媒体报道 MEDIAMEDIA
从 2008 到今天，媒体报道完整见证了三段旅程：GE 的谭校长，阿里的谭校长，港大的谭教授。身份换了三次，讲台从未离开——这正是「高管教育者」最确切的注脚。以下按时间呈现，每一篇报道，都来自当年的现场。 From 2008 to today, media coverage bears witness to three chapters: Dean Tan at GE, Dean Tan at Alibaba, and Professor Tan at HKU. The title changed three times; the lectern never left — the truest footnote to "executive educator". Presented chronologically below, every piece comes from the scene of its time.
↗ 学院官方人物特写OFFICIAL HKUBS FACULTY PROFILE从风筝之都潍坊，到财富 500 强的董事会——学院官网的专门人物特写，记录一条「成人达己」的领导力长路：GE 克劳顿维尔中国校长，推动「GE Beliefs」覆盖逾两万员工并获金奖；阿里未来 CEO 项目，奠基集团继任计划；加盟港大后，以「People, Practice, Platform」把真实案例带进课堂。「走出舒适区，迎接挑战——它们是你最锋利的老师。」From Weifang's soaring kites to Fortune 500 boardrooms — the School's dedicated profile traces a leadership journey of "helping others to help yourself": Dean of Crotonville China, driving "GE Beliefs" for over 20,000 employees with the Gold Award; architect of Alibaba's Future CEO Program; and at HKU, bringing real cases into the classroom through "People, Practice, Platform". "Step beyond your comfort zone. Embrace challenges — they're your sharpest teachers."
十年导览 THE DECADETHE DECADE
GE 大学历史上最年轻的中国校长。一篇绩效千字文两天引爆 20 万读者，「人力资源三部曲」巡演三城、五万 HR 共鸣。媒体记录了一个把学习做成信仰的人。The youngest China dean in GE University's history. A thousand-character essay on performance drew 200,000 readers in two days; his "HR Trilogy" toured three cities to 50,000 HR professionals.
2018 — 2024从湖畔学院执行校长兼任集团组织人才发展负责人，到自营电商事业群大政委，再到淘天集团组织变革与人才发展一号位。人民网系统阐释阿里人才战略，千人传橙官体系、新六脉神剑、1 号位十三问——把方法论种进互联网的土壤。From Executive Dean of Hupan College & head of group organization & talent development, to Chief Commissar of the direct-retail business group, to No.1 of organizational transformation & talent development at Taobao & Tmall. People.cn documented Alibaba's talent strategy; a thousand-strong lecturer corps, the New Six Meridian Values, and thirteen questions for every No.1.
2024 — 至今2024 年 5 月从企业回到校园，把二十年实践沉淀为亮见思想体系——1391，亮见的旗舰。两个专栏同时书写：「亮见进化论」观变局，「亮见薄扶林」看香港。Returning from industry to academia in May 2024, distilling two decades of practice into the Liang Jian thought system — 1391, its flagship. Two columns run in parallel: Fortune China's "Liang Jian Evolution" and HKEJ's "Liang Jian Pokfulam".
媒体专栏 COLUMNSCOLUMNS
组织为何进化、何为 AI 原生、如何开始——一号位先行，「浓度 · 密度 · 态」三度检验。Why organizations must evolve, what "AI-native" means, and how to begin — the No.1 first, tested by depth, density and state.
财富中文网 · 专栏以亮见观变局，以实务论进化——战略执行、组织变革与领导力。Strategy execution, organizational change and leadership in the age of AI.
信报 · 专栏立足薄扶林，面向大湾区——香港的 AI、创科与产业转型。Rooted in Pokfulam, facing the Greater Bay Area — Hong Kong's AI and industrial shift.
视频切片 VIDEO CLIPSVIDEO CLIPS
媒体为三场对话留下的影像：一场两个半小时的专访、一场 WAIC CEO 早餐会的发言（观察者网 · 科工力量），以及一场出海专访（21 世纪经济报道）。以下为视频号链接，需在微信中打开观看。Three conversations captured on camera — a 2.5-hour interview and a WAIC CEO Breakfast keynote (Guancha's Sci-Tech Power), plus an interview on going global (21st Century Business Herald). These are WeChat Channels links; open them in WeChat to watch.
两个半小时专访「卡脖子的不是技术，是组织」的视频切片；完整文字实录见时间线 2026 年 8 月条目（上 / 下 / 终篇）。Video clips from the 2.5-hour interview "The Bottleneck Is Not Technology, but Organization"; full transcripts in the timeline, August 2026 (Parts I, II and Final).
演讲「未来只有两种就业状态——『无班可下』与『无班可上』」的现场视频切片；演讲实录见时间线 2026 年 7 月条目。On-stage clips from the keynote "Only Two Kinds of Jobs Ahead — 'No Off-Duty' and 'No Job at All'"; transcript in the timeline, July 2026.
专访「三大维度打造中国企业出海『硬实力』」的视频；文字报道见时间线 2025 年 12 月条目。Video of the interview "Three Dimensions of Chinese Enterprises' Global 'Hard Power'"; written coverage in the timeline, December 2025.
时间线 TIMELINETIMELINE
工作室学员走进香港大学上海中心，谭亮教授作《AI 时代的学校 1 号位：生成式 AI 的趋势研判与基础教育破局点》讲座——从大模型推理能力跃迁、多模态交互、智能体应用到成本快速下降逐一研判趋势，落到教师减负、循证教研、学生画像与 AI 素养教育等场景；AI 能否真正进入学校，取决于校长把它放在什么位置——是零星采购，还是学校的一号工程；不必什么都做，而要找准真正撬得动的那一个点。Studio members visited the HKU Shanghai Centre, where Prof. Tan Liang lectured on "The School No.1 in the AI Era: Generative AI Trends and Breakthrough Points for Basic Education" — from leaps in LLM reasoning, multimodal interaction and agent applications to fast-falling costs, landing on teacher workload relief, evidence-based teaching research, student profiling and AI literacy. Whether AI truly enters a school depends on where the principal places it — scattered procurement or the school's No.1 project; don't try to do everything — find the one point that truly moves the system.
两期模块构成「看清外部变化—提升内部能力」的完整链条：6 月模块一在深圳校区启航，谭亮教授主讲首课——AI 不是单纯的技术迭代，而是一场文明级的重构，当 AI 拉平人类的左脑逻辑优势，管理者的核心价值将向右脑回溯：品味、判断、创造与信任；10 月 16 日模块二再启，谭亮教授谈梯队与评价——人才梯队的短缺源于长期投入的缺位，干部考核不能只看业绩，须同时纳入「建文化、拿结果、育梯队」三个维度；实战工作坊凝聚「着眼长期」与「双维考核」的管理共识，向集团提交行动清单。Two modules form a full chain from seeing external change to building internal capability: Module I launched in June at the Shenzhen campus, where Prof. Tan Liang taught the opening course — AI is not mere tech iteration but a civilizational restructuring; as AI flattens humanity's left-brain logical edge, managerial value returns to the right brain: taste, judgment, creation, trust. Module II began on Oct 16, with Prof. Tan on pipelines and appraisal — talent-pipeline shortages stem from absent long-term investment, and cadre appraisal must go beyond results to include "build culture, deliver results, grow successors." The workshop distilled consensus on long-termism and dual-dimension appraisal, delivering an action list to the group.
作者在 B 站看完谭亮的专访后写下这篇笔记：「成为更好的自己」是 Doing，「更好地成为自己」是 Being——词序之差，意义大不同；Doing 与 Being 并非相斥，而是平衡互成，做好这两件事，最终就是 Becoming——成为你自己。「隔了这些年，看校长的采访，依然能被『赋能』到，属实是很美好的一件事。」After watching Tan Liang's interview on Bilibili, the author — a former GE colleague — wrote these notes: "becoming a better self" is Doing, while "becoming yourself better" is Being — same words, different order, worlds apart. Doing and Being are not opposites but a balance; do both well and you arrive at Becoming — becoming yourself. "All these years later, watching the principal's interview, I am still 'empowered' by it — a truly wonderful thing."
88% 的组织在用 AI，见效的不到一成——鸿沟的两边差的不是模型，是组织。AI 原生组织的两个核心条件：AI 飞轮驱动核心价值创造、AI 参与核心决策；组织进化从一号位开始：广泛用、想清楚、一直学；再用三块检验石——AI 浓度（AI in all → all in AI）、人才密度（「老法师」与 fresh builder 的哑铃结构）、组织「态」度（固态老三定 → 液态新三定）——检验与推动进化；未来护城河将从「拥有 AI」迁向「组织 AI」。88% of organizations use AI, yet fewer than one in ten see results — the gap is not the model but the organization. Two core conditions of an AI-native organization: an AI flywheel driving core value creation, and AI inside core decision-making. Evolution starts with the No.1 — use widely, think clearly, keep learning — then three litmus tests: AI depth (AI in all → all in AI), talent density (a dumbbell of seasoned masters and fresh builders), and organizational state (solid "three fixings" → liquid "new three fixings"). The moat ahead shifts from owning AI to organizing AI.
学院特邀谭亮教授执笔中秋随笔：从李白、苏轼到毛姆、夏目漱石，同一轮明月照出千百种心事；月亮赢得信任凭三样——恒定、透明、共时。锤炼判断的四个方法：真金白银的下注、真话、停顿、复盘；AI 时代的信任从一种变成三种——人与人、人与智能体、智能体与智能体；一号位三门功课：把判断留给自己，把信任种进组织，把协议交给机器。A Mid-Autumn essay commissioned by the School: from Li Bai and Su Shi to Maugham and Natsume Sōseki, one moon, a thousand hearts; the moon earns trust through constancy, transparency and simultaneity. Four ways to train judgment — real stakes, truth-telling, pause, review; trust in the AI era comes in three kinds — human to human, human to agent, agent to agent; three assignments for every No.1: keep judgment to yourself, plant trust in the organization, leave protocols to machines.
首批硕士生在港大经管上海中心开启三个月学习模块。谭亮教授以「AI 时代，不要只是把自己『装满』」开讲：每个人都是一个容器，答案越来越容易获得，真正的问题开始发生变化——「Token 是资本问题，算法是人才问题」；他也提醒学生，不要因讨论 AI 而忽略身边的人，团队本身就是学习的一部分。The first cohort begins a three-month study module at the Shanghai Centre. Prof. Tan opens with "In the AI era, don't just fill yourself up": everyone is a container, and as answers grow cheap, the real questions change — "Tokens are a capital problem; algorithms are a talent problem". He also reminds students not to overlook the people beside them while debating AI — the team itself is part of the learning.
在「A2A时代——AI 原生创业的组织协议」论坛上，谭亮教授提出三个关键词：A2A（智能体对智能体）、Super dual（超级合体）、崩塌生境（客体崩塌，生出主体）——「超级个体的时代早已翻篇，我们迎来的是人与智能体的『超级合体』时代」；判断一家企业是否真正 AI 原生，不看用了多少 AI 工具，而看 AI 是否真正进入核心业务流程和价值创造环节。At the panel "The A2A Era — Organizational Protocols for AI-Native Ventures", Prof. Tan offers three keywords: A2A (agent to agent), Super Dual, and "collapsed habitat" (the object collapses, the subject emerges) — "The age of the super individual has turned; we are entering the age of the 'super dual' between human and agent"; whether a company is truly AI-native depends not on how many AI tools it uses, but on whether AI truly enters its core processes and value creation.
作者参加 9·16 亮见沙龙闭门课后想清的三件事：蒸馏的前提是看见——看见输入里的滤镜、结果里的真相、假设里的自己；剪枝就是判断力——CEO 的判断帮 AI 剪枝，告诉它哪些分支不必展开；「蒸馏 CEO」学出的是一号位对世界的表征，互联网上不存在，只能从自家企业真实的经营交互里长出来。Three things the author worked out after attending the Sept 16 closed-door Liangjian Salon: distillation begins with seeing — the filters in the input, the truth in the results, the self in the assumptions; pruning is judgment — the CEO's judgment prunes for AI, telling it which branches not to expand; a "distilled CEO" learns the No.1's representation of the world, which does not exist on the internet and can only grow from the firm's own real operations.
与港大工程学院黄毅教授同行对谈类脑芯片与脑机接口——共进化机制下人脑的主导性不降反升：机器越像人脑，人脑越重要；机器越能学习，人越要学会主导；AI 时代的领导力，是设计一套让人和机器共同变强的组织系统。A dialogue with HKU Engineering's Prof. Huang Yi on brain-inspired chips and BCIs — under co-evolution, human dominance grows rather than fades: the more machines resemble the brain, the more the brain matters; leadership in the AI era means designing an organizational system where people and machines grow stronger together.
观察者网总编办主任刘倩藜主持，谭亮教授与漕河泾总公司董事长顾伦、深至科技 CEO 朱瑞星同台——A2A 时代，AI 原生创业公司的组织方式如何重写；48 小时、200+ 嘉宾、5 大舞台、15000+ 专业观众。Moderated by Guancha's Liu Qianli, Prof. Tan joins Caohejing chairman Gu Lun and Shensz Tech CEO Zhu Ruixing — how AI-native ventures rewrite organizational protocols in the A2A era; 48 hours, 200+ speakers, 5 stages, 15,000+ attendees.
80% 的高管认为 AI 写得比自己好，三个月后真正用起来的却不到 20%——决定能否学会 AI 的不是年龄、基础与聪明，而是「要开学」：要性、开放度、学习敏锐度（AOL 模型），顺序不能乱。80% of executives say AI writes better than they do, yet fewer than 20% truly adopt it three months later — what determines AI learning is not age, foundation or cleverness, but Aspiration, Openness and Learning Agility (the AOL model), in that order.
港大经管官方推送现已开放报名。深度解析生成式 AI 如何催生全新创业形态，借助 AI 放大个人商业价值。Registration is open via HKU Business School's official post. How generative AI spawns new venture forms, and how to amplify individual value with AI.
《经济一周》45 周年旗舰盛会焦点回顾：2026 是「智能体元年」，市场迈向 Agent-to-Agent 新商业模式；出海 2.0 不再靠成本与渠道，而是合规、深度本地化与信任——出海战略与风险管理本质是同一件事；香港正从「超级联系人」进化为「超级增值人」。Official recap of Edigest's 45th-anniversary flagship event: 2026 as the inaugural year of AI agents, markets moving toward Agent-to-Agent models; Going Global 2.0 is no longer about cost and channels but compliance, deep localization and trust — strategy and risk management are one; Hong Kong evolving from super-connector to super value-adder.
香港的低空经济起飞点，不在空中出租车，而在一幢旧楼、一面外墙、一座工地——无人机负责看见，AI 负责识别，人负责判断，组织负责行动。Hong Kong's takeoff point lies not in air taxis but in old buildings, facades and construction sites — drones see, AI identifies, humans judge, organizations act.
专业服务型与接口型——香港的专业服务生态与「超级联系人」角色，正是「一人公司」生长的土壤。Professional-service and interface OPCs — Hong Kong's professional-services ecosystem and "super connector" role are natural soil for one-person companies.
「一人公司」不是一个人单干——组织被压缩，最小有效规模被改写；也不是工具问题——AI 降低的是执行门槛，而非判断门槛。The OPC is neither "going solo" — the minimum effective scale is being rewritten — nor a tool problem: AI lowers the threshold of execution, not of judgment.
最辽阔的未竟之地，从来不在外面——我们自己，就是那片未竟之地。The Unfinished Human：因为未完成，才持续学习、持续生长。The vastest terra incognita is never out there — we ourselves are that unfinished land. The Unfinished Human: because we are unfinished, we keep learning, keep growing.
未竟之地，亦是未成之人。AI 承接大量标准化工作后，亟待挖掘的是每个人潜藏的天赋。Uncharted territory is also the unfinished self: as AI takes over standardized work, each person's hidden talent waits to be unearthed.
聚焦 AI 时代组织与个体的转型：企业战略与领导力设计应转向「人」的再发现。On organizational and individual transformation in the AI era: strategy and leadership design should turn to the rediscovery of the human.
技术为矛，组织为盾——真正的隐形卡脖子在组织能力；AI 转型三大坑：技术业务两张皮、旧瓶装新酒、能力不适配；1391 如何把「知道」变成「做到」。Technology the spear, organization the shield — the invisible bottleneck is organizational capability; three pitfalls of AI transformation, and how 1391 turns knowing into doing.
工业时代固态、互联网时代气态、AI 时代液态——Be water 的组织哲学；中国企业的三个「独一无二」；出海 4.0：业务已经出海了，人和组织还没出海。Solid in the industrial era, gaseous in the internet era, liquid in the AI era — the "be water" philosophy of organization; China's three "uniques"; Going Global 4.0: the business has gone global, but its people and organization haven't.
主流科技商业平台收录——三态组织与出海 4.0 观点触达科技与创新读者群。A leading tech-and-business platform carries the transcript — the three-state organization and Going Global 4.0 theses reach tech and innovation readers.
中层警惕三种「老登」状态——纯信息搬运、固步自封、靠信息差做流程管控；K 型分化两种就业状态：老法师「无班可下」、信息搬运「无班可上」；管理即利他；大写的时代，做小写的自我。Three obsolete postures for middle managers — information ferrying, resting on laurels, control by information asymmetry; the K-shaped split: veterans with "no off-duty" versus movers of information with "no job at all"; management as altruism; a small-self in an uppercase era.
中国企业出海驱动力的变化、战略抉择与地缘/监管/数据等新风险；香港的金融、法律与专业服务生态如何护航企业国际化。107 位中环专业人士到场，香港置地与 iCube 领英双平台报道。Changing drivers of Chinese companies' overseas expansion, strategic choices, and emerging geopolitical, regulatory and data risks; how Hong Kong's financial, legal and professional services ecosystem supports international expansion. 107 Central professionals in attendance, covered on both Hongkong Land and iCube LinkedIn pages.
A2A（Agent to Agent）不是迭代型变革，而是重构型变革；产业链正长出全新一层「Agent Marketplace」；组织重构抓三个主要矛盾——AI 浓度、人才密度、组织态度「新三度」；K 型分化的尽头，是老法师「无班可下」、简单信息搬运者「无班可上」。A2A is not an iteration but a reconstitution; a new "Agent Marketplace" layer is emerging; organizational restructuring hinges on three dimensions — AI intensity, talent density, organizational posture; at the end of the K-shaped split, veterans find "no off-duty", simple information-movers find "no job at all".
主流财经门户全文收录 WAIC 演讲实录——A2A 观点经财经媒体触达投资与资本市场读者。A leading financial portal carries the WAIC keynote in full — the A2A thesis reaches investment and capital-market readers.
面向年轻人的寄语——回归审美观、好奇心与判断力，「AI 时代要开学」，以长期主义规划百岁人生。His advice to the young — return to aesthetics, curiosity and judgment; "in the AI era, go back to school", and plan a hundred-year life with long-termism.
亮见：亮心，见远。三大内容线——AI 链、讲台、三力；四位一体框架——要开学、领导力公式、1391、新三度；网站 tan-liang.com 同步上线。Liang Jian: light within, vision afar. Three content lines — AI Chain, Lectern, Three Forces; a four-in-one framework — Kai Xue, the leadership formula, 1391, New Three Dimensions; tan-liang.com launched.
给一号位三条建议：亲自上手建手感；聚焦未来六个月三个核心问题；打开闭环，向 AI 浓度最高的人学习。Three rules for every No.1: get hands-on; focus on three questions for six months; learn from the highest AI density.
以「1391」为主线：2026 智能体元年，各行各业终将走向 A to A；战略三问、组织三问、人三问；一号位从「四危」走向「四机」。Along the 1391 framework: 2026 as the first year of agents, with industries heading toward A-to-A; three questions each for strategy, organization and people; the No.1 moving from four perils to four opportunities.
88% 的组织已常规使用 AI，仅 5% 实现规模化价值——五大错配诊断，人机兼容组织的六个管理设计，90 天落地路线。88% of organizations use AI routinely, yet only 5% capture value at scale — five misalignments diagnosed, six management designs for a human-AI compatible organization, and a 90-day rollout path.
1391 战略到执行框架首次公开讲授。The first public lecture of the 1391 framework.
AI 时代的核心转变，不在于解题能力，而在于出题能力。The core shift of the AI era lies not in solving problems, but in posing them.
原创框架 3T-3R-3S；答案越来越便宜，判断越来越昂贵。The original 3T-3R-3S framework; answers grow cheaper, judgment grows dearer.
AI 不再只是效率工具，而是开始重写竞争规则；落地三道坎——价值落地难、组织推进慢、风险与信任成天花板，破局靠系统能力与前置治理底座。AI is rewriting the rules of competition; the hurdles are value, organization and trust — answered by systemic capability and governance by design.
提出「再生领导力」。Coining "regenerative leadership".
媒体专访。以 AI 为基建、以本地化为核心、以代际协同为动力；从产品出海，走向能力、规则与品牌出海。Interview: AI as infrastructure, localization as core, generational synergy as engine.
回应「大空头」伯里的 AI 泡沫论：本轮军备赛与 2000 年的资本结构不同——如今是现金流支撑的军备竞赛，而非投机驱动的估值游戏。On Michael Burry's AI-bubble warning: unlike 2000's speculation-driven valuation game, today's race is funded by operating cash flow.
香港应从「超级联系人」升级为「超级增值人」。Hong Kong should upgrade from "super connector" to "super value-adder".
团结香港基金、广州粤港澳大湾区研究院、澳门基金会 11 月 3 日共同主办；谭亮教授演讲主题「AI 正在放大人类智能」。Co-hosted on Nov 3 by Our Hong Kong Foundation, the GBA Research Institute and the Macao Foundation; Prof. Tan spoke on "AI is amplifying human intelligence".
学院官网对谭亮教授的专题人物报道：从风筝之都潍坊到财富 500 强董事会——GE 克劳顿维尔中国校长任内推动「GE Beliefs」影响逾两万员工、获 GE Beliefs 金奖；阿里未来 CEO 项目奠基集团继任计划；加盟港大后以「People, Practice, Platform」执教，「成人达己」；书法与平板支撑之间的领导力修习。The School's dedicated profile of Prof. Tan: from Weifang's kites to Fortune 500 boardrooms — Dean of Crotonville China, driving "GE Beliefs" for over 20,000 employees and earning the GE Beliefs Gold Award; architect of Alibaba's Future CEO Program; at HKU he teaches through "People, Practice, Platform", living the ethos of helping others to help yourself.
认可式管理：让 Z 世代的创造力被看见，让他们的价值被接纳。Management by recognition: let Gen Z's creativity be seen.
全球化，是一群人的一次集体赶夜路。Globalization is a group of people traveling through the night together.
从能力 AI 化到 AI 能力化：目标制定、过程管理、结果评价、激励机制四个环节的重构。From AI-ified capability to capability-ified AI.
数字经济时代的组织变革：有限游戏与无限游戏。「杭漂六年多，港漂两百天」。Organizational change in the digital economy: finite and infinite games.
组织建设的核心词是传承；四大组织能力。The keyword of organization building is inheritance.
身份：淘天集团组织变革人才发展负责人，暨商业智能决策与政府事务线 HR 负责人。As head of organizational transformation & talent development at Taotian Group.
湖畔学院执行校长谭亮解析：一年香、三年醇、五年陈、十年馨；人事双修、以战养兵、薪火相传。Hupan's Executive Dean on Alibaba's talent philosophy.
开放度与自律哑铃；独孤九剑、六脉神剑到新六脉神剑。Openness and the discipline dumbbell; from the Nine Swords to the New Six Meridians.
与杨国安教授等同台。Sharing the stage with Professor Arthur Yeung.
北京谈战略、深圳谈绩效、上海谈领导力——三城接力收官。Strategy in Beijing, performance in Shenzhen, leadership in Shanghai.
现场 317 位 HR 高管，直播 50,234 人——一场 50,551 人参与的演讲。317 in the room, 50,234 on live stream — 50,551 people in one lecture.
GE 大学的使命——启迪、联结和发展今日精英与明日之星。GE University's mission: to inspire, connect and develop today's best and tomorrow's stars.
年初一篇绩效千字文，两天引爆 20 万读者；三部曲自此启程。A thousand-character essay drew 200,000 readers in two days.
经理人的角色，从将军到教练。The manager's role shifts from general to coach.
不完美最美、迭代拼速度、对惯性说不；学习型文化四象限评估法。Imperfection is beauty; iterate for speed; say no to inertia.
「最好的领导者，也是最好的学习者。」「领导力，就是敢于在未知世界中去领导。」"The best leaders are the best learners."
以 GE 克劳顿校长身份写企业大学六十年的三点原则——最佳老师是领导班子。Written as Dean of GE Crotonville China: sixty years of a corporate university, three principles — the best teachers are the leadership team.
携九年 GE 深度体验，身兼校长、组织部与 HR's HR 三位一体。Nine years inside GE, three hats at once.
首次对外分享：携八年 GE 深度体会，诠释公司三十年的变革之路。His first public account: eight years inside GE, thirty years of transformation.
万向、欧莱雅、马士基、GE 四家公司，四堂课——感恩做人、管理自己、学习体系、战略落地。Wanxiang, L'Oréal, Maersk, GE — four companies, four lessons.
Life is from B to D, C is in between — C is your choice.Life is from B to D — C, choice, is in between.
工业时代最佳领导方式是给你正确答案；移动互联时代，是启发你问正确问题。The mobile era's best leadership inspires you to ask the right questions.
