Do you know how big a hole the biggest bankruptcy since the founding of New China has been?
Total liabilities reached 1.1 trillion, and more than 430,000 people were dragged down.
This is not Evergrande, but a record set by HNA Group, once China's second largest private company.
The most direct cause of the sea thunder, of course, is from the mask, but the "natural disaster" is only the last straw that crushed the camel, and the root cause of the thunder is still "man-made disaster".
The so-called success is also what, what is the failure, for Chen Feng and Wang Jian, this is probably more appropriate.
The two core founders of HNA have been closely bound together since the beginning of the company's establishment.
In 1993, Hainan Airlines made its first flight. Wang Jian, 32, stays at the airport and handles check-in procedures.
Chen Feng, 40, boarded the plane and personally served tea and water to passengers.
This division of labor of one person on the ground and one person in the air seemed to foreshadow their later roles in HNA.
Chen Feng became the face of the company and stood in the spotlight.
Later, you could always see him traveling with all kinds of bigwigs, signing, taking photos, giving speeches, and giving interviews.
Wang Jian is more like a trader, silently standing behind Chen Feng to promote the implementation of HNA's various businesses.
Whether it is increasing leverage at the beginning of the millennium, buying around to avoid the fate of being absorbed by the three major state-owned airlines.
When it was still SARS, it launched the strategy of "one main and two wings" and began to cross the fields of tourism, finance and real estate.
Or during the subprime crisis, it threw out the "Super X plan", established eight business segments, and set the ambition to enter the world's top 100 in 2020.
The tacit division of labor and "similar taste" of Chen and Wang, and the strategy of constantly increasing leverage and constantly buying and buying have indeed made HNA achieve "rapid development" and also helped HNA overcome many "difficulties".
In 2012, HNA, which has been in business for 20 years, achieved the mythical achievement of "asset growth of 36,000 times", and also put Chen Feng in the spotlight on the altar.
In that year, almost all HNA employees got a considerable number of year-end bonuses, and everyone with a smile did not find that the relationship between the two big bosses, Chen Wang, has quietly given birth to cracks.
In the eyes of the outside world, HNA is a rare domestic duopoly system, as the co-founders of Chen Feng and Wang Jian, a main outside, a main inside, the two are one, this combination seems perfect.
Wang Jian has also described his relationship with Chen Feng in internal meetings: "We are sitting here as if we are two people, but we are actually one person."
But no one knows exactly when the feud began. People only slowly found that the people Chen Feng reused, Wang Jian did not seem to use, and vice versa. Later, the people below began to gradually take sides, forming the so-called "Chen school" and "Wang School."
In the process, Mr. Wang gradually gained control, Mr. Chen was marginalized, the relationship between the two founders accelerated, and the company's internal management became increasingly chaotic.
The climax of this power struggle came in late 2015. Mr Chen stepped down from actual management of HNA after a board reshuffle described by gossip as a "forced palace".
Soon after, there also appeared the "Sunshine Declaration" of loyalty to Wang Jianbiao, and the implementation of the "three no-policies" for Chen Feng, that is, not to carry out any instructions from Chen, not to answer any questions from him, and not to give him any explanations.
The public change of power also led directly to a "great purge" within HNA, with hundreds of senior executives being reassigned or expelled within a year.
With the temporary end of the "power struggle", HNA has also opened an unprecedented expansion. From buying a skyscraper in Manhattan, New York, to becoming the largest shareholder of Deutsche Bank, to subduing the five major real estate giants, winning the new land king in Hong Kong, China, and all kinds of buying all over the world.
In the first two years of Wang Jian's full power, HNA Group spent more than 500 billion yuan on net investment alone, and its assets doubled to more than one trillion yuan.
In 2015, when HNA first entered the world's top 500, it was 464th. By 2017, HNA's ranking had reached 170. At the end of 2017, HNA's debt problems began to surface, and the surging capital giant began to make a sharp turn.
More than half a year later, Wang Jian accidentally fell in Provence, France, and died of serious injuries. At the same time, Chen Feng, who had been in seclusion for a long time, stood again in the spotlight.
Like when Wang Jian was in charge, Chen Feng, who returned to the center of power, also came to a big purge. In a short period of time, more than 200 cadres were dismissed, and many of the new people were ignorant of the company's affairs.
Under internal troubles and foreign aggression, HNA continues to fall into the abyss, but in Chen Feng's view, this seems to be Wang Jian's responsibility.
In a later interview about Mr. Wang's death, Mr. Chen said with some emotion: "His own ambitions and desires grew. I review that there have been significant deviations in my perception of people and in my corporate governance." Entrepreneurial work together for decades, for the dead old partner, Chen Feng's final evaluation is only cold four words, old eyes.
Three years later, after more than 20,000 HNA employees reported that Chen Feng was suspected of illegal crimes, he was placed under compulsory measures.
Chen Feng and Wang Jian believe in cause and effect, and ultimately do not escape from it.
Wang Jian in the Lord has died a long time ago. And the main outside Chen Feng, the next half of life probability will never come out.
From the boundless global expansion of scenery to the impermanent outcome of disintegration, everything makes people sigh that the fate of the arrangement, may have been doomed.
你知道新中国成立以来最大的一次破产有多大吗?债务总额达到1.1万亿元，超过43万人被拖下水。
这不是恒大，而是曾经是中国第二大民营企业的海航集团(HNA Group)创下的纪录。
海雷最直接的原因当然来自于面具，但“天灾”只是压垮骆驼的最后一根稻草，海雷的根本原因仍然是“人祸”。
所谓成功是什么，失败又是什么，对于陈峰和王健来说，这大概都被他们诠释了。
海航集团的两位核心创始人从公司成立之初就紧密联系在一起。1993年，海南航空公司首飞。32岁的王健待在机场办理登机手续。40岁的陈峰登上飞机，亲自为乘客提供茶和水。这种一个人在地面，一个人在空中的分工似乎预示着他们后来在海航的角色。
陈峰成为了公司的代言人，站在了聚光灯下。后来，你总是可以看到他和各种大人物一起旅行，签名，拍照，演讲，接受采访。王健更像是一个商人，默默地站在陈峰身后，推动海航各项业务的落地。
无论是在千禧年之初加大杠杆，四处收购以避免被三大国有航空公司吞并的命运。还在非典时期，就推出“一主两翼”战略，开始跨界旅游、金融、房地产等领域。或者在次贷危机期间，抛出“超级X计划”，建立八大业务板块，并定下2020年进入世界百强的雄心。陈、王的默契分工和“同味”，不断加杠杆、不断买买买的策略，确实让海航实现了“快速发展”，也帮助海航克服了诸多“难关”。
2012年，开业20年的海航，实现了“资产增长3.6万倍”的神话成就，也把陈峰推上了聚光灯下的圣坛。那一年，几乎所有海航员工都拿到了相当数量的年终奖，大家都笑了，却没有发现，陈王这两位大老板的关系已经悄然生出裂痕。
在外界看来，海航是国内罕见的双头垄断体系，作为联合创始人的陈峰和王健，一个主外，一个主内，两者合二为一，这种组合似乎很完美。
王健也曾在内部会议上这样描述他与陈峰的关系:“我们坐在这里，好像是两个人，其实是一个人。”
但没有人确切知道这场争斗是何时开始的。人们慢慢才发现，陈峰重用的人，王健似乎并没有使用，反之亦然。
后来，下面的人开始逐渐站队，形成了所谓的“陈派”和“王派”。
在这个过程中，王先生逐渐获得了控制权，陈先生被边缘化，两位创始人的关系加速发展，公司内部管理也越来越混乱。
这场权力斗争的高潮出现在2015年末。在被八卦描述为“强行组建的宫殿”的海航董事会改组后，陈先生退出了海航的实际管理层。
不久之后，又出现了效忠王建的“阳光宣言”，对陈峰实行“三不政策”，即不执行陈的任何指示，不回答陈的任何问题，不给他任何解释。
权力的公开更迭也直接导致了海航内部的“大清洗”，数百名高管在一年内被调任或开除。
随着“权力斗争”的暂时结束，海航也开启了前所未有的扩张。从买下纽约曼哈顿的摩天大楼，到成为德意志银行的第一大股东，再到征服五大地产巨头，拿下中国香港的新地王，以及全球各地的各种收购。
在王健执掌海航集团的头两年，海航集团仅净投资就超过5000亿元，资产翻了一番，超过万亿元。
2015年，当海航首次进入世界500强时，排名第464位。到2017年，海航的排名已达到170位。
2017年底，海航的债务问题开始浮出水面，这个风起云涌的资本巨头开始急转弯。半年多后，王健在法国普罗旺斯意外坠落，重伤身亡。
与此同时，长期隐退的陈峰再次站在了聚光灯下。和王建当政时一样，回到权力中心的陈峰也迎来了大清洗。在短时间内，200多名干部被撤职，许多新人对公司事务一无所知。
内忧外患之下，海航不断陷入深渊，但在陈峰看来，这似乎是王健的责任。在后来一次关于王先生去世的采访中，陈先生有些伤感地说:“他自己的野心和欲望在增长。我认为我对人的看法和我的公司治理存在重大偏差。”
创业一起工作了几十年，对于死去的老搭档，陈峰最后的评价只有冰冷的四个字：老眼昏花。
三年后，在2万多名海航员工举报陈峰涉嫌违法犯罪后，他被置于强制措施之下。
陈峰和王健相信因果关系，最终不逃避因果关系。
王健在主里早就死了。而主外的陈峰，下半辈子的概率永远不会出来。
从漫无边际的全球扩张的风景，到崩解的无常结局，一切都让人感叹，命运的安排，可能已经注定了。
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