写在施璐德十周年


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写在施璐德十周年

On the 10th Anniversary of 

the Founding of CNOOD


酒酣胸胆尚开张,鬓微霜,又何妨,持节云中,何日遣冯唐,欲挽雕弓如满月,西北望,射天狼。

Heart gladdened with strong wine, 

who cares

For a few frosted hairs? 

When will the imperial court send 

Me as envoy with flags and banners? 

Then I'll bend 

My bow like a full moon, and aiming northwest, I 

Will shoot down the Wolf from the sky.






2019年,施璐德10周年。而,这里的黎明静悄悄,没有仪式,没有庆祝,有的是沉思和反思;有的是教训,深刻的教训。自私、自大、自狂、自傲,对公司的发展极其有害;无私、冷静、谦虚、决断,是公司生存的基石。这10年,是进步和发展的10年。洗礼了公司共创、共治、共享文化,历练了一批勇于进取的志士,锻炼了几支能够管控实施复杂项目的团队,为施璐德未来的发展,创造了无限的可能性。

The year 2019 witnesses the 10th anniversary of the founding of CNOOD. "The dawns here are quiet", however, with no ceremonies or celebrations. We have nothing but contemplation, reflection, and lessons—profound lessons. Selfishness, conceit, arrogance or haughtiness is extremely detrimental to the company's growth; selflessness, calmness, modesty and decisiveness are the cornerstone of its survival. The past ten years have been a period of progress and development, during which we have refined the corporate culture of a company created, managed and shared by all its members, tempered a number of people of integrity and ideals who are brave enough to break new ground, and trained teams which are able to manage and carry out complex projects, thus creating infinite possibilities for CNOOD to grow in the future.




有的人问施璐德为什么存在。

Some people would ask why CNOOD exists.




我们为爱而生,因爱而存。为了一群守信用、有爱心、想奋斗,致力于实现自身价值的人,创造的一个实现梦想的地方,创造的一个人人爱之、惜之、趋之的梦想之地。公司初创,条件有限,新人成长,不太成熟,合伙背景,千差万别,合伙文化,不一而足。公司虽致力成就人、培养人,但对不同人的帮助有限,更多需要的是自适应、自成长、自生长。对于实在不能磨合、不能融入、不能适应的同仁,公司欢迎尽快另谋出路,公司竭尽所能,能帮则帮,能扶则扶。

We were born for the sake of love, and exist for the sake of love too. CNOOD is a place created for a group of affectionate people who keep their word, want to make endeavors and work hard to realize their value; it is a dreamland which everyone loves, cherishes, and gravitates to. In its initial stage of growth, we were not in a favorable situation. New members were still immature, while the backgrounds and cultures varied greatly among the partners. Though we have been working hard to produce and train talents, the help we could provide for different people is insufficient. Instead they would have to depend more on self-adaptation, self-development and self-growth. For those who are really unable to fit in, we encourage them to look for a new job as soon as possible while we will do our best to help and support them.




我们同事之间的关系呢?

What about the relations between our colleagues?




进入施璐德的同事,我们的关系是家人,是合伙人,或者即将成长为成熟的合伙人。在公司里,我们有职责的区分,业务、财务、财政、融资、商务、法务、风险、人事、技术、质量等等;在团队里,我们有角色的不同,根据项目的不同,角色会有所差别。但实质上,我们都是合伙人,为了共同的事业走到一起,为了互相成全、互相成就,我们走到一起。我们互相包容。团队是无限的,合伙人根据自己的业务特点、根据每个人的特点,组织自己的团队。合适,则聚;不合适,则分。在团队里,业务合伙人有完全的人事权和财权,在项目上面,项目经理,有完全的人事权和财权。每个人都可以组织自己的团队,建立自己的独特业务体系。在公司里,在团队内,在项目上,互相尊重为合作前提,没有尊重,就没有合作。

All the colleagues in CNOOD are members of one family; we are all partners or would-be partners. Within the company, we are divided by different jobs and responsibilities—business, financial affairs, funding, commercial affairs, legal affairs, risk management, human resources, technology, quality control, etc. In teams, we assume different roles according to different projects. But essentially we are all partners who have joined together for a common cause and help each other to achieve our goals and fulfill ourselves. We forgive each other. Teams are boundless; partners organize their own teams according to their unique businesses and individual characters. We get together if we fit each other; we get divided if not. Within any team, a business partner has full authority over human and financial resources; on any project, a project manager has full authority over human and financial resources. Everyone can organize a team and establish a unique business system. Whether within the company, a team or on a project, mutual respect is a prerequisite for cooperation; it would be impossible to cooperate without respect.




特别说说不同部门之间的关系。

A few words about the relations between departments within the company.




特别说说不同部门之间的关系。我们很多合伙人来自不同的公司,有国企、外企、民企、私企等等,文化背景差别非常。来到施璐德以后,请大家尽量忘掉以前文化中不好的地方,尽量发挥积极的地方,这就会最终形成施璐德文化的一部分。请大家尽量想他人所想,急他人所急,尽量站在一个公司发展层面,来看待问题,解决问题。我想,如果这样,公司的冲突会少很多;解决问题,会有完全不同的好思路、好方法。

Now a few words about the relations between departments within the company. Many of our partners have come from different companies, including SOEs, foreign-capital companies, private companies etc., with a huge difference in their cultural backgrounds. Having joined CNOOD, please try your best to forget the negative elements of your previous workplace and give full play to the positive ones, which will eventually become a part of the CNOOD culture. Try your best to understand what others are thinking and share their concerns; try your best to look at the various problems from a perspective of the company’s development. If we do so, I believe, we will have much less conflict within the company, and we will have totally different, excellent ways of solving problems.




“自己定义自己的职责”

"Self-defined Responsibilities"




我们第一次推出了自己定义自己的职责,同时,会尝试针对对应的职责,对每个人建立评价体系。为什么?

We are the first company to have proposed the idea of “self-defined responsibilities” and in the meantime attempt to set up an assessment system for every member according to their individual responsibilities.


我们有很好的、很出色的合伙人,但是也很有限,越来越多的同事需要不断进步,满足不同市场发展的需要,满足不同业务发展的需要。我们的项目,我们的同事,分布不同的国家和区域。公司的不同业务板块,也分布在不同的地方。同事很难聚集,培训很难开展,指令很难下达,规定很难实行。如果做好业务、规范管理、高效运营,是摆在公司所有同事面前的一个很直接问题。公司经营不善,大家都得找工作,因此,这个问题,不是某一个人的问题,而是我们所有同事共同的问题。所谓成长,就是思考问题、直面问题、解决问题。做的越多,做的越好,成长越快。我们自定义职责,就是共创共治共享的一个举措。让公司的方方面面,都有人看、有人思、有人管、有人做,不怕重复。大家都在思考中进步,在共管中成长。我们力求尽快实现,WORKBENCH对我们成长的跟踪,把成长好的、成长快的、品德好的、愿意为公司奉献的,给予更多锻炼和成长的机会,逐步晋升到领导岗位、关键岗位、核心岗位。既给个人成长机会,给个人创造未来,更给公司创造可以信赖的未来,给我们大家创造更加可靠的未来。

While we have great partners, we do not have enough of them. More and more colleagues need to make continuous progress to meet the growing needs in different markets and businesses. Our projects and colleagues are distributed across countries and regions. Our business segments, too, are distributed in different places. It is hard to assemble our colleagues, to carry out training programs, to give orders, and to implement rules and regulations. By what means are we going to achieve good results in our businesses with standardized management and efficient operation? This is a question of immediate importance encountered by all our colleagues. We will have to look for a new job if the company fails to deliver good performance.Therefore this is not a problem for one person, but a problem all our colleagues have to face. Growth means thinking about problems, facing them bravely and solving them. The more and the better we do, the faster we will grow. The idea of “self-defined responsibilities” is one of the measures for building a company created, managed and shared by all its members. We must ensure that every aspect of the company be taken care of, never afraid of repetition. All of us are make progress as thinkers; we grow while sharing responsibilities of management. We try our best to enable, as soon as possible, WORKBENCH to track our growth, giving more opportunities to those who grow better and faster, maintain higher moral standards and are willing to contribute to the development of the company, and promoting them to key leadership positions. By doing so, we are able to create a future for every member by providing them with opportunities of growth, while creating a more reliable future for the company and for us all.



很多人问为什么看起来和CEO李燕飞女士没有关系的业务,也需要给她发提成。

Many people ask why our CEO Fay Lee gets a percentage for businesses that seem to have nothing to do with her.


她不仅是我很好的业务伙伴,同时,她还是我推举出来的CEO,实际有1美元的年薪。她在过去几年,管理的工作,有目共睹。她节约了大家的时间,更节约了我的时间。有个玩笑话,所有难做的项目,难做的事情,所有的人都可以跑,而我跑不了。从而我有更多的时间来从事业务的开发,从事项目的跟踪,从事合同的签署。这也是公司生存的理由之一,很重要的理由。希望大家把时间拿来做好项目,跟踪好客户。有一点大家可以放心,公司给大家的,就是公司能够给的最好的,公司一直就是以个人利益为优先。CEO李燕飞女士,同样是靠业务提成来取得收入。她的业务能力很强,如果不做CEO,她的业务会很好,收入会高很多,会超过她现在的水平若干倍。至少比我强很多,譬如fluor,我跟踪了5年都没有做出来,但她开始跟踪后,半年时间就出了很好的效果。窥一斑而见全豹,由此我们可以管窥她的业务能力。我要感谢她为我们大家的付出,大家也应该感谢她为我们大家做的努力。

She is a very good business partner for me, as well as the CEO of CNOOD recommended by me. In fact, she receives an annual salary of one dollar. The great management job she has done during the past years is obvious to all. She has saved everyone’s time, in particular that of mine. I once joked that everyone could avoid a difficult project or a knotty problem except me. Thanks to her work, I have more time to develop business, follow projects and sign contracts. This is also one—probably the most important one—of the raison d’etre of CNOOD. You are expected to spend the time on doing projects and following your clients. You can rest assured that the company always gives you the best it is capable to offer; we always put the individual interests first. Fay Lee, as the CEO, earns her income by percentage just like other colleagues. With her exceptional business abilities, she would make superior performance in business and her income would be several times what she earns now if she were not the CEO. At least she is much better than me. For example, I myself followed the fluor project for five years without success, and she has delivered remarkable results only half a year since she took over. As the saying goes, "From a single instance you may infer the whole." We can see her ability from this case. I would express my gratitude to her for what she has done for us; I think all of us should thank her for the effort she has made for us.




说说个人的发展。

A few words about individual career development.




在考虑这个问题的时候,请大家务必记住,施璐德是一个合伙制的公司,公司将成为每个人的一部分。

When thinking about this issue, bear in mind that CNOOD is a partnership which will become a part of everyone.



合伙人如何发展?

Partners



公司的合伙人越来越多。合伙人如何发展?一般,合伙人都有很好的技术背景、专业背景等,都有很好的资源优势,有的资源优势甚至是合伙人自己都完全没有意识到。从狭隘方面来讲,每个合伙人事实上都可以和我共建一个公司,而且这个公司可以运营的很好。为什么呢?我除了不懂业务,其它公司运营方面都经过专业训练和锻炼,能力属于中上,综合水平可以推动公司的良性发展。这就是施璐德的优势:不同合伙人之间,各自发挥不同优势,充分分享各自的优势,就会形成各具特色的业务板块;业务板块的发展,会有更多的溢出效应,衍生出更多的业务板块。合伙人可以根据自身的特点和喜好,推动和带动或者主导某一种或者某几种业务板块的发展,形成自身独特的价值实现模式。性灵出万象,风骨超常伦。只要我们放下身段,实事求是,彼此尊重,真心合作,百花齐放,百家争鸣,指日可待。

We are having more and more partners. How are they supposed to achieve their career development? Generally speaking, partners all have good technical and professional backgrounds, as well as advantages in resources, some of which have not yet been recognized even by the partners themselves. From a narrow perspective, every partner in fact is able to co-establish a company with me and run it very well. Why? I am well trained and tested in operating a company except for technical expertise, and my above-average ability enables me to realize the sustainable development of the company. This is the advantage of CNOOD: different partners can harness and share their respective advantages, thus creating numerous business segments with distinctive characteristics; the development of business segments will produce stronger spill-over effect and in turn bring about more business segments. Partners could push and lead the growth of one or more business segments according to what they are good at and what they like, forming specific models of value creation. "It is your temperament that shapes your demeanor, and your character transcends the ordinary." As long as we lower ourselves and be realistic, respect each other, work together sincerely, it can be expected that "a hundred flowers bloom and a hundred schools of thought contend" will soon be a reality.



非合伙人如何发展?

Non-partners



公司的非合伙人如何发展呢?如果有成熟方向的,可以参照合伙人模式。如果没有成熟方向的,可以加入任一合伙人的团队,和合伙人一起发展,协助合伙人开展业务,并不断学习成长。在此过程中,努力发现自己的兴趣方向,并使之不断成熟。一旦成熟,就可以参照合伙人发展模式。兴趣是关键,一个人成就最高的地方,应该是他最感兴趣的地方,应该是他舍得投入全部精力、为它努力不懈奋斗的地方。每个人的成熟,有他自己的轨迹,给自己时间,不盲从、不妄动、多思考、勤努力、常学习,必有云开日出的时候。长风破浪会有时,直挂云帆济沧海。

As for the non-partner members, how will they achieve career development? For anyone with a mature orientation, the partnership model could be followed. Anyone without a mature orientation can join the team of a partner, develop with the partner and assist in carrying out business, while keeping learning and growing. They are expected to try their best to discover the fields in which they are really interested and become more and more mature. Once mature enough, the partnership model could be followed. Interest is of crucial importance. People make the greatest achievement in areas where they are the most interested and are willing to put in all their energy and work relentlessly. People have their own paths toward maturity. Take your time, never follow others blindly and impetuously; think more, work hard, and learn on a constant basis, and you will finally see the sunshine, just as Li Bai, the famous Tang-dynasty poet once wrote, "A time will come to ride the wind and cleave the waves; I’ll set my cloud-white sail and cross the sea which raves."






财务、财政、商务、总务、质量、体系、系统等等,这些同事如何发展呢?归根结底,根据自己的兴趣方向,不断学习新知识,结合公司的发展方向,不断提升自身的能力和水平,为公司的发展提供新的发展动力、提供发展支撑、为发展保驾护航,成为某一行业的领军者,成为某一学科的领头羊,成为某一新行业的规划者、倡导者、实践者、成就者。

What about the career development of our colleagues dealing with financial affairs, commercial affairs, general affairs, quality control, systems, etc.? To put it in a nutshell, they should keep learning new knowledge according to their interest and improve their capabilities in light of the orientation of the company, giving new motive power and support to the company’s development. They are encouraged to become leaders in their sectors and professions, and to be the planners, sponsors, practitioners and achievers in new industries.


未来,我们将继续以培养人为核心,以培养特色团队为导向,以培养有担当、敢担当、勇争先的领导力量为目标,造就人才,造就施璐德的持续发展的未来,为把施璐德建设成为人人爱之、惜之、趋之的梦想之地而持续努力。

In the future we will continue to focus on training people, oriented toward the fostering of teams with distinguished features, and aim to create leadership with the courage of taking on responsibilities and competing for the best. Determined to produce talents and provide CNOOD with a future of sustainable development, we will continue to strive for building CNOOD into a dreamland which everyone loves, cherishes, and gravitates to.




END


作者简介 About Author


池勇海,男,汉族,1970年生于湖北省仙桃市。武汉理工大学管理学硕士,硕士导师刘国新教授;复旦大学经济学博士,博士导师洪远朋教授。2008年创立施璐德亚洲有限公司,现担任施璐德亚洲有限公司董事长。

Dennis Chi, of Han nationality, was born in Xiantao, Hubei Province in 1970. He received his Master’s degree in Management Science at Wuhan University of Technology, where he studied under Professor Liu Guoxin, and received his PhD in Economics at Fudan University, where he studied under Professor Hong Yuanpeng. Dennis is now Chairman of CNOOD ASIA LIMITED, which he founded in 2008.




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网址:www.cnood.com

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编辑:小H