Chinas top CEOs four common challenges.doc

 PAGE \* MERGEFORMAT 6 China’s top CEO’s four common challenges Looking at the world, Lenovo, Haier and Huawei have not there is no crisis. A basic fact is that, from the international standards in terms of enterprise scale, Legend Holdings, Huawei were also these are medium-sized enterprises; from the four-stage model of corporate profitability point of view, they are also still in the second phase, the beginning of the third phase of state, not to mention corporate culture and economic returns. At the same time, whether Liu, Zhang, or Ren Zhengfei, they are faced with four common challenges: Successor systems and sustainable development of enterprises Liu use ‘sewing insoles’ and ‘do suits’ of his own creation, and succeeded in selecting out of Yang and Guo Wei; but subsequently things were set up spin-off, two each stall a live football practice is widely believed the company’s long-term and development. While the other hand, IBM ‘long bench succession planning’ - ‘a standard, two sequences, three ways??? have demonstrated the superiority of the system of selection and appointment. Lenovo, Huawei Ye Hao, Haier matter whether the current curriculum vitae both in life in just 20 the next year, not a business operating after more than two generations or two generations, proved to be successful. Meanwhile, the successor to the outside world the impression that the way to produce more of ‘person person’. Lenovo regarded as the successors to deal with the issue of good, but when the development of Lenovo’s frustrated when Liu was forced to frequently exposed himself to act as a fireman, a scene that can not help but sigh - Lenovo or Liu associations. Successor regime, if not do a good job, corporate sustainable development problems? Even if there is not known to outsiders of the successor regime, the Chinese have a saying called ‘rich, but three generations’, every other eyes look at 20 years, amassing 20 years, second-and third act do? This successor system c