Li received a strict family education since he was a child. After obtaining a degree in economics from Waseda University in Japan, he obtained an MBA from George Washington University in the United States. Before he became president, he worked in Samsung for 2 1 year. 1987, 45-year-old Li Jianxi took over the company's scepter.
Li Pingping is taciturn and his expression rarely changes, but his work style is quite tough. Once you open your mouth, go straight to the heart of the problem. The meetings he presided over often lasted for several hours without interruption, so the staff formed the habit of going to the bathroom before the meeting. 1993, Lee Kun-hee launched a "new management" movement that influenced Samsung's fate. He made a hullabaloo about to the managers for nine hours in a row, bashing Samsung's ills, and put forward the concept of taking quality management and seeking change as the core, completely changing the prevailing concept of "taking quantity as the core" at that time. Samsung's take-off begins here. If we put aside the contradictory external image and explore it deeply, everything will be clear: Li Jianxi's reform thought is to perceive the crisis at the early stage of development, to build product quality as the core, to inject vitality into enterprises and to obtain commercial success from technological success.
Several things happened during 1993, which are still talked about by Korean business circles. At the beginning of that year, in Los Angeles, Lee Kun-hee led many senior executives of Samsung to visit local department stores. At that time, Samsung's products were very cheap, but they were always placed in an inconspicuous corner of the store, and no one cared. Although world-renowned products such as Sony are much more expensive than Samsung products, buyers are flocking to them. At that time, Li Jianxi gave each manager 1 1,000 dollars to buy and use the most popular electronic products at that time, and compared them with Samsung's products one by one. The international market regards Samsung's products as second-rate goods, which undoubtedly gives Samsung's leadership a strong stimulus. After his trip to the United States, Li Jianxi immediately decided to make a radical change to Samsung.
Li Jianxi hit the nail on the head and pointed out that in the era of global integration, quality is the quasi-star of enterprise competitiveness, which is directly related to the survival of enterprises. To this end, in his "new management" concept, he particularly emphasized quality management and innovation as the core, which completely changed the prevailing "quantity-centered" thought at that time. It was 64-year-old Li Jianxi who put forward the idea that a whole generation of Korean electronic products should attach importance to quality.
Li Jianxi, who studies management, is always curious about new things. At the core level, Samsung's success is the success of technology and the success of enterprises built by engineers. Rooted technical management is not only what he has always advocated, but also what he has always insisted on since he became chairman. He believes that as an operator, it is not enough to pay attention to technology alone, but also to the practical operation of the concept of "rooted technology management". In other words, technicians should not only be proficient in technology, but also understand management, so as to be rooted in the concept of technology management.
Li Jianxi's famous saying "Everything will change except his wife and children" is also circulating in the industry. The change began with changing the working hours of commuting, changing the original 9-to-5 to 7-to-4, and 200,000 employees will go to work two hours earlier, which has a great impact. He believes that this is a powerful medicine to wake up the sleeping Samsung and a signal flare for reform. In this way, the reform is not related to some people, but to every employee, and everyone will have a brand in their hearts: the reform has begun. As a result, this measure was recognized by Samsung people. After work, they miss the rush hour of traffic jam. After work, they can spend a long time learning foreign languages and training. Many people use this time to learn English, laying the foundation for Samsung to expand overseas markets in the future.
In the view of President Lee Kun-hee of Samsung, it is difficult to survive without becoming a first-class enterprise, but the urgent task of developing into a first-class enterprise is to restore the beauty and morality of human nature. Without restoring morality and saving human beauty, nothing will be achieved. This is Li Jianxi's belief. If Samsung wants to develop into a truly world-class enterprise, the first and most important thing is that all employees should become people with human beauty and morality and pay attention to etiquette norms, otherwise Samsung will never get rid of the second-and third-rate level.
Li Jianxi's Quotations:
654.38+0.5 million mobile phones were all recalled, and all expenses were borne by us. From now on, we will no longer produce this product.
When the crisis comes, we should not only regard the crisis as an opportunity to improve ourselves, but also improve the competitiveness of enterprises through the crisis.
To be world-class competitive, you must be brave enough to change everything except your wife and son. "
Samsung can have today, I think it is because of its technology. Although today, we develop technology and marketing together with world-class enterprises, it is not easy to spend money on technology in the early days, let alone technical guidance. In addition, Korean operators at that time always thought that technicians were just craftsmen and didn't pay much attention to them, so I had to stand up and ask Japanese or American technicians sincerely bit by bit, just like customers. Fortunately, I have been curious about new things since I was a child, and I like to get to the bottom of it, so I have been looking forward to hearing new technologies and good technologies. As long as I have time, I will go to advanced countries to study, ask technicians for advice, and then teach our technicians.