A certain central leader sighed with emotion when he saw the photo of Haier: "Don't look at the Chinese people sitting in front, sitting means really standing up."

Haier President Zhang Ruimin Extraordinary enthusiasm and concern for the operation of the organization. He said: "China introduced Japanese management in the early 1980s, but it was not successful. The important point is that it only focused on form and ignored ideas and content." At that time, he was the first to pick up a hammer and smashed the quality problems. The refrigerator suddenly woke up the employees: a defective product is a waste product. His Haier created the OEC management method (Overall every control and clear): comprehensively control and clear everyone, every day, and everything, "refined, zero defects." He also believes that only Chinese-style management models can be used to manage Chinese companies. The formula he formulated is: Japanese management (team awareness and hard-working spirit) American management (personality expansion and innovative competition) The essence of management in traditional Chinese culture = Haier management model. He regarded the realization of the "highest level of autonomous management" as his goal, saying: "Haier's management is not to achieve a certain numerical standard, but to enhance the cohesion of the entire enterprise and enhance the sense of responsibility of each employee."

In May 1995, Panasonic Electric Company, which was established nearly 80 years ago, came to China for the first time. Bo Xinxing, a counselor of this company, listened to the introduction of Haier's corporate culture and visited the air conditioner factory. He was greatly shocked: "I feel nervous and lack of confidence when introducing Panasonic's management to a company like Haier... Panasonic must work harder, otherwise it will not be able to catch up with Haier!" It is said that Haier's success is due to Zhang Ruimin. People who know Haier often come to the same conclusion: as long as Zhang Ruimin is in Haier, Haier can rest assured. Zhang Ruimin said: "That's not the case. The healthy development of Haier and Haier cannot be simply equated. You may make a company prosper, but you may also make it collapse. The success will be poor, and the failure will be poor. This case is not limited to China. There are many cases in the world. If you are not careful, the company may collapse in your own hands." Regarding Zhang Ruimin, the business community has three questions: First, Zhang is a "third-year-old" with three years of part-time study and no academic background. , where did the modern business management knowledge and superhuman wisdom come from? 2. Unlike many business leaders who have a lot of criticisms, Zhang is extremely popular both inside and outside the company and is almost without controversy. Isn’t it a bit incredible? 3. Zhang also started his business in the 1980s and rose to prominence in the 1990s, while many others fell. Why is Zhang so stable and "longevity"? Zhang Ruimin claims to have read a lot of books and is a rare "educated person" among entrepreneurs. He claims to be a good writer, with rigorous logic and good writing. "Haier is the sea" - Zhang Ruimin once wrote an article with this title.

External comments said that it would be too risky for Haier to go to the United States. Zhang Ruimin responded, "It would be even more risky if we don't go!"