should be done still needs to be done, and Wang Shi's experience can only be used as a reference. Before that, Wang Shi had also expressed different opinions on some personnel appointments, but the response of Yu Liang and others was "Let's study and study." Usually, after they meet the next day, they will tell Wang Shi that we still Stand by our opinion.Wang Shi didn't care about it, because he was not as familiar with Yu Liang and the others as many of the people who were promoted later. Interestingly, Wang Shi, who has a firm personality and makes people feel a bit stubborn, would consider himself a pessimist.He will always consider what Vanke should do when it encounters difficulties.On this point, Yu Liang and Wang Shi also have different management styles.Because during the start-up period of the enterprise, Vanke experienced a relatively large business adjustment and laid off a lot of employees. That scene touched Wang Shi a lot. Many years later, Wang Shi still has complicated emotions about it.Therefore, Wang Shi always hopes that Vanke will not lay off employees, but achieve an ideal enterprise equilibrium state through continuous adjustment.But Yu Liang, who looks calm and gentle, thinks, why do many companies complete reforms through a very drastic method?That means that when it is time to do surgery, you must do it, and the company must be ready for surgery at any time. A really strong body means that you can recover quickly after surgery instead of dying.However, despite such determination, Yu Liang put forward the concept of "quality growth" in Vanke's next 10-year plan, and develop in "all good". The old and new generations of managers sometimes have big differences of opinion. For example, when General Manager Yu Liang told Wang Shi that Vanke’s expected business scale would be 100 billion yuan in 10 years, Wang Shi, who had experienced the macro-control in 1993, still jumped up. He still had difficulty with this figure. Accept, the first reaction is "exaggeration, great leap forward"! For Wang Shi's reaction, Yu Liang was already psychologically prepared, and sat down to settle an account with Wang Shi: Wang Shi had predicted that in the next 10 years, China's housing industry would grow at a rate of 20% in the first five years and 15% in the next five years In this case, as long as Vanke guarantees an average annual increase of 34%, the revenue after 10 years will be 100 billion yuan.After seeing how the accounts were calculated in this way, Wang Shi slowly accepted the figure of 100 billion yuan, but he was still worried. He quickly and keenly found a breakthrough. He asked, if the company wants to grow to 100 billion yuan, How many people are needed?So he asked the person in charge of the thawing of human resources (the current deputy general manager of Vanke). According to such a plan, how many people will Vanke have in 10 years? Thaw was on a business trip at the time, and Wang Shiyao's digital human resources department naturally had no easy way to get results.But Wang Shi was eager for an answer.So Unfreeze immediately estimated a number and sent it: between 13,000 and 23,000.As soon as this text message was sent, Thaw, who was familiar with Wang Shi's character, regretted it, and would definitely be scolded.Sure enough, Wang Shi on the other end became anxious when he saw it. Why is there a difference of 10,000 people?According to his feeling, the number of personnel at that time should be between 8,000 and 13,000. "Yu Liang and the others think about things within 10 years, and I think about the next 10 years." Wang Shi understands his chairman's responsibilities in this way.He asked Thaw about the number of Vanke employees 10 years later based on this thinking.Sony used to be Vanke's learning target, but after Wang Shi witnessed Sony's layoffs, he was stimulated.What he thinks is that the most direct solution for many excellent multinational companies when they encounter bottlenecks is to lay off employees. Is it necessary for Vanke to do the same when encountering bottlenecks?He hopes to improve competitiveness by improving efficiency, control the growth of personnel and avoid the harm caused by layoffs. Wang Shi was deeply moved by this small collision. On the one hand, he was satisfied that his judgment and intuition still had their own value; A benign interactive relationship emerged. They were able to give full play to their respective expertise and have the courage to have their own reservations about Wang Shi's opinions. This is a signal of the growing independence and maturity of this new management team. Recently, Vanke just made a leader qualification model. Yu Liang personally participated in the training plan for managers and general managers of front-line companies. He hoped that the training of subordinates would be more systematic than that of Wang Shi. "This person must come from the front line, but he must be trained to have the awareness of group management, such as strengthening the training of financial and other related courses." In a sense, Yu Liang has already begun to do what Wang Shi did back then . It is worth noting that the transformation of Vanke's human resources department coincided with the time when Yu Liang, the second-generation leader selected by Wang Shi, took over as the general manager. Therefore, if the whole matter is viewed from a conspiracy theory, it may also bring a lot of rich details. guess.However, the final actual result is that Yu Liang gets along happily with the new human resources department, and together they have achieved Vanke's steady and soaring performance in the past three years.After batches of so-called Vanke star professional managers were lost, Vanke has developed more than 50 projects in nearly 20 cities in the Mainland at a multiplicative speed in the past three years, and at the same time, it has maintained at least not a tight manpower resource supply. Building a house like a car is the ideal of Vanke's ongoing housing standardization and industrialization work, and the "Vanke Talent Qualification Model" that Yu Liang vigorously carried out during his tenure has established a standard for "Vanke people".The model includes two parts: the qualification model and the evaluation tool. The former provides a standard for what kind of people Vanke needs, and the latter is used to measure the degree to which a specific person meets the standard. The evaluation report will provide a reference for the final recruitment and promotion results .This model embodies the strategic trend of corporate talents, gathers the benchmark behaviors of outstanding employees, condenses corporate culture, and provides the cornerstone of strategic HRM. In the past, Vanke also had standards for employing people, but the judgment standard for personnel quality was basically based on the intuitive impression of the leaders, such as articulate, good at communication, etc., and the leaders targeted whoever they were.Most of Vanke's early leaders were from Peking University, and they had more individual temperament.With the professional development of enterprises and the addition of leaders with engineering backgrounds, Vanke's culture has conflicts, which is why Vanke needs to develop this talent qualification model.Through this model, Vanke has fewer and fewer personalized things, and is further professionalized.Being able to "de-Vanke" is also Yu Liang's in-depth understanding of the future development of the company. "We still need to spend a long time cultivating our own corporate culture and spirit." Yu Liang hopes to create something new while adhering to the spirit of Vanke.Yu Liang said that as a person in charge of an enterprise, he must avoid personal likes and dislikes when promoting and evaluating the work of his subordinates, and choose some quantifiable indicators, such as accountant statistical reports, customer surveys, employee satisfaction and sustainable development capabilities (including team and new projects) two parts).Yu Liang understands these technical and execution nuances like the palm of his hand. In the process of meeting with clients, collaborators or communicating with the media, Yu Liang always maintains almost the same posture: smiling and leaning forward slightly, which is a signal of active communication in body communication. After 2004, the young general manager of Vanke Co., Ltd. had a lot of contact with all walks of life. Apart from being lively, talkative, quick-responsive, and constantly thinking, this was not the same as "Yu Liang was unwilling to face The public and the media" are far apart. At the beginning of 2004, a cover report of "Hacker Shunchi" in "Chinese Entrepreneur" aroused great attention within Vanke. In this long article of tens of thousands of words, the author quoted a lot of speeches by Sun Hongbin, the major shareholder of Shunchi Company, who advertised that he would surpass Vanke, and other members, many of which involved the content of Vanke.Vanke felt that these descriptions were incomplete and untrue, and were suspected of being taken out of context.Therefore, Vanke quickly organized corresponding public opinion activities.Yu Liang was in Beijing, taking turns accepting interviews from a number of newspapers and the Internet, explaining Vanke's philosophy and vision for the future of the company.At the end, Sina even used the topic "Epee Wufeng" to summarize the feelings towards Yu Liang and the Vanke business led by him. In this contest, Vanke maintained its position as an authoritative voice in the industry.