26年,对中国企业来说,那是奋斗、追赶、学习并走向创新的峥嵘岁月。改革开放以后,国企一马当先,扩大企业经营管理自主权、实行两权分离,开始建立现代企业制度。阵痛大于喜悦、失落大于自豪。虽然没有了昔日老大的威风,但渐渐散了虚火,向着拥有现代管理制度的企业迈进,它的意义远远大于“国企”这个名分。民营企业如今的蓬勃发展得益于政策,也得益于自身的努力。从个体户的小打小闹,到一个个模式的形成,以至今天与国企、外企的分庭抗礼,甚而代表着中国企业发展的未来。尽管有分歧、尽管有争论、尽管仍不如人意,但民营企业代表的是先进的生产力,这一点毋庸置疑。我们感谢外企,从可口可乐那里获得一个气球、从肯德基那里品尝第一块鸡起,中国开始接受了国外先进的管理思想。外企为中国的企业打开了一扇窗,一个新天地。在竞争中、在较量中,中国企业更加国际化、更加走入正轨,而外企也越来越感受到管理本土化的重要性。外企赖以成功的商业模式和管理经验虽然值得借鉴,却无需盲目崇拜和照搬。日本和韩国企业在学习美国企业管理的基础上,通过结合自身民族文化的特性以及自身的不断创新,创立了众多独具特色的管理理论和技巧,这也许是中国企业的未来。我们坚信,在不远的未来,中国的模式将成为管理的焦点。我们走进中国变化巨大的26年,体味的是难以名状的激情,有痛苦,也有兴奋。 For 26 years, for Chinese enterprises, it is a remarkable year for fighting, catching up, learning and moving toward innovation. After the reform and opening up, the state-owned enterprises took the lead, expanded their autonomy in business management, separated their rights and started the establishment of a modern enterprise system. Pain is greater than joy, loss is more than pride. Although there is no prestige of the old boss, but gradually dispersed virtual fire, toward the modern management system of enterprises forward, its significance is far greater than the “state-owned” this fame. Private enterprises are now booming thanks to policies and to their own efforts. From the slaughter of self-employed workers to the formation of one model, even today, it stands against the rivalry of state-owned enterprises and foreign enterprises and even represents the future of the development of Chinese enterprises. Despite the disagreements, despite the controversy, though still unsatisfactory, it is beyond doubt that private enterprises represent advanced productive forces. We are thankful to foreign companies for obtaining a balloon from Coca-Cola and the first chicken from KFC. China has started to accept advanced foreign management ideas. Foreign companies opened a window for Chinese enterprises, a new world. In the competition, in the contest, Chinese enterprises are more internationalized and more on the right track. Foreign companies are also feeling the importance of managing localization. Although successful business models and management experience of foreign companies are worth learning from, they need not be blindly worshiped and copied. Based on the study of American business management, Japanese and South Korean enterprises have created many unique management theories and techniques based on their own national culture and their own continuous innovation. This may be the future of Chinese enterprises. We firmly believe that in the near future, China's model will become the focus of management. When we walked into China's huge 26-year period of change, we were amazed by the indescribable passion, pain and excitement.