On December 20, Kellogg's first Strategic Leadership Forum was successfully held at the Beijing World Financial Center. Executives from more than 70 well-known enterprises such as Meituan, JD.com, Tencent, ByteDance, Sanofi, PowerChina, COFCO, and China Foreign Trade Trust attended the meeting. The forum focused on forward-looking academics and best practices of strategic leadership, case sharing driven by strategic leadership, annual strategic review, strategic leadership learning journey design and other related topics, and carried out wisdom co-creation combining theory and practice.
Mr. Wang Cheng, Chairman of Kellogg Consulting Group.
Mr. Wang Cheng, Chairman of Kellogg Consulting Group, is hereForward-looking academics and best practices in strategic leadershipIn the theme sharing, it was mentioned that nowadays, strategic leadership has attracted much attention from all walks of life, and strategic management has begun to learn from talent management, evolve to the field of narrative and behavior, and form a more vibrant people-oriented system. In this regard, Wang Cheng expressed his firm attitude: "It is our mission to empower people and promote customers to become strategically led and talent-driven organizations. ”
In 2024, Kellogg will start the cross-innovation of integrating strategy and leadership development, from strategic planning, decoding, and escort in the consulting direction, to strategic training, co-creation, and review in the direction of leadership development, transforming strategy into organizational behavior, helping more enterprises find definitive strategic logic in chaos, and demonstrating the strategic leadership of the entire team. To this end, Kellogg will work with Huacheng Strategy to create a comprehensive solution for strategic leadership, and launch four new courses: "Key Conversations in Strategy", "From Strategic Inventory to Talent Inventory", "Strategic Manager" (version upgrade), and "Influencers: Turning Strategy into Organizational Behavior" to help cultivate strategic leaders in enterprises.
The mysterious guest, the chairman of a central enterprise, was also invited to the scene"Strategic Leadership Cultivation from a Central Enterprise CHO to a CEO".As the theme, he shared his personal career journey from human resources to business leader, and combined with his practical work experience, he gave his different experiences and thoughts on human resources and business positions. He pointed out that a competent HR general manager should have strategic thinking as well as leadership. The strategy is to choose the market suitable for the core competitiveness, win the battle, and quickly iterate according to the changes in the environment, in this process, the strategy is gradually clear, gradually upgraded, and then the leadership will gradually improve. He suggested that human resources practitioners can try to do business, insist on learning and thinking deeply in the process, to better understand the value of functions, so as to better coordinate departmental relationships and achieve balanced management.
Co-Vice President of Millet Barn Academy.
Mr. Qi Wenkai, Training Director of Xiaomi China.
Mr. Qi Wenkai, Co-Vice President of Xiaomi Barn Academy and Training Director of Xiaomi China, brought to the guests"Best Practices for Xiaomi Group to Enhance Strategic Leadership".Theme sharing. He emphasized that strategy determines business, business determines organization, and the most important thing to do strategy is to unify language and reach strategic consensus. Only with the same direction, clear goals, professional talents, efficient cooperation, effective incentives, and the same belief can we achieve a concerted and efficient professional organization.
Next, he explained the GSA strategic tool in detail, and shared the tortuous process of Xiaomi forming a strategic party with the help of this tool. With the help of his own practical experience, Mr. Qi Wenkai did not hesitate to share his valuable experience with the guests. He proposed that we should learn to do service strategy and dance with the business from tool experts to subject matter content experts.
Strategy determines business, business determines organization, and organization determines talent. Mr. Qi Wenkai believes that there are only three things to do well in a year, that is, thinking about future trends, formulating strategic goals, implementing specific actions, and clarifying the three core key battles of the year, and then continuing to make breakthroughs in stages.
InHow to Design a Learning Journey to Accelerate Strategic Leadership for ExecutivesAt the roundtable, Mr. Yue Jianjun, Vice President of Kellogg Consulting Group and former President of ByteDance CQC University, Mr. Chen Leichuan, former Vice President of BOE, and Mr. Wang Yujian, a leadership expert, sat together to share their understanding of strategic leadership from different perspectives and practical experience in different fields.
Mr. Yue Jianjun mentioned that strategic leadership is particularly important in the face of fierce competition from external markets and internal teams. If strategy is the starting point, then leadership is the process, the way and ability to turn strategy into reality.
Vice President, Kellogg Consulting Group
Mr. Yue Jianjun, former President of ByteDance CQC University.
Mr. Chen Leichuan, former vice president of BOE.
Mr. Chen Leichuan shared the "BOE Customized Leadership Project" he was responsible for, and told everyone about the background and successful experience of BOE's strategic transformation, and Mr. Wang Yujian also shared the "Strategic Leadership Project" he designed and participated in, not only analyzed the necessary capabilities required by comprehensive managers, but also suggested that when doing projects, the positioning should be clear, and when selecting content, we should learn to cultivate excellent people with better people, and to achieve refined operations.
Mr. Wang Yujian, a leadership expert.
Faced with the three "fatal problems" of how to choose the training method and content, and how to evaluate the training effect, Wang Yujian and Chen Leichuan combined their own practical experience to give answers and suggestions on the implementation of the strategic leadership project for senior executives.
Vice President of Kellogg Consulting Group and President of the Institute for Strategic Studies.
Mr. Ma Ke, former general manager of JD Technology Financial Cloud Strategic Ecology.
Mr. Ma Ke, Vice President of Kellogg Consulting Group, President of Strategic Training Institute and former General Manager of JD Technology Financial Cloud Strategic Ecology, was here"At the end of the year, how to do a good strategic review and land SP into BP".During the sharing, the whole process of scientific enterprise strategic management was shown to the guests, and the whole process of strategy was explained in detail from five modules: strategic thinking, strategic insight, strategy generation, clarification, consensus, strategy decoding, strategy implementation and evaluation. Mr. Ma Ke pointed out that the review should achieve the "three-in-one" of strategy, organization and talent, and a complete strategic management process should realize the interlocking from strategic planning SP to business plan BP, and open up strategic design and strategy execution, so as not to cause disconnection between strategy implementation and strategic planning.
Finally, Mr. Ma Ke introduced the product system of Kellogg Strategic Institute, hoping to help everyone hone their strategic skills in actual business and bring real change momentum to the growth of the enterprise through the scientific implementation system of "five looks, four determinations, three guarantees, two reports, and one page" of the strategy.
Ms. Huo Jing, deputy general manager of Everybody Pension Insurance Co., Ltd.
"The Case of Strategic Leadership for Everyone's Pension".In the sharing, Ms. Huo Jing, deputy general manager of Pension Insurance Co., Ltd., mentioned that a good strategy is the key and guarantee through the cycle, which requires strategic choice, strategic definition, strategic execution and strategic iteration. As a financial industry, when choosing a strategy, we must first predict the policy direction, and secondly, we must do a good job of deep customer insight and advanced understanding of the industry. Ms. Huo Jing shared that in the face of the macro trend of life expectancy, national policy changes, and serious aging, we have quickly made strategic adjustments and strategic choices through micro insights. She pointed out that in the face of the ever-changing external environment, we must not only have enough strategic determination, but also have enough insight, reflection and synergy to carry out strategic iteration.
Professor Gong Yuzhen, Associate Dean of BIMBA Business School, Peking University Development Institute.
Professor Gong Yuzhen, Deputy Dean of BIMBA Business School of Peking University Development Institute, brought as the finale guestStrategic Leadership in an Age of UncertaintyThe theme sharing was warmly welcomed by all the guests. Through the historical story of the four crossings of Chishui, he pointed out that the four crossings of Chishui were not designed to be realized, but a process of adjusting the plan according to environmental changes, constantly learning, and finding and grasping new opportunities in continuous maneuvering. In the era of uncertainty, strategic planning alone cannot cope with the dynamic changes in the environment, we must give enough space for contingency and uncertainty to adapt to the situation, constantly adjust according to the changes in the situation, to establish an agile organization, quickly adapt to environmental changes, accept uncertainty, control uncertainty, use uncertainty, and turn strategy and decision-making into a process of using uncertainty to create opportunities.
Professor Gong Yuzhen emphasized that in an uncertain environment, strategic leadership must not only have a long-term organizational mission, but also a medium-term strategic intention and immediate action choices, and all good organizations must combine firm beliefs with flexible routes.
Ren Zhengfei once borrowed a famous quote from Clausewitz's "On War" to further explain the meaning of strategic leadership: "What is the role of a senior general? . .It is to use your own glimmer of light in the vast darkness that you can't see clearly, and lead your team forward;Just like the Danko in Greek mythology, take out the heart and burn it, illuminating the way forward for future generations. ”
Kellogg Consulting Group held this forum to focus on the key theme of "strategic leadership", and to call on every executive to cultivate strategic leadership, be responsible for the overall situation, be responsible for the direction and path, be responsible for the success or failure of the business, and be responsible for the sustainable future, so as to lead the company through the cycle!
We look forward to seeing you at the next Strategic Leadership Forum