On November 23rd, the corporate culture hall of MingShang Technology welcomed the opening lecture by Mr. Zhong ShouGuo, a former Huawei DSTE senior expert and organizational human resource expert, with all deputy managers and above management executives as well as technical R&D and business backbones in attendance.

This follows the lecture by Huawei University lecturer Meng QingXiang in October, as MingShang Technology once again organized a learning session to absorb advanced concepts and experiences from benchmark enterprises.

The theme of Mr. Zhong’s lecture this time was “Huawei DSTE Strategic Management System”, covering sub-topics such as strategic planning, annual business plans, organizational performance management, strategic implementation, strategic evaluation, and review.

The term “strategy” is often considered exclusive to large enterprises and unrelated to small and medium-sized enterprises, and is thought to be only related to a few top executives and unrelated to the majority of company members. Mr. Zhong pointed out that “strategy is not a concept that is high and lofty; it is about comparing the current shortcomings with future ideals and then deriving action plans. There are not only corporate-level strategies but also departmental strategies within the company, such as R&D strategy, product strategy, business strategy, human resource strategy, etc.; the next step after formulating a strategy is to implement it into ‘organizational performance management’, thus relating to every company member.”

“Strategy is about effectively allocating and combining enterprise resources under specific circumstances to achieve specific long-term goals, with an emphasis on the adaptability, professionalism, and unity of actions. The core purpose of formulating and implementing strategy is to make the most correct choices in a complex and changing environment.”

Chairman Jiang ZhiZhou of the company pointed out, “In the current fierce industry competition, enterprises need not only to work hard but also to be guided by advanced strategies and have organizational capabilities that can support the implementation of advanced strategies.” MingShang Technology carefully chose Huawei as a learning object, with the core goal of learning Huawei’s strategic and organizational capabilities, through external guidance and internal understanding and absorption, “to form the next action program, and to maximize MingShang’s organizational capabilities.”

Conclusion

Today’s society has entered an era where “VUCA (Volatility, Uncertainty, Complexity, Ambiguity) + BANI (Brittleness, Anxiety, Non-Linearity, Incomprehensibility)” are superimposed, characterized by complexity, change, and uncertainty. Against this backdrop, enterprises must achieve an upgrade and transformation that is “strategically planned for the long term, organizationally agile and self-driven, and culturally cohesive and centripetal,” even re-evaluating business models, market strategies, and organizational structures, emphasizing the enhancement from individual capabilities to collective action. MingShang Technology actively learns from the best practices of advanced enterprises, aiming to clarify strategic paths, forge organizational vitality, and ensure effective strategy implementation, maximizing the potential and internal drive of all employees on the premise of correct direction and path. (END)