On the 10th Anniversary of
the Founding of CNOOD
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.
Some people would ask why CNOOD exists.
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.
What about the relations between our colleagues?
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.
A few words about the relations between departments within the company.
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.
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.
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.
Many people ask why our CEO Fay Lee gets a percentage for businesses that seem to have nothing to do with her.
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.
A few words about individual career development.
When thinking about this issue, bear in mind that CNOOD is a partnership which will become a part of everyone.
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.
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."
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.
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.
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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