World economic BBS annual meeting was held in davos on January 24, 2001. The theme of this year's conference is "bridging differences and creating a global future". About 3,000 people, including UN secretary general kofi annan, Japanese prime minister and Mexican President, as well as leaders, experts and scholars from around the world, attended the annual meeting. China enterprise federation standing vice - President comrade Chen chong led the Chinese delegation to attend the meeting. The meeting discussion points are summarized as follows for reference.
The conference held that the world economy had not gone into global decline, but had slowed down after the economic growth brought about by sustainable development. In the past, the us economy has been unusually fast, making economic forecasts hard to come by. Delegates to think that the world economy development prospect is optimistic on the whole, but the former fed chairman, Alans Blindrr landing estimates that the U.S. economy is full of frustrations, he thought the economic down cycle is, on average, once every three years, as the us economy is no longer present rapid growth, expansion of the economic growth rate has fallen by 2%, can make the person produces the feeling that bad. Still, the outlook is hardly bleak. The problem is that Washington has been too slow to respond. At the meeting, cisco systems President and CEO John Chambers criticized the fed for responding too slowly to corporate sensitivities in predicting the U.S. economy. He said the first rate cut this year would not have been as passive as it is now if it had been completed by mid-december.
While prime minister yoshiro mori told the annual conference that Japan's economy was recovering, most participants thought it would be weak in the coming months. Because Japan has serious economic problems, especially a list of five times as much debt as GNP, Tokyo's weak political leadership is powerless to push through the structural changes the country needs. But Japan also has the biggest opportunity. Europe, by contrast, has much better prospects. Some parts of the European economy have been growing strongly, and many countries have kept unemployment low. At the same time, the euro has been strengthening and the European central bank is unlikely to ease monetary policy for the next six months. Still, Europe is unlikely to replace the United States as the engine of the world economy. Participants expressed appreciation for China's economic development. They argue that Beijing is doing what it needs to do to boost social and economic development through soe reform and financial system reform. In 2001, China's economy will enter a year of stable development, with the growth rate of about 6-8%.
Thomas friedman published an important conclusive opinions at the meeting, such as Russia and Indonesia "chaos state", constitutes a serious threat to global stability. These countries are too big to be useless, but they are too incompetent to do anything. They have serious problems in tax collection, resource allocation and contract performance.
This is a hot topic at this annual meeting. Multinational company leaders attending the conference believe that to be a global company, you need to have the mental and essential preparation to be supervised, because your financial operation must be open to society, otherwise you can't become a global company. In today's environment, corporate transparency is not an option, but a principle that must be followed by an enterprise with the goal of globalization. In the highly developed world, the popularization of Internet makes it difficult for modern companies to close down. Various information such as financial status will be automatically transmitted to the right hand. Your supply chain and customer base are actually seen by rivals, and the public can get your situation through various channels. In the past, an order was not issued, just between the customer and the supplier, but now it is completely different. If an order is not issued or rejected by the customer, it will be quickly known to all who are concerned about you, and your reputation will be damaged as a result.
The acceptance of public supervision is a promotion for a company whose goal is internationalization, because internationalization of the company is a trend in the next 10 to 20 years. In order to adapt to this trend, enterprises must accept supervision and learn to be open. People today consider themselves more important than they used to be and have the right to know more about what they need. At the same time, the strength of non-government forces also requires businesses to be socially responsible for everything they do.
Without public recognition, big companies can damage their image and "recover" more than the usual cost of "maintenance". All of the company's actions are to be codified into rules, published "in offices around the world, to promote self-discipline." Don't be afraid of public scrutiny. Only by accepting external scrutiny will you not create new monopolies and have room for improvement. International companies need to learn to prove their worth through everyday actions.
The best companies, it turns out, are often the most open and supervised. Because open talent maintains the most extensive and sincere relationship with suppliers and customers, and consciously accepting supervision can not only change or improve the company's market image, but also constantly change the status quo in a timely manner, correct mistakes, make full use of scientific and technological means, and always maintain the frontier level. An international company must be transparent and require transparency from other organizations, including the government.
Singapore's minister mentor lee kuan yew, who has long championed "Asian values", made it clear at the conference that Confucian values were outdated in the age of information economy. The trend of globalization requires business operators to take on greater responsibilities and obligations and maintain greater transparency. And Asian society reuses the nepotism of relative, it is a value that must give up. He also railed against Japan's past emphasis on the value of loyalty to the company in exchange for lifetime employment.
The head of Morgan Stanley argues that transparency and the effectiveness of oversight have a lot to do with the structure of the firm's shareholders. The board of directors of Morgan Stanley is mainly composed of external directors, so it can better supervise the company, achieve information symmetry and communicate and contact with customers.
For global business leaders, many believe that the era of personal leadership is over. The most effective business leaders, according to a survey by a us strategy consultancy, are those who create a motivational climate and are good at spotting the positive factors surrounding their employees in order to change their behavior and adapt to changing markets. The most important thing in an organization is to get the same information at all levels of the organization so that a consistent culture can be established. A product of a company as one of the keys on the piano, can only send a note, but customers need is a tune, a melody, through the different divisions of the company products are the keys of a keys to compose a piece, you need a connection, that is to pass a target link staff, quality, product and market, and create the target business leaders, is the enterprise strategic leader.
The most important mission of a company is to bring value to others and society. Although there is a difference between value and benefit, they are closely related to social responsibility. A strategic leader is capable of continuously establishing a new value while realizing the benefit. The head of ABB suggests that a chief value executive should be added to the company's leadership to continually define the values of global companies. He argues that the success of corporate leaders before the 1990s was about how much money they made and how much money they created. The leader culture is an important driving force for the development of an enterprise, which can ensure the continuation of its values.
Enterprise strategic leaders are different from enterprise managers. Managers just try to do a good job, while strategic leaders should have the ability to judge the possibility of future development and changes, and have strong adaptability. Specifically, they can be expressed as "6C".