Thirty Years of Turbulence - Chinese Enterprises

作者：admin  点击次数：12  发布时间：2025-05-10

Zhou Guanwu is the kind of person who gets more excited as the stage gets bigger. After becoming a "pilot", he quickly proposed a refreshing management method - the "three hundred percent": every employee must implement rules and regulations 100%; Any violation of rules and regulations must be registered and reported 100%; Regardless of whether it causes losses or not, the violator shall be deducted 100% of the total bonus for the current month. This management method was truly eye-catching and impactful in the undisciplined and unmotivated Chinese business world at that time. ① The production order of Shougang was quickly restored, and the enthusiasm of workers was stimulated. As a result, production capacity increased year by year, and the reform seemed to be a overnight success. In the first three years after the reform, Shougang's net profit increased by an average of 45% per year, and its annual profit contribution to the country increased by an average of 34% per year. However, by 1989, Shougang still maintained an average annual profit growth rate of 13.5%, which was 2.4 times the average annual profit growth rate of global steel companies at that time. Shougang's performance is enough to create a nationwide illusion that the chronic problems of state-owned enterprises lie in disorderly internal management and insufficient autonomy. As long as these two problems are solved, they can be completely transformed without changing property rights. This illusion will continue until 1997.