Chapter 6 introduction

When we see the tragedies of "rocket-like rise and avalanche-like collapse" and "the scenery is only three to five years" repeated by domestic companies, which have become a lingering curse for Chinese companies, Suning, on the other hand, has continued for 20 years, The rapid and steady growth makes us believe that behind Suning, there must be something that really belongs to its own unique essence and core. Is it an idea? Yes and no. Indeed, Suning has its own set of corporate values ​​and concepts.However, we also have to admit that those companies that have become failure cases also had their own values ​​and concepts back then, which were advanced and correct at the time, and they are still the same today.

Without a concept, or without a good concept, an enterprise cannot grow big, strong, or long. The right idea allows us to choose the right thing to do (set the right goal), but it cannot tell us how to do it correctly and efficiently (do the right thing). Is it a skill, a method? Yes and no. Enterprises need to actually provide products or services, and specific matters need to be dealt with in this process.Without methods and skills, if things are not done well, it will definitely not be a good company, and it will not be possible to talk about continuous, stable and rapid growth. However, many failed companies do not have or lack the specific skills and methods to do things well, and even in these aspects, they were once pioneers, benchmarks in the industry, and role models for society.

Suning's many skills and methods of doing things are neither mysterious nor complicated enough for others to understand or learn. There are many skills and methods that are common, and everyone knows and can master them. Is it a coincidence?Is it because Suning has an outstanding business leader Zhang Jindong? Yes and no. In the 30 years of China's reform and opening up, there are indeed countless opportunities, whether it is the Chinese society as a whole or the Chinese home appliance industry. I believe many people have seen these opportunities and even seized them.However, the success brought by any opportunity is only temporary, and it cannot guarantee the sustainable and healthy growth of the enterprise.Haven't many of our enterprises reached the peak of growth with an accidental success, and the glory of success is permanently fixed at a certain point in time?

Looking at the home appliance industry, there are many companies sinking in the process of vying for opportunities, or being hit by opportunities?And Suning seized the opportunities one after another, and turned these opportunities into milestones for its continuous growth.Of course, Suning also lost many opportunities and encountered many ups and downs, but as if by divine help, Suning survived all the way, despite blisters on his feet and even scars on his body.Gods, on the other hand, do not exist. The founder and chairman of Suning, Zhang Jindong, created Suning by himself. His broad ideas, foresight, extraordinary bearing and courage, hard work and perseverance have had a huge and far-reaching impact on Suning.He is the natural leader of Suning, the well-deserved leader of China's home appliance industry, and a representative figure among Chinese Mesozoic business leaders.

Zhang Jindong's status and influence in Suning are second to none. Although Suning is lucky and proud to have such a business leader, the development and success of Suning today is by no means a one-man show performed by Zhang Jindong alone, not by him alone. War, which is exactly what the author is concerned about. Today's Suning is no longer a small business with only a few or a dozen people when it started its business. At that time, Zhang Jindong could see, hear, touch, and teach by example. Now it has thousands of companies distributed in more than 300 cities across the country. The storefront and a huge workforce of more than 100,000 people, why can they work with the same goal, united as one, and in step, and create such brilliant performance?

Although Zhang Jindong is highly respected in Suning and is an absolute leader, he is the one who emphasizes "team first" in the enterprise; although Zhang Jindong keeps his word in Suning, he worships the system process, does not go beyond the threshold, and does it personally." He is also the one who puts the "system greater than power"; although Zhang Jindong doesn't know much about computers and uses them even less, he is the one who made the first decision in the industry to implement accounting computerization, and he is the one who implements the ERP (Enterprise Resource Planning) system. He was the one who invested heavily in SAP/ERP and made it a landmark project in the industry; although Zhang Jindong built Suning and is the founder and largest shareholder of Suning, he has long advocated and insisted that "Suning is not someone's Suning, Suning is the Suning of society”, emphasizing that he shares corporate value with employees internally, and he is still the one who actively assumes social responsibilities externally.

All of these point to a concept - organizational intelligence. It is this excellent organizational wisdom that can organically combine and give full play to Suning's values, ideas, skills and methods, the charisma of leaders and the role of employee groups. It can be said that the organizational wisdom of an enterprise influences and determines how big, strong, and far it can go. Let us touch and understand Suning's organizational wisdom together.