2022年1月12日，在數(shù)字化轉(zhuǎn)型“十年更新”的歷史節(jié)點(diǎn)上，美的集團(tuán)董事長(zhǎng)兼總裁方洪波向全體員工發(fā)表了《堅(jiān)定生長(zhǎng) 海闊天高》的主題演講，致敬全球各地的美的人，與16萬(wàn)美的人一起傾聽(tīng)時(shí)代的聲音，一起回首，反思，堅(jiān)定生長(zhǎng)。科技推動(dòng)變革依舊是這個(gè)時(shí)代的主旋律。在大時(shí)代轉(zhuǎn)折點(diǎn)，方洪波帶領(lǐng)美的人剖析“?！迸c“機(jī)”，持續(xù)顛覆、進(jìn)化，堅(jiān)定科技推動(dòng)變革的方向，升級(jí)存量、創(chuàng)造增量，朝著“更新十年”，朝著偉大百年企業(yè)的目標(biāo)邁進(jìn)。

面對(duì)疫情危機(jī)、“雙碳”挑戰(zhàn)、市場(chǎng)變幻、新技術(shù)挑戰(zhàn)等百年未有之大變局，全體美的人齊心協(xié)力，相互守望，度過(guò)了非比尋常的兩年。平凡是一種力量，匯聚成美的力量，激勵(lì)著美的一路披荊斬棘，堅(jiān)韌地推動(dòng)了美的實(shí)現(xiàn)逆勢(shì)增長(zhǎng)。

美的“科技領(lǐng)先、用戶直達(dá)、數(shù)智驅(qū)動(dòng)、全球突破”四大戰(zhàn)略路徑已深入美的人心，成效顯著。美的五大業(yè)務(wù)板塊堅(jiān)定走自己的路，持續(xù)迭代優(yōu)化，不斷突破邊界：

智能家居事業(yè)群打造深度開(kāi)放的家居生態(tài)圈，推出全新智慧家解決方案，IoT場(chǎng)景生態(tài)的想象空間不斷拓展；

暖通與樓宇事業(yè)部升級(jí)為樓宇科技事業(yè)部，提供智慧樓宇整體解決方案，發(fā)布數(shù)智電梯新品牌LINVOL、樓宇數(shù)字化平臺(tái)iBuilding；

機(jī)電事業(yè)群升級(jí)為工業(yè)技術(shù)事業(yè)群，家電芯片實(shí)現(xiàn)規(guī)模化量產(chǎn)，新能源車零部件業(yè)務(wù)來(lái)到起飛的拐點(diǎn)，工控產(chǎn)業(yè)邊際不斷擴(kuò)張；

機(jī)器人與自動(dòng)化事業(yè)部業(yè)績(jī)大幅提升，庫(kù)卡多款新產(chǎn)品投入市場(chǎng)，從汽車等優(yōu)勢(shì)行業(yè)向一般工業(yè)突破，瑞仕格在電商零售銷售利潤(rùn)雙增長(zhǎng)；

數(shù)字化創(chuàng)新業(yè)務(wù)不斷孵化和吸收新品牌、新業(yè)務(wù)，始終保持最前沿的市場(chǎng)嗅覺(jué)，美云智數(shù)賦能更多制造企業(yè)數(shù)字化轉(zhuǎn)型，安得智聯(lián)助力行業(yè)客戶全渠道發(fā)展，萬(wàn)東醫(yī)療攻克國(guó)產(chǎn)醫(yī)療制造“卡脖子”難題。

無(wú)論有多少坎坷險(xiǎn)阻，多少困難挫折，美的人都會(huì)迎難而上！只要堅(jiān)定方向不停奔跑，就能看見(jiàn)希望，擁抱未來(lái)。

在變幻莫測(cè)、市場(chǎng)加速的當(dāng)下，按部就班意味著平庸，也意味著死亡之危。無(wú)論是商業(yè)模式還是科技創(chuàng)新，都必須持續(xù)變革，從而維持機(jī)制的活力，保持市場(chǎng)競(jìng)爭(zhēng)力。

美的站在一個(gè)面向全球突破的新起點(diǎn)上，需要有更高的要求、更高的視野、更高的標(biāo)準(zhǔn)來(lái)審視自己，看清自己的現(xiàn)狀。

美的面向全球市場(chǎng)的競(jìng)爭(zhēng)力需要進(jìn)一步加強(qiáng)，基礎(chǔ)研究、技術(shù)研發(fā)存在“卡脖子”現(xiàn)象，制度、商業(yè)模式的創(chuàng)新變革還不夠堅(jiān)決，解決固步自封、盲目自信的心智問(wèn)題迫在眉睫。

在美的，唯一不變的就是變。沒(méi)有更好的年代，也沒(méi)有更壞的年代，只有更新的年代。持續(xù)進(jìn)化、自我顛覆是美的前進(jìn)的唯一路徑。

科技領(lǐng)先是美的最核心的戰(zhàn)略。美的未來(lái)幾年經(jīng)營(yíng)思路的核心就是對(duì)科技執(zhí)著地投入，以新戰(zhàn)略推動(dòng)新增長(zhǎng)，通過(guò)認(rèn)知升級(jí)、思維突破，不斷升級(jí)存量，創(chuàng)造增量。

創(chuàng)新和求變是美的最大的增量，就是要做美的沒(méi)有做過(guò)的事情，堅(jiān)定投資未來(lái)，不斷構(gòu)建超越時(shí)代的引領(lǐng)能力，美的將奔赴更廣闊的星辰大海。

萬(wàn)物枯榮，寒冬時(shí)要更加堅(jiān)定生長(zhǎng)。美的在專注ToC業(yè)務(wù)“數(shù)一戰(zhàn)略”的同時(shí)，堅(jiān)定點(diǎn)燃第二引擎，向ToB轉(zhuǎn)型，開(kāi)創(chuàng)新局面。

美的從一粒種子成長(zhǎng)為一棵大樹(shù)，公司治理的先進(jìn)性、價(jià)值理念的與時(shí)俱進(jìn)、管理層的心靈成長(zhǎng)，這三點(diǎn)是這棵大樹(shù)的樹(shù)根，要牢牢地扎入大地，堅(jiān)定生長(zhǎng)，才能實(shí)現(xiàn)枝繁葉茂。公司治理要進(jìn)一步分享責(zé)任、權(quán)利和義務(wù)，激發(fā)活力，激發(fā)企業(yè)家精神；價(jià)值理念要把以員工、用戶、客戶、合作伙伴為中心落到實(shí)處，大家有共同的信仰和理念，美的才能生生不息；管理層要不斷自我反思和否定，進(jìn)行精神、認(rèn)知等全方位的成長(zhǎng)。

理解過(guò)去，方能籌備未來(lái)。百年企業(yè)的變遷告訴我們，“成熟的”大企業(yè)都不喜歡冒險(xiǎn)、不喜歡自我否定。但歷史同樣告訴我們， “成功的”企業(yè)都在不斷地自我革命、自我否定。

而美的在發(fā)展歷程中的每一次主動(dòng)轉(zhuǎn)身，也都嘗到了甜頭。從1993年改制上市，到2012年起通過(guò)數(shù)字化轉(zhuǎn)型、管理模式創(chuàng)新等一系列變革，美的完成短期業(yè)務(wù)目標(biāo)的同時(shí)又進(jìn)行了長(zhǎng)遠(yuǎn)規(guī)劃?！笆旮隆逼陂g，美的經(jīng)營(yíng)數(shù)據(jù)、產(chǎn)業(yè)布局已發(fā)生巨大變化。

大道至簡(jiǎn)，美的志存高遠(yuǎn)，要在不確定的環(huán)境中建立起確定性的優(yōu)勢(shì)，必須最先使用行業(yè)領(lǐng)先技術(shù)，在最美好的時(shí)候建立第二增長(zhǎng)曲線，構(gòu)建新的增長(zhǎng)賽道，實(shí)現(xiàn)從低附加值向高附加值轉(zhuǎn)變。

面對(duì)未來(lái)宏大敘事的構(gòu)架已經(jīng)清晰，美的在全新戰(zhàn)略布局下，堅(jiān)持自我否定和變革的基因，在新時(shí)代呼喚新英雄，尋找有饑餓感的人，不斷加大科學(xué)家隊(duì)伍的建設(shè)。

偉大企業(yè)必然會(huì)經(jīng)歷周期性的洗禮。美的無(wú)城可守，必須敢于變革，堅(jiān)持做長(zhǎng)期而正確的事情，避免“大而不美”，堅(jiān)持利他主義，激發(fā)企業(yè)家精神，通過(guò)科技投入、產(chǎn)業(yè)轉(zhuǎn)型升級(jí)、管理層更替、重視新世代人才，重新驗(yàn)證偉大企業(yè)的發(fā)展規(guī)律，迎接一個(gè)“更新十年”。

54年來(lái)，美的不是躺贏的，是干出來(lái)的！

很多人畢生追求，一直等待，可能也沒(méi)有機(jī)會(huì)；有些人從來(lái)都沒(méi)有機(jī)會(huì)，被飛速變化的數(shù)字時(shí)代所拋棄。

百年變局，百年機(jī)遇，就在美的面前，就在美的人面前。得時(shí)無(wú)怠，時(shí)不再來(lái)；堅(jiān)定生長(zhǎng)，海闊天高；青春和理想就是美的的天空。

只有天空才是我們的極限，讓我們的青春和理想在天空中飛揚(yáng)！讓我們朝著偉大的世界級(jí)科技集團(tuán)全力奔跑！

再見(jiàn)容易，重逢卻難！

讓我們一起繼續(xù)守望、攜行——

與更青春、更美的自己在未來(lái)重逢！

Technology-driven transformation remains the main theme of the current era. Standing at this turning point, Paul, together with Mideans, analyzed the "risks" and "opportunities" of continuous change and evolution guided by technology-driven transformation. Midea will continue to upgrade its existing operations and create new businesses, firmly heading towards the goal of becoming a century-old company, starting from this "new decade".

Facing profound change unseen in a century such as the COVID-19 pandemic, peak-carbon and carbon-neutral challenges, social upheaval and tests from new technologies, all Mideans have worked together and grown with resilience over the past two extraordinarily difficult years. Mediocrity has been a strength for Midea inspiring Midea Group to buck the trend and obtain remarkable results.

Midea's Four Strategic Focuses – "Technology Leadership, Direct to Users, Digitalization & Intelligence Driven, Global Impact" – have been firmly planted in each Midean's mind, yielding significant results. Midea continuously optimizes its five business segments to break new ground:

The Smart Home Business Group has created a fully open home ecosystem and launched brand-new smart home solutions, and the scope of our IoT ecosystems continues to expand.

The HVAC & Building Technologies Division has been reformed into Midea Building Technologies Division, a provider of comprehensive smart building solutions. It has launched LINVOL, a new digital elevator brand, and iBuilding, a digital building platform.

The Electromechanical Business Unit has been transformed into Midea Industrial Technology Business Group. It is exploring the broader industry of large-scale production of home appliance chips, the launch of five key NEV (electric vehicle) parts and automated manufacturing.

The Robotic & Industrial Automation Division has seen substantial improvement in business performance. KUKA has placed a number of new products on the market, with breakthroughs made in new industries rather than just their traditionally strong business fields such as automobile. Both E-Commerce retail sales and profit of Swisslog have doubled.

The Digital Innovation Business keeps incubating and absorbing new brands and new businesses, always remaining highly sensitive to the cutting-edge market. Midea Cloud is empowering more manufacturing companies in digital transformation. Annto Logistics Technology enables the omni-channel development of industry partners. Wandong Medical has made breakthroughs in medical device manufacturing in China.

Mideans will always rise to challenges regardless of any ups and downs! There is always hope, and we will have a brighter future as long as we continue to forge ahead in a set direction.

In an ever-changing market with accelerating uncertainty, following the old paths equals mediocrity, and means death. We must continue to reform in both business model and technology innovation to maintain our vitality and market competitiveness.

At this new junction, aiming for global impact, we need to examine ourselves and our situations against higher requirements, higher standards, and a broader vision.

Midea needs to enhance its global competitiveness and achieve significant breakthroughs in basic research and technology R&D. We have not been decisive enough in innovation and reform of our systems and business models. It is imperative for us not to be arrogant and get out of our comfort zone.

In Midea, the only thing that never changes is change itself. There is neither a better era nor a worse era, only a new era. Continuous evolution is the only pathway towards a brand-new Midea.

Technology Leadership is the core strategy of Midea. In the next few years, Midea’s key business principle is to implement new strategies, firmly investing in technology to boost new growth areas, continually upgrading existing operations and achieving further growth by enhancing our own perspective and breaking down established mindsets.

Midea innovates and changes for greater growth, and innovation is to do things we have not done before. We should further invest in the future and build capabilities that give us a competitive edge surpassing current trends and drive Midea towards a brighter future.

In this cold winter, we need to be more determined to grow. We should ignite our "Number Two Engine" decisively and embrace ToB transformation to break new ground whilst still retaining the "Number One Engine" of ToC business.

Midea has grown from a startup into a global enterprise like a magnificent tree growing from a tiny seed. Thanks to its advanced governance mechanism, future-proof values, and managerial mindset growth, which are its three strong roots reaching deeply into the soil nourishing the branches and leaves. Under an advanced governance mechanism, we empower responsibilities, rights and obligations and encourage entrepreneurship. With future-proof values, we should truly put employees, users, customers and partners at the center of all things. Only if we share the same belief and ideas can Midea continue to prosper far into the future. The Management needs to reflect on and challenge themselves, endeavoring to achieve all-round growth both spiritually and intellectually.

We need to plan ahead using correct interpretations of the past. Transformations over the last century tell us that "established" companies hate to take risks and challenge themselves. But history also tells us that "successful" companies continually reform and challenge themselves.

Each change made along Midea's development journey has borne fruit. Midea reformed its corporate system and went public in 1993. Since the digital transformation and model revamping from 2012, it has accomplished many of its short-term business targets. We have also made long-term plans. Amid the 10-year transformation, Midea experienced radical changes in business data and industrial deployment.

Great truths are always simple. While aiming high, Midea needs to find certainties amid uncertainties to build strengths. We must be the first to apply industry-leading technologies, create a second growth curve at the optimum time, and open up a new avenue for growth to realize a transition from low added value to high added value.

With a great story woven by all Mideans, Midea calls upon new heroes for the new era, eagerly seeking talent, and expanding the team of scientists.

A great company will inevitably undergo different cycles. Midea must guard against itself, never retreating and boldly embracing transformation. We should persist in doing the right things over the long term and avoid being "big but not perfect". We should advocate altruism, inspire entrepreneurship, and develop via technological investments, industrial transformation and upgrading, appointment of competent managers, and emphasis on new-generation talent to embrace a decade of course resetting.

Over the past 54 years, Midea has been built by all hard-working Mideans.

Many people may have been pursuing dreams their whole lives, constantly waiting, but may not get the opportunity they need; some may have never had an opportunity, and have been left behind in the rapidly changing digital era.

After the decade of course resetting, Midea and Mideans are standing in front of opportunities unseen in a century to deliver robust growth. Let's make every effort to seize the day, since it will never occur again. Built to Grow, Expand to Fly. Our youth and dreams have the power to drive Midea higher and further.

We will never stop pursuing our youth and dreams as there are no limits upon us! Let's join forces to build Midea into a technology-driven group with global impact!

It may be easy to say goodbye but it's hard to meet again! Let's keep moving forward on the same mission – and meet our better selves in the future!