#New Perspective of Corporate Culture#

In the vast world of business, corporate culture is a bright star, illuminating the way forward for the enterprise and guiding the steps of every employee. It is not just a few slogans, but permeates every detail of the enterprise's operations, every decision, and the heart of every employee.

Today, let us listen to Ms. Chen Zilan, Chairman of Faquan, share her new insights into corporate philosophy after studying at the Hong Kong University Institute of Chinese Business (HKU ICB).

(The University of Hong Kong, referred to as "HKU" (HKU), is a public research university in Hong Kong, China, with a long history and international reputation. It was founded in 1910 and officially registered the following year. It is the first university in Hong Kong, China. HKU has multiple colleges, including the School of Architecture, the School of Arts, the School of Business, etc., and has achieved world-leading academic research results in many fields, especially in the fields of medicine, law, business and engineering. HKU focuses on students' independent learning and exploratory learning, with a flexible teaching model and a high degree of internationalization, providing students with extensive international exchange opportunities. Its business school, the Hong Kong University Chinese Business School (HKU ICB), has trained a large number of business elites and provided a large number of high-quality talents for the business community.)

01. Appreciative inquiry is positive for 95% of the favorable people

A typical case is ProCare, an auto repair company under British Petroleum. At the end of its first year of operation, ProCare's customer survey showed that 95% of customers were 100% satisfied, which anyone in the auto repair industry would confirm is an astonishing statistic. However, the company's management was not satisfied and decided to conduct customer focus groups, but unfortunately, they only asked the 5% of dissatisfied customers what they were dissatisfied with, and then covered the walls of each station with vivid descriptions of the reasons for customer dissatisfaction. Soon, customer satisfaction dropped, while employee morale was low and staff turnover began.

 When they heard about the company's situation, a team of appreciative inquiry consultants offered suggestions to help the company improve its declining business. They suggested conducting focus groups with those customers who were 100% satisfied, and with great doubt and excitement, the repair company's management agreed. The results were shocking, and customer satisfaction turned around. In order to achieve better results, people began to review the root causes of this success. It turned out that appreciative inquiry must be completely optimistic, and this attitude and position will create a rich learning environment, and its reward is high levels of customer satisfaction. The core of appreciative inquiry is the "art of asking questions", which is a skill.

In daily life, we often unconsciously focus on the conspicuous 5% of bad reviews, always wanting to understand it, solve it or can't wait to know why, but we are exhausted and even in a mess. However, under this tip of the iceberg, there is a much larger and more critical 95% of positive and satisfied reviews. Customers appreciate, affirm, identify and praise us. This 95% includes the core values that enable the company to survive for a long time, the inner beliefs that drive employees to keep moving forward, the subtle cultural atmosphere that permeates the entire organization, and the hidden factors that play a decisive role in long-term development. If we only focus on that 5%, we will only see the temporary appearance and ignore the endless treasures under the deep sea. A truly excellent company will guide its employees to go beyond this limitation and explore the deep meaning and value behind every task and every decision. When we expand our vision to this 95%, the company will be like a giant tree rooted in deep soil, with a solid and lasting cultural foundation, and employees will also find a sense of mission and belonging that transcends the material level, thereby injecting a continuous source of power into the company's sustainable development.

02. Aim high: Take "100 million" as a beacon of progress

When it comes to "a small goal", we all think of the famous saying "earn 100 million first". But in Faquan, "100 million" is not only a symbol of wealth, but also a spiritual totem, implying the determination to set high goals and dare to challenge. It inspires the team to set and pursue goals that seem out of reach but can actually be achieved through unremitting efforts. In the long journey of pursuing this goal, every challenge is a step to growth, and every breakthrough is a solid step towards success. It inspires employees to release unlimited creativity and potential, and encourages the company to continue to explore and move forward on the road of strategic planning, teamwork and continuous innovation.

03. Cognitive sublimation: from ignorance to mastery

In the vast field of knowledge and cognition, enterprises and their employees are like ships and sailors at the helm breaking through the waves in the sea of knowledge, experiencing different levels of cognitive realms:

1.UU I don’t know I don’t know

2.CU I know myself I don’t know

3.CC Know (consciously)

4.UC Knowing in one

When in the UU stage, it is like being in a fog, lacking basic cognition and awareness of many things, and even not realizing the lack of knowledge. The company plays the role of a guide here, helping employees move from the ignorant state of UU to the awakening of CU through systematic training, rich learning resources and diverse communication platforms. When employees realize their shortcomings and are eager to learn, they embark on the CU journey full of exploration and growth.

In the CU stage, employees take the initiative to absorb knowledge nutrients, broaden their horizons and improve their skills. With the accumulation and precipitation of knowledge, they gradually enter the CC stage. At this time, employees are no longer satisfied with the superficial understanding of knowledge, but deeply explore the meaning and value behind it, and closely connect it with the business practices of the company to create practical and in-depth value for the company. UC is the highest level of cognition, where employees are integrated with knowledge and are closely connected with the company's culture and values. At work, they can make decisions that are in line with the company's long-term interests with their internalized wisdom without having to do anything deliberately, and every move demonstrates the corporate spirit. Companies should make every effort to create a learning culture ecology, provide fertile soil and sufficient sunshine for employees to advance in these four cognitive stages, and promote the common growth and sublimation of employees and companies.

Corporate culture is the soul of an enterprise, the spiritual bond that unites all employees, and the beacon of wisdom that leads the enterprise through wind and rain and towards glory.

Let us think positively together, guided by the grand goal of "one hundred million", and continue to climb on the road of knowledge cognition. Under the nourishment of this culture, the enterprise will stand proudly in the fierce market competition and move forward courageously towards an endless future.