Late at night on March 28th, Fosun International posted an announcement on the change of board members on the Hong Kong Stock Exchange, which stirred many people's dreams. Immediately, two letters pushed by Fosun International WeChat official account instantly set off the focus of public opinion.
Two core executives left at the same time, especially Liang Xinjun, one of the founders of Fosun, who has been the most important symbol of Fosun except Guo Guangchang for many years. Resign? It has aroused great concern in the market.
On the morning of March 29th, Guo Guangchang, Chairman of Fosun Group, led a group of new board members to attend the Fosun International Performance Conference held in Four Seasons Hotel. Among the new generation of management, except Guo Guangchang and Wang Qunbin, the other six made their debut at the performance conference, including two executive directors and co-presidents Xu, who are in charge of Great Health and Great Happiness respectively, three executive directors and senior vice presidents, Kang Lan, who are in charge of finance, real estate, human resources and insurance respectively, and Qian Jiannong, who is in charge of tourism culture.
After the performance meeting, Guo Guangchang, the new executive director and CEO, and Wang Qunbin, respectively, led the above-mentioned executives and accepted an exclusive interview with the reporter of 2 1 Century Business Herald (hereinafter referred to as "2 1 Century").
After all, what does the departure of Liang Xinjun and Ding Guoqi mean to Fosun? How much impact will it bring? All this is still unknown. However, the sudden departure of Liang and Ding and the neat appearance of six new generation executives show Fosun's efforts in the talent iteration system. Among them, the key word is the global partner system that Fosun has made every effort to build in the past two years.
Actually? Global partner? Fosun used March 29? Hedge? A powerful weapon for Liang and Ding to run away.
Establish a multi-level partnership structure
In fact, when the first batch of global partners were announced on 20 16, Liang and Ding's withdrawal may have already laid the groundwork. At that time, Guo Guangchang mentioned in a letter to global partners that those who can become entrepreneurs can be entrepreneurs all their lives. It is possible that he is in poor health, or tired, or for various reasons. ? If you are not in this state, you should consider whether to quit or not.
At the beginning of 20 17, Guo Guangchang pointed out in his second letter to global partners that Fosun should form a multi-level partnership model. ? This model is not a bureaucratic system, and it is cut across the board according to the size of the official rank. Instead, partners at all levels need to be self-driven, closed-loop, use Fosun's resources, do everything possible to promote business, think from the perspective of the chairman, and have global awareness and ability. ?
265438+20th century: Fosun has now established an elite team of more than 20 global partners. For Mr. Guo, after 25 years of development, it is time for Fosun to design a mechanism for the company, paving the way for the intergenerational transformation of management in the future?
Guo Guangchang: Yes, first, we should form global partners at different levels. Second, we hope that every important position should have an ABC corner, which can complement each other. Third, we attach great importance to the training of young people born after 1980s, and form a hierarchical structure. These aspects are very important to Fosun. On the whole, the first thing we attach most importance to is industrial depth, industrial input, industrial training and technical height, and the second is to attach importance to people. No one, everything is empty.
Wang Qunbin: With the further development of Fosun, team building has been strengthened in recent years. A very important measure is to develop the partner model, and my main task is how to make these partners play a good role and let them take more responsibilities for the faster development of the organization. On the whole, we hope that about three core teams in each field can become partners, and at the same time form the overall partner structure of Fosun.
Xu: The development of anything and organization ultimately depends on people and teams. We mainly pay attention to the following points: First, we pay attention to the wishes of each individual and emphasize self-drive. Second, in the development of a platform like Fosun, everyone will feel that their ability and past experience will encounter bottlenecks because of their rapid development. But people have great potential. How can we give full play to its role? Is to study, study every day, and keep learning. Third, mentality. You are very capable, but you don't want to cooperate with others, so you can only dominate one family, which is unacceptable in our ecology. These aspects are very important factors for the endless development of our whole organization.
It's not just motivation.
Guo Guangchang told the 265438+20th Century Business Herald that Fosun has announced more than 20 global partners twice, and will continue to maintain an open pattern of "getting in and getting out" in the future. What are the purposes? Give more opportunities to young people? .
2 1 Century: When it comes to the increase or withdrawal of the global partner mechanism in the future, are there any specific entry and exit criteria?
Guo Guangchang: From the perspective of entry, on the one hand, we should be self-driven and entrepreneurial, and assume more important development functions in Fosun. Second, there will be a variety of reasons for quitting, which may be physical reasons, or it may be that one's interest has shifted. For example, if a person wants to spend more time with his family, not everyone has to play football all the time, and he can do other things if he doesn't play enough. There will also be situations that are inconsistent with Fosun's performance and values and are eliminated.
Wang Qunbin: The big concept is that everyone bears 5- 1 100 million annual profits.
"2 1 century": So profit is still a hard indicator of assessment?
Wang Qunbin: Of course, we still need profits and cash flow, including market value. Because as an enterprise, we still have to have real goals. Of course, the goal is the result. The important thing is whether you can create some unique values and products for the society, the market and customers, which we have repeatedly emphasized.
We have another idea. Now the market is changing too fast, and the employees of the enterprise team should be in a state of entrepreneurship. This entrepreneurial state is like an athlete on the court, who can play football on the court or have a complete rest.
2 1 century: Is there just no vague boundary? Everyone can only choose to be present or leave?
Wang Qunbin: Everyone agrees with such a request. Although Liang is ill, everyone is reluctant to give up, but everyone agrees with such cultural values and entrepreneurial state, and will make some correct consensus decisions.
For so many years, Fosun has several values in terms of talents. First, the entrepreneurial state, entrepreneurial state. Second, in terms of investment for so many years, we have learned from Buffett, but we never said that we should learn from Buffett in team building, but we should learn more from iterative companies, including excellent companies such as Goldman Sachs and GE. We have been building a talent iteration system for so many years. We are also surprised, sorry, and unwilling to encounter such things as Liang and Ding, but our organization has such preparation ability in team building. In fact, it is not a year or two, but a decade of preparation. We have this gene.
2 1 century: does it mean that the team has a strong ability to update?
Wang Qunbin: The ability to update is very strong. Fosun will become a century-old Fosun. It's not unusual to be a hundred years old now. We have invested in Portuguese insurance for more than 200 years. We hope to establish such an enterprise. To build such an enterprise depends on the system and the construction of an iterative talent team mechanism.
2 1 century: how many global partners will there be in the future?
X: We have formed a partnership mechanism with different platforms and levels. At present, there are more than 20 global partners. We also have partners from various industrial fields, as well as partners from different entrepreneurial platforms and investment companies.
Guo Guangchang: We will definitely control the population growth, not too fast.
2 1 century: is the global partner itself just an incentive mechanism, mainly referring to the incentive of equity?
Wang Qunbin: Motivation is on the one hand, and the second is responsibility. Of course, hard work is also very important.
Kang Lan: I think it reflects a culture to a great extent. When we talk about partners, the first thing is to share the same values. Only in this way can we become partners, and our abilities should be equal. To create value together, we must have a sense of making up for each other. It is a whole set of things, and many times people naturally pay attention to an incentive mechanism. Motivation is necessary and an auxiliary means, but it is not the ultimate goal. The purpose is to unite a group of people to realize a dream together.
Gong Ping: I can defend myself. When I was announced as the first partner, my first thought was not equity incentive. The first is the sense of identity that has grown together on the track of cultural values for so many years. Second, it is more of a responsibility. After becoming partners, the two complement each other and stand at different heights. Maybe I only cared about real estate before, but now I am a global partner, so I will pay attention to the cooperation of the whole group from the perspective of partners. After the organization is enlarged, how to generate synergy and complement each other's advantages in the closed loop is to think about the business from the other side's point of view and really consider the problem from the perspective of maximizing the interests of the group.
Wang Qunbin: Let me give you another example. After becoming a global partner, the CEO of Portugal Insurance not only developed his insurance well, but also paid close attention to our new development in Portugal, such as BCP (Portuguese Commercial Bank), which was successfully invested at the beginning of this year. The initiator and promoter of this project, including the whole transaction, have made great contributions.
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