菲利普•蒙泰羅是歐洲工商管理學院的戰略聯盟教授，也是全球人才競爭力指數學術主任。
Felipe Monteiro is an affiliate professor of strategy at INSEAD. He is also the academic director of the Global Talent Competiveness Index.
菲利普•蒙泰羅教授在香港英文報紙《南華早報》發表了關於海爾的文章，文章對張首席的多個精闢語錄進行了梳理，並對人單合一模式進行了深入剖析，讓公眾、學者和企業對海爾更深入了一分了解。菲利普•蒙泰羅教授的文章可以總結歸納為3個方面：張首席與人單合一，海爾的創新與創業、模式實踐與應用。菲利普•蒙泰羅教授認為：創業人才是大型組織的重要引擎，而海爾是創業人才如何創業的典範。菲利普•蒙泰教授的中文全文如下：
以員工為企業中心
張首席與人單合一
張瑞敏，中國家電製造商——海爾的執行長，作為全球最具創新精神的企業戰略家之一，在《財富》雜誌「全球最偉大領袖」名單中排第24位。他創造了一種創客商業理論，該理論融合多種哲學傳統，創造了一種工作方式，其核心就是以用戶為中心。
As one of the most innovative business strategists worldwide - ranked No 24 in Fortune's 「World's Greatest Leaders」-Zhang Ruimin of Chinese home appliance maker Haier has formulated an entrepreneurial business theory steeped in multiple philosophical traditions to create a way of working that, at its heart puts the user front and centre.
據張首席說，該理念在海爾體現為：物聯網的冰箱不僅僅是冰箱，更是用戶對生活方式需求的解決方案。
This idea permeates Haier in such a way that an IoT-connected refrigerator is more than a fridge. It’s 「a solution to address the lifestyle needs of users」, according to the chief executive.
在張首席2005年提出的術語「人單合一」中，張首席將他對未來的遠景具體稱為網絡經濟。「人」指的是員工，「單」指的是用戶價值，「合一」就是員工與用戶需求的聯繫。
Zhang crystallised his vision of the future as a networked economy in the term Rendanheyi in 2005: ren is for employees and dan refers to user value, while heyi is the connection between each employee and the needs of the users.
在這一理論下，每位員工在實現個人價值的同時也能夠為用戶或顧客創造價值。員工並非注重企業的關鍵業績指標，而是儘可能地直接為客戶需求服務。
Under this principle, each employee can create value for users or customers while also realising his or her own value. Rather than ticking off corporate KPIs, employees serve user requests as directly as possible.
該模式還使海爾創建了全球創客組織。海爾授權員工做出大大小小的決策，其中包括人員選擇和利潤分享。
The principle has also allowed Haier to create a global organization of entrepreneurs. The company empowers its workers to make large and small decisions, including personnel selection and profit sharing.
創新與創業
在採訪中，張首席解釋了在海爾 「所有創新都是如何由新的需求驅動，然後創造新的機會和新的市場，而不是通過已經存在的增量擴展」。
In an interview, Zhang explained how at Haier 「all innovation is driven by new needs and then creating new opportunities and new markets rather than by achieving incremental growth on what already exists」.
在今年的全球人才競爭指數中報導了人單合一商業模式。全球人才競爭力指數是年度標誌性報告，根據發展、吸引和保留人才的能力對各國進行衡量和排名。
The Rendanheyi business model is featured in this year’s Global Talent Competitiveness Index, an annual benchmarking report that measures and ranks countries based on their ability to grow, attract and retain talent.
創業人才——員工設法發現、處理和解釋數據以做出使市場成功的決策方式——是今年報告的主題，在全球人才競爭力指數中，我們可以看到創業人才如何在全球範圍內引領競爭力。
Entrepreneurial talent - the way workers manage to discover, process and interpret data to make the decisions that lead to market success - is the theme of this year’s report. In the Index we see how entrepreneurial talent leads to competitiveness on a global level.
它是大型組織的重要引擎，海爾是創業人才如何創業的典範。
It is a vital engine for larger organizations and Haier is a stellar example of how entrepreneurial talent can grow a business.
模式實踐
隨著海爾發展成為全球白色家電的引領者，其在全球範圍內輸出的獨特創客商業模式，在2017年實現近400億美元的收入。
As Haier expanded to become a world leader in white goods, it exported its unique entrepreneurial business model around the world with nearly US$40 billion to revenue in 2017.
三洋的白色家電部門位於日本，並在2012年被海爾收購。三洋擁有優秀的技術和產品，但在員工的人才發展方面缺乏相應的模式。創業人才和出色技術背景的相結合，使三洋在被海爾收購後的八個月內扭虧為盈。
Sanyo’s white goods division in Japan, acquired by Haier in 2012, had excellent technology and products, but its employee model was lacking in talent expansion. Entrepreneurial talent, combined with an impressive technologybackground, allowed Sanyo to reverse its losses within eight months of its acquisition by Haier.
中國公司專注於與客戶直接聯繫。海爾的日本負責人Du Gingguo將以精英管理為基礎的文化傳授給了日本團隊，並且有時通過非正式方式進行。與三洋員工共事過程中，杜表現的非常有耐心，直到三洋員工能夠了解新體系。
The Chinese company’s focus on direct contact with clients and its culture based on meritocracy was taught, sometimes informally, by Du Gingguo, the head of Haier Japan, to the Japanese team. Du patiently worked with the Sanyo workers until they understood the new system.
在美國通用電氣家電中，海爾需要克服不同的問題來推廣創客制。通過創客制的激勵機制，每位員工在實現個人價值的同時也能夠為用戶或顧客創造價值。
At GE Appliances in the US, Haier needed to overcome distinct issues to its quest to spread entrepreneurism.
張首席說：員工「不再被激勵去做正確的事情，所以我們正在幫助他們成立小微。這些小微包括來自以前不同部門的人員，從[研究和開發]，從製造.建立新團隊，他們最終對市場負責。」
Employees were 「no longer incentivised to do the right thing, so we are helping them to build micro enterprises instead. These enterprises consist of people from previously different departments, from [research and development], from manufacturing...building a new team. They wind up being responsible to the market」. Zhang said.
當問及管理思想家如何評價自己的工作時，張首席說，他想自己的成果是「將一個科層制和官僚企業轉變為生態系統，將整個花園變成雨林。有些部分會消失，有些部分會出現，但總的來說，它永遠保持活力，不斷發展。」
When asked how management thinkers to the future would look back on his work. Zhang said he imagined his legacy would be 「hanging a hierarchal and bureaucratic enterprise into an ecosystem, changing a whole garden into a rainforest. There are parts that die off and parts emerge, but on the whole. It’s ever-living and ever-evolving」.
轉自南華早報3月2日的文章，作者菲利普•蒙泰羅
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