Founder of Mingde Strategy, the first person of strategic management in China, and a contemporary thinker. Natural strategic mind, integration of Chinese and foreign management, insight into the historical context, aimed at meeting the world's talents and promoting social progress.
How was Lou Yong tempered?
First, everything comes from choice.
A few days after graduating from college, I entered the enterprise. The unit said that Xiao Lou was good at writing and arranged for you to be a secretary to the top leader, which is equivalent to half a middle-level cadre (department level). Lou Yong declined, but chose to climb telephone poles, lay cables and change transformer oil with migrant workers every day. Everyone around him thinks it's too difficult to understand, but Lou Yong is happy. When I graduated from graduate school and looked for a job, I had the opportunity to enter the ministries and agencies. According to the procedure, I met relevant people at the dinner table. During the dinner, the other party deliberately asked two questions: Is your family retired? Hearing this, Lou Yong suddenly realized that he and the "that" group could not be fellow travelers because they were not of the same kind. "That road" will not adapt itself after all, so let's make other choices.
The road is not smooth. Lou Yong went through a very difficult period. When he went bankrupt, his father said to Lou Yong, "If you go that way, you are now a candidate for departmental level cadres. How's it going? There is still a chance. How about trying? " Although sleepy, Lou Yong answered his father with a contemptuous smile. Lou Yong laughed off the difficulties and challenges and calmly responded. Soon, he flew over the mountain and made further progress.
Second, the starting point is the peak.
In China's business circles, Lou Yong is a full advocate of the concept of system management. He is committed to helping China enterprises to cultivate systematic work habits and improve their ability to do things, and encourages China enterprises to gain endogenous and lasting competitive advantages through systematic, organized and phased continuous efforts and become market players with strong vitality. Adhering to systematic management, Lou Yong has been consistent and practical since his debut. Lou Yong said frankly that if we continue to despise the habit and ability of doing things systematically and indulge in the opportunism of "means first", the whole nation will pay an unbearable price for it and it is impossible to be recognized by the outside world. This is true for nationals, and Chinese enterprises are no exception.
Third, civic responsibility cannot be shaken.
Lou Yong has always stood at the height of national rejuvenation and made long-term observation and systematic thinking on society. His strategic thinking on China's future direction and development path is becoming more and more mature, and he has successively passed Coase Theorem, The Logic of Prosperity and Harmonious Society (2006), Path and Hedging-Myth about Market (2006) and Writing on the Edge of History (20 18).
In terms of spirit, Lou Yong believes that since the Tang and Song Dynasties, the excellent cultural genes of the nation have indeed been lost, worn and even shattered, but the essential connotation of Hongyi's "benevolence" (magnanimous, determined, ambitious and strong-willed) has not been lost, and the core spiritual quality of "scholar" has been passed down from generation to generation among the national elites-the so-called "China still exists after the cliff"
In the field of social management, in a society where there is no way to create a "pendulum mechanism" for policy self-correction through the rotation of political parties, the golden mean (sticking to the middle road, not going to extremes, not being a muddle, not being a good person) is the right path of national politics. Lou Yong believes that the emergence of the golden mean behavior pattern depends on the structural balance of morality, rule of law and power, with moral guidance, rule of law and power constraints. The challenge is that in China, a society where there is no rotation of political parties and power is the ultimate value, restricting power may always be just empty talk.