Liu Chuanzhi Quotations

Liu Chuanzhi Quotations:

1. How to position the following new business of Legend Holdings? It is to treat "pigs" and raise "sons" differently.

2. Corporate culture: small business development sees the boss, big enterprise progress and culture

3. Marketing strategy: 5% hope, 100% effort

4. Social Responsibility: Strengthening Strength and Giving Back to Society

5. The way to success: small companies do things, big companies do people

6. Entrepreneurial belief: persistent pursuit, willingness to give

7. Entrepreneurship must not think of things as simple as that.

8. People's great interest is to feel step by step to the goal direction set by themselves!

9. Without dedication, entrepreneurship is difficult to achieve.

10. Everyone faces the possibility of setbacks and failures, which are part of the life experience of each of us.

11. Paranoia is the attachment to the goal!

12. The entrepreneurial process is difficult and countless. I have been insomnia and headache for a while, but I have never wavered.

13. Review the history of the growth of all the best Chinese companies. No one is not good at the trend of self-improvement.

14. “Private” is four-self, that is, “self-funding, free combination, self-financing, self-censorship”.

15. “Management of the three elements”, namely “building a team”, “fixing strategy” and “taking a team”.

16. Management is like the structure of a house.

17. Since the "Cultural Revolution", the newspapers have all been revolutionary, all struggles, all editorials, and the "People's Daily" actually published articles on raising pigs, the climate is really changing! - Liu Chuanzhi

18. As long as Lao Ni is right, Lao Ni is a valid number 1, and other science and technology personnel are 0. These 0s can only be followed by Ni Guangnan. - Liu Chuanzhi

19. Have an ideal, but not idealized! - Liu Chuanzhi

20. In a harsh environment, build a greenhouse to allow seedlings to grow without hesitation. In the process of growing up, it is suitable for me to leave, not to throw away. - Liu Chuanzhi

21. In the first year, there was no strategy at all. - Liu Chuanzhi

22. Set up a team, set a strategy, and bring a team. - Liu Chuanzhi

23. When looking at oil painting, retreat to a greater distance to understand. Very close, black and white can not tell the meaning. If you retreat far, you can understand that black is to set off the white, and then you can know the meaning of the whole painting. The metaphor is to remind us to keep in mind the goal, and not to be confused when doing it. - Liu Chuanzhi

24. You know the theory of my "big chicken" and "chicken". You really only have to train yourself as a turkey, and the chicken will admit that you are bigger than him. When you are as big as an ostrich, the chicken will be convinced. Only by winning this kind of "heart suit" can we have the core conditions for being the core of our generation. - Liu Chuanzhi

25. It is hard to imagine that an enterprise can do both computer and real estate, and also invest, and then use the same system to build personnel and encourage people. It is very difficult for such enterprises to compete with highly specialized enterprises. It is very difficult to win by diversification... Diversification is very taboo to adopt the way of the Enterprise Division - the headquarters of the company will develop strategies and incentives for each business unit. The form of taking a subsidiary is different. The subsidiary is an independent legal entity and can have an independent strategic system, executive system and cultural construction system. - Liu Chuanzhi

26. So far, to achieve such results, I have summed up the experience: I want to make things clear in advance, and to make strategic goals, steps, and especially how to deal with problems, to think step by step; I think that this is not a person or a chairman to think about, but an organization to consider. Of course, although it is impossible to think exactly the same as in reality, the problem is handled very well when the accident happens quickly. - Liu Chuanzhi

27. First, I did not think clearly about the goal. There are many entrepreneurs who are doing business. When they are doing it, they want to move closer to politics. They are willing to participate in politics. As a result, they are dead. Second, some entrepreneurs take things that are not their own, infringe on shareholders, or even The national interest; the third is to use the long-distance running as a sprint. Business growth is like running. If there are 25 laps in 10,000 meters, some entrepreneurs will try their best to get the eye. The first 5 laps are desperately trying to run, and the strength is quickly exhausted. After 5 laps, they will retreat. - Liu Chuanzhi

28. Ren Zhengfei has always been unique in the exploration of R&D and resolutely climbed from the predicament to the top. When I do research and development, I have to do a good job of accumulation and go ahead. This practice is slower than Ren Zheng, but I think this is right for me. Like climbing Everest, the southern slope reaches its peak faster, but the north slope is smoother. Ren Zhengfei dared to go south, which in itself made me respect him. - Liu Chuanzhi

29. I think many entrepreneurs such as Zhang Ruimin, Li Dongsheng and Ren Zhengfei are very great people in China. First of all, regardless of the outcome, they made the completely incorrigible enterprises bigger and stronger under the very difficult conditions at that time, and they were mostly state-owned and doing things for the country. This is a very noble sentiment in itself. Secondly, in the fierce competition, they can stand out from the crowd. For example, Zhang Ruimin's overseas practice is to establish his own brand. In the process, he did not choose to acquire, but to create it himself. There must be many difficulties in this way. To explore, it is equal to exploring for future generations. - Liu Chuanzhi

30. Regardless of venture capital or M&A investment, the choice of CEO is more important than industry choice. - Liu Chuanzhi

31. Don't be a victim of reform. - Liu Chuanzhi

32. My exit is to make Lenovo Group develop better. - Liu Chuanzhi

33. From the perspective of social responsibility, I feel that the fundamental social responsibility of enterprises is to provide good products, pay taxes seriously, and provide good customer service. Public welfare is only a social lubricant. The main responsibility lies with the government and the society that needs economic reform. And political reform can not raise social responsibility as the main responsibility of enterprises. - Liu Chuanzhi

34. The big environment cannot be rebuilt, and you will try to transform the small environment. The small environment can't be transformed, you just have to adapt to the environment and wait for the opportunity of transformation. - Liu Chuanzhi

35. History is like a book, bound one by one. - Liu Chuanzhi

36. Oh, there are so many delicious inside. In the past difficult times, shopping has to be lined up, not so much delicious. It is easy to recall the scene when visiting the food store. This is a very pleasant thing. - Liu Chuanzhi

37. First, the most basic one is a deep understanding of the business. Second, it can have a very strong purpose, using different means such as struggle and compromise to form a good management team and team. This is an important manifestation of leadership. The purpose is very strong, otherwise it will be worthless to compromise. Third, we must develop a longer-term strategy, bring the company to a higher goal, and know how to implement this strategy step by step. - Liu Chuanzhi

38. Compromise or persistence, the purpose must be clear, the purpose is clear, and I believe that it will be well grasped. Compromise is not an end, compromise is a means to achieve the intended purpose. I am afraid that if you do not understand this means in order to achieve the intended purpose, then there will be an accident. These two must be soft and flexible, and the holders themselves must have high political wisdom. - Liu Chuanzhi

39. Zhongbo wants to acquire Bluestar Glass. Zhoucheng of Zhongbo is a powerful person. Zhang Zhaoxuan of Blue Glass is also very capable. How do you merge on both sides? According to my experience, the two leaders first made friends and paid for one year. Study who is the chairman, who is the CEO, how to integrate their respective subordinates in the future, and finally the merger is very smooth, and the two leaders are also in harmony. These practices have been explored for a long time, because we have merged with others and experienced the problems of mergers and acquisitions. - Liu Chuanzhi

Liu Chuanzhi's personal profile:

Liu Chuanzhi graduated from Northwest Telecommunications Engineering College in 1966. After graduation, he worked in the Fourth Institute of the National Defense Science and Technology Commission and the Institute of Computing Technology of the Chinese Academy of Sciences, and was one of the founders of Beijing Computer New Technology Development Corporation. In 1997, Beijing Lenovo and Hong Kong Lenovo merged. Liu Chuanzhi became the chairman of Lenovo Group and a member of the mainland's rich club “Taishan Club”.