方洪波：风雨中出发去写新故事

创业 2025-01-14 06:30 上海

1月10日，在一个漫长新周期的起点，美的集团董事长兼总裁方洪波向全球员工发表了《风雨中出发去写新故事》的主题演讲，致敬每一位美的人在2024年的每一份日常付出，为他们携手助力美的再登新高峰、再创历史最佳业绩而骄傲。

内容来源：美的集团

作者：美的集团董事长兼总裁方洪波

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正文字数 5153 字｜阅读 20 分钟

在这个新周期，地缘冲突、发展失速、脱钩断链的风险暗流涌动，产业、市场和科技风云变幻，方洪波希望所有美的人继续恪守常识、秉持企业家精神，以主动求变的强者之姿对抗内卷，以简化促增长，以自我颠覆直面挑战，从风雨中出发，到世界的每一个角落去追逐，去书写美的新故事。

常识不可动摇

身处增长乏力、技术变革、行业与市场内卷进一步加剧的超长周期中，没有哪个企业是安全的，上一个周期的宠儿，如果跟不上变化，就会在下一个周期消亡。尽管竞争压力如疾风骤雨般来袭，我们不能消极，更不能软弱，必须坚持常识不可动摇，对科技创新、效率提升、精益管理、成本优势等的坚持不可动摇。

2024年，美的贯彻“全价值链运营提效，结构性增长升级”的经营原则，即坚持数智驱动，推进美的数字化3.0，基于数字化能力的升级，从每一个环节和细节中寻找提质增效空间，国内变革业务模式，推动落地DTC，海外坚定全球突破，推动OBM优先，全面走出去，加强全价值链的全球本土化布局；进一步优化产业结构，并扎实推进ESG工作。

智能家居聚焦“DTC、OBM优先、差异化产品创新”压强式投入，坚定推动结构性升级、全价值链运营提效，国内推出“智能家电+智能家居”深度融合的差异化全屋智能解决方案，海外加强本土化创新，推出可DIY安装的移动分体空调、北美积木式寒冷气候热泵风管机、干衣机AI超快全变频系统等行业领先产品和技术，海外自有品牌收入增幅超25%；

新能源及工业技术聚焦暖通家电部件、绿色能源及绿色交通等领域，美芝空调压缩机累计产销达10亿台，以MCU为主的美仁芯片销量破亿枚，威灵汽车部件热管理、电驱动、底盘执行三大品类供货超300万台、电动压缩机超100万台；合康新能新能源电站装机量超2GW，科陆电子发布搭载交直流一体化领先技术的新一代储能系统Aqua-C2.5，在北美及南美等地签约超1.6GWh；

智能建筑科技发布建筑节能更新、零碳门店等解决方案，国内推出全新风管式室内机、磁悬浮离心机组、空气源采暖热泵等自研产品，海外发布商用超高水温热泵和户式热泵等新品，还与东芝电梯中国达成合作，进一步强化电梯业务；

机器人与自动化发布工业机器人、移动机器人、AI控制器、堆垛机和穿梭车等多款新品，基于库卡成熟的全球化布局、强大的产品研发与制造交付能力，以及完善的本土化产业链，进一步提升运营效率；

创新型业务继续重点突破、规模增长，安得智联打造端到端数智化供应链解决方案，深耕绿色智慧物流，深化1+3服务模型，以供应链创新助力客户新增长；美云智数发布美擎工业互联网平台4.0与AIGC行业解决方案，持续致力于工业软件国产化，助推上千企业智造升级；美智光电聚焦照明产业，不断提升智能、安全、健康等技术能力，为用户打造健康舒适生活空间；美的医疗发布5+2+X科技战略，产品入选国家高端医疗装备，启用新生产基地及研发基地，进入创新加速模式，发起青少年脊柱公益“中国脊梁守护计划”，以科技尊重生命的每一秒。

常识不可动摇，保持战略定力，做好日常，积极参与内卷，勇敢对决内卷。2024年美的再次逆势实现双位数增长，再度刷新前三季度营收、利润的历史纪录。2025年美的要继续坚守商业常识，保持勇敢成长的力量，创造新的奇迹。

以简化促增长

2025年，美的的经营思路是“以简化促增长，以自我颠覆直面挑战”。

在漫长的新周期，成绩是暂时的，挑战和风险才是常态。我们要鼓励创新，不害怕失败，寻找产品力、创新力、用户思维等痼疾的破解之道，尤其在面对环境和企业的复杂变化时，关键是要简化大脑，我们简单，世界就简单，我们复杂，世界也会像迷宫一样复杂，我们要寻找简单的答案，马上行动，以美的自身变革创新的小周期来应对宏观环境的大周期。

以简化促增长，遵循简单的道理和逻辑，以自我革命的决心迎接挑战，要大胆出清、加速出清，只有简化才能促增长。

业务层面，简化业务模式、业务结构，如事业部产品公司要清楚定位、明确分工；出清冗余，品类简化，SKU精简，非核心业务关停并转，聚焦核心业务与核心品类，并严控新品类的准入。

组织管理层面，简化工作方式、组织结构，如研发组织要进一步简化，真正落地“三个一代”能力建设，中央研究院专注基础研究，与事业部形成差异和协同；进一步简化并明晰责权利，如海外业务的责任主体要落在国家，由当地负责产品企划，事业部配合。

大道至简，“世界变化得越多，就越没有什么不同”，企业经营最终都会回归到最简单的事情上。

以自我颠覆直面挑战

以自我颠覆直面挑战，就是要换一种思维，摆脱历史负担和路径依赖，必须清晰地认识到传统思维和方法已经失效，绝不能走老路，不能重复犯常识性错误，比如组织臃肿、效率低下，非核心业务肆意生长、SKU繁多。敢于认输，敢于放弃，敢于自我否定，敢于做减法。

转弯要转180°，做事要做到100%，一步到位。国内坚定变革业务模式，做好新零售，做实DTC，打通线上线下，真心关注并快速响应用户需求；海外OBM 优先，全面走出去，进一步完善本土化布局，构建本土化能力；推动产品创新，持续强化智能家居双高端品牌发展，优化产业结构，加大投入加速ToB转型；推动新一轮数字化变革，全面拥抱AIGC，积极探索业务场景应用。

商业史上，能够突破逆境、转型成功的企业，都是以向死而生的改革之势，大刀阔斧自我颠覆，无一例外。

推开世界的门

去我们知道的地方生长

美的是一家拥有40年出海经验的企业，在全球200多个国家和地区拥有约400家子公司，服务约5亿用户，海外营收超200亿美元，占公司总营收40%以上，海外设有17个研发中心和22个主要制造基地，拥有3.5万多名海外员工，在全球50多个国家和地区布局专利超10万件。

2024年，美的在全球突破方面有了一些新的变化和进展，各事业部、各价值链逐步建立并完善OBM优先的机制和组织。但相对于很多优秀的企业，美的海外发展的速度、深度和广度仍然差距明显。OBM优先，全面走出去，仍然是美的当下的第一要务。

我们要以前所未有的投入力度进行全球突破，美的不但要做全球业务，更要对研发、制造、供应链、人才等核心资源进行全球化配置，构建第二主场。要进一步深化科技领先战略落地，规范海外研发中心的体系建设，提升全球研发能力；现有的和规划中的海外制造基地要通过建立区域管理组织进行统筹、提效；进一步明确海外供应链管理规则，牵引优质供应商布局海外，提升供应链能力和效率；进一步升级海外业务数字化能力，提高服务质量；加大并购和营销推广力度，提升品牌影响力和美誉度，成为真正的全球化企业。

我们要积极参与和对决内卷，但我们更要跳出内卷，所以要加速推开世界的门，去我们知道的地方生长，去所有我们到过的和没到过的地方寻找机会，既要去北美、西欧这样的发达地区，也要去东盟、中东非、南美等发展中地区，只要有美的业务相关的地方，就有美的增长的机会。

世界很大，美的很小，我们要敢想敢干敢变敢拼，敢于从风雨中出发，一起穿过漫长旅程，到世界的每一个角落去追逐，全力突破全球市场，共同书写美的新故事。这样的美的，无论身处什么环境、什么时代，都能脱颖而出，创造美的新历史！

没有地方

是到不了的

那么远

Paul Fang:

Riding the Storm

Opening New Chapters

On January 10, 2025, a year that marks a quarter of the 21st century and the starting point of a new cycle, Paul Fang, Chairman & CEO of Midea Group, delivered a keynote speech entitled "Riding the Storm, Opening New Chapters" to all Mideans across the globe. He paid tribute to the contributions of every Midean in 2024 and expressed his pride in their concerted efforts to help Midea reach new heights and achieve the best results in its history.

This new cycle is characterized by geopolitical tensions, economic slowdown, decoupling, and supply chain disruptions, as well as evolving industries, markets, and technologies. It was in this context that Paul called on all Mideans to follow their common sense, retain an entrepreneurial spirit, counter fierce competetion through proactive change, streamline for growth, and face challenges through breakthroughs. Let's ride through the storm to open new chapters and move towards our shared aspirations, everywhere in the world.

Common sense

remains unshakable

Every company must be cautious in this new cycle that features weak economic growth, technological revolution, and intensifying industrial competition. The "darlings of the last cycle" will fade away in the next if they fail to keep up with change. Huge competitive pressures have hit us like a storm, but we must not be pessimistic or yield. We must adhere to common sense and stay committed to technological innovation, efficiency enhancement, lean management, cost advantages, etc.

In 2024, Midea implemented the business strategy of "enhancing value chain-wide efficiency alongside upgrades of structural growth". Specifically, we advanced Digital & Intelligent Transformation through Midea Digitalization 3.0. Upgrading digital capabilities gave us opportunities to enhance quality and efficiency across all processes and scenarios. In China, we transformed our business models by implementing DTC. In global markets, we made more breakthroughs, prioritized OBM, and globalized our operations on all fronts whilst elevating our level of localization across the worldwide value chain. We also optimized our business portfolios and made progress in ESG.

Smart Home Business focused on DTC, OBM, differentiated product innovation, steadfastly making structural upgrades and increasing value chain-wide efficiency. In China, we launched differentiated Smart-home solutions that enabled deep integration of smart appliances. Globally, we strengthened localized innovation and rolled out industry-leading products and technologies, including DIY-installable mobile split air conditioners, cold-climate ducted heat pumps in North America, and AI ultra-fast full-inverter dryers, resulting in overseas revenue of Midea brand products increasing by over 25%.

New Energy & Industrial Technology concentrated on HVAC appliance components, green energy and green mobility. Cumulative production and sales of GMCC air-conditioning compressors reached 1 billion units, and the sales of Meiren chips, mainly MCU, exceeded 100 million units. Welling Auto Parts sold over 3 million sets of thermal management devices, electric drives and Chassis Execution Systems along with over 1 million e-compressors. Hiconics built new energy power plant installations with power exceeding 2GW. CLOU launched the next-generation energy storage system Aqua-C2.5 featuring advanced integrated AC/DC technology, with contracts exceeding 1.6GWh signed in the Americas.

Smart Building Technology introduced solutions such as building energy efficiency upgrades and zero-carbon stores. In China, we launched new indoor ducted units, maglev centrifugal units, air source heat pumps, and other self-developed products. In global markets, we rolled out commercial ultra-high temperature heat pumps, residential heat pumps and other products, and partnered with Toshiba Elevator China to further strengthen our elevator business.

Robotics & Automation debuted multiple new products, including industrial robots, mobile robots, AI controllers, stackers and shuttles. By leveraging KUKA's strong global network, capabilities in product R&D, manufacturing and delivery, and a robust localized industrial chain, we increased our operational efficiency.

Innovative Businesses continued to make breakthroughs and scale up. Annto created end-to-end digital supply chain solutions, expanded green smart logistics, and deepened the 1+3 service model, helping customers grow through its supply chain innovations. Midea Cloud launched Industrial Internet Platform 4.0 M.IoT and AIGC solutions, as it stayed committed to industrial software that helps thousands of businesses achieve intelligent manufacturing. Focusing on the lighting sector, Midea Intelligent Lighting & Controls continuously upgraded its technical capabilities in product intelligence, safety and health to create a healthy and comfortable living space for users. Midea Healthcare released their 5+2+X Technology Strategy, with products included in the national list of high-end medical equipment. Its new production bases and R&D bases began operations, marking accelerating innovation. Midea Healthcare also launched the "China Spine Protection Program" focused on youth spine health, utilizing technologies to promote health.

We must adhere to common sense, maintain strategic focus, excel in every detail, get involved in competition, and bravely face up to fierce competition. In 2024, Midea once again achieved double-digit growth against all odds, with revenue and profit hitting new highs in the first three quarters. In 2025, Midea will stick to common business sense, maintain growth momentum, and create more miracles.

Streamlining for growth

Midea's core business principle for 2025 is "streamlining for growth and facing up to challenges through breakthroughs".

In this new cycle, gains won't last long, as challenges and risks will stubbornly remain. We should encourage innovation, embrace failure, and seek solutions to long-standing issues regarding product competitiveness, innovation, and user-centricity. Simplification is the key to going through complex external and internal change. If we are simple, the world becomes simple; if we are complex, the world becomes a maze. We should seek simple answers and take immediate action, navigating the cycle through Midea's transformation and innovation.

"Streamlining for growth" means following simple principles and logic. We must meet challenges head-on and be ready to revolutionize ourselves. We must bravely streamline our operations and processes, because only "streamlining" can drive growth.

At the business level, it means streamlining business models and portfolios. BUs should give product divisions clear direction and missions. It means streamlining product categories and SKUs, and terminating, merging or transferring non-core businesses, so that we can focus on our core businesses and product categories. We should also strictly review the launch of new product categories.

At the management level, it means streamlining processes and organizations. The R&D teams, in particular, should be further streamlined to fulfill the "Three Generations" strategy. CRC should focus on foundational research to differentiate itself from and collaborate with BUs. We should also simplify and clarify responsibilities, authorities and benefits. For example, country entities should be responsible for country-specific operations, with local teams in charge of product planning while BUs provide support.

Great truths are always simple. As the saying goes, "The more things change, the more they stay the same." After all, businesses are all about the simplest fundamentals.

Facing up to challenges

through breakthroughs

"Facing up to challenges through breakthroughs" means a shift in mindset − breaking free from past practices and methodology. We must recognize that traditional thinking and approaches no longer work. We must never again make basic mistakes, such as redundancy, inefficiency, overgrown non-core businesses, and excessive SKUs. We must dare to concede, dare to let go, dare to self-reflect, and dare to simplify.

We must take a 180-degree about-turn and 100% action, with no half measures. In China, we should transform our business models, enhance new-retail, remain steadfast in DTC, integrate online and offline operations, and be responsive to customer needs. Globally, we should prioritize OBM and fully expand into global markets, improving localized business networks and building localized capacities. We should promote product innovation and continue to boost the growth of our Smart Home appliance brands COLMO and Toshiba. We should continue optimizing our business portfolios and increase investments to accelerate ToB transformation, while driving a new wave of digital transformation, embracing AIGC and exploring its applications.

Throughout business history, companies that have successfully transformed amidst adversity have invariably done so through bold, radical reforms – reinventing themselves with a "rebirth through destruction" approach, without exception.

Open the door to the world

and grow in the places we know

Midea has a 40-year global footprint, with about 400 subsidiaries in over 200 countries and regions, providing products that benefit around 500 million consumers. Our overseas revenue exceeds USD 20 billion, accounting for more than 40% of our total revenue. We have 17 R&D centers and 22 major manufacturing bases overseas that employ over 35,000 global staff. We have obtained over 100,000 patents in more than 50 countries and regions.

In 2024, Midea made significant progress in global expansion, with BUs and value chains establishing and refining "OBM First" mechanisms and organizations. However, there are still gaps in the speed, depth, and breadth of global development, compared to many leading corporations. Our top priority currently is to put "OBM First" and pursue global expansion.

We should seek global breakthroughs through unprecedented resource input, not only expanding global businesses but also globalizing our R&D functions, manufacturing, supply chains, and workforce to enhance our global presence. We should further deepen the implementation of our "Technology Leadership Strategy", and regulate our overseas R&D centers to enhance global R&D capabilities. Regional management organizations should be created to coordinate existing and planned overseas manufacturing bases for higher efficiency. In addition, we should set out overseas supply chain management rules and guide high-quality suppliers to expand globally to upgrade our supply chain and efficiency. Our global businesses should increase their level of digitalization to improve services, and we should also ramp up M&A and marketing to enhance our brand influence, making Midea a truly global corporation.

We should participate in and face up to fierce competition, but more importantly, we should strive to break free from it. Therefore, we will open the door to the world more quickly and grow in the places we know. We will seek opportunities in places we have and have yet to explore, including developed regions such as North America and Western Europe, and developing regions like APAC, the Middle East, Africa, and South America. Wherever there are businesses relevant to Midea, there are opportunities for growth.

The world is vast; Midea is small. Dare to dream, dare to act, dare to change, and dare to strive – Let's ride through the challenging storm and navigate our journey to all parts of the world. Let's make global breakthroughs. Let's open new chapters. A Midea like this, no matter the era or the macro environment, will always shine through, forging ahead to open a bold new chapter in history!

There's no distance too great

No place

Unreachable

微信 ID：chunnuanhuakai-cch

春暖花开

「春暖花开」是管理学者陈春花传播知识的自媒体号，内容涵盖最新管理研究、商业评论、演讲实录与人生感悟。

方洪波：风雨中出发 去写新故事

方洪波：风雨中出发去写新故事