From "smashing the refrigerator" to "smashing the organization": a never-ending epic of self-innovation
Haier is a philosophical representative of China's manufacturing industry from "Made in China" to "Created in China". Under the leadership of Zhang Ruimin, Haier's story began with a "smashing refrigerator" incident that shook the industry, smashing quality awareness into the company's genes. In the past 40 years, it has completed five major leaps from famous brand strategy, diversification strategy, internationalization strategy, global brand strategy to network strategy. From an insolvent local small factory, it has grown into a multinational group with dozens of industrial parks and hundreds of manufacturing centers around the world. Its success lies not only in the expansion of the market, but also in the complete process of its management ideas from introduction, learning to finally achieving transcendence and output.

"One person": leading the business model revolution in the era of the Internet of Things
Haier's core competitiveness is its original and continuously evolving "one person" model. In the face of the "bureaucratic disease" of large enterprises and the fragmented needs of the Internet era, Zhang Ruimin resolutely "smashed" the traditional bureaucratic organization and turned the enterprise into an "entrepreneurial ecosystem". Under this model, enterprises have no borders, management has no leadership, and supply chain has no scale. Employees have changed from executors to "makers" and "small and micro owners" with "three powers" (decision-making power, human rights, and distribution rights), directly facing users and bearing their own profits and losses. User needs become the "single" that drives all links, and the "people" and "singles" of employees are integrated and value is shared. This model solves the innovation and vitality problems of large enterprises, and is regarded by the global management community as the third generation of management model paradigm in the Internet of Things era after the Ford model and Toyota model.

The symbiosis and win-win situation of "salad-style" cultural integration and global brands
In the journey of internationalization, Haier has abandoned simple mergers and acquisitions and created a "salad-style" multicultural integration strategy. Just like all kinds of vegetables in a salad maintain their original form, the unified "salad dressing" is Haier's "one-in-one" management model. After acquiring GE Appliances in the United States, Fisher & Paykel in New Zealand, and AQUA in Japan, Haier did not station management, but entered the concept of "one person in one" to stimulate the vitality of its local team and achieve "culture cohesion with culture". This enables Haier to successfully operate a brand family with global coverage and different positioning, meeting the differentiated needs of different markets, and also providing Chinese wisdom with great reference value for cross-cultural management of global enterprises.

Is your business thinking about these questions?
1. How can large organizations break down bureaucracy and rigidity and continue to stimulate the innovation vitality and entrepreneurial spirit of every cell?
2. In the era of Internet of Things and personalization, how should the organizational structure of enterprises be subversively reconstructed to directly respond to the fragmented and personalized needs of users?
3. How can cross-border mergers and acquisitions and cultural integration achieve a "1+1>2" symbiosis and win-win situation, rather than cultural conflict and value loss?
4. How can traditional manufacturing use industrial Internet platforms to achieve strategic transformation from large-scale manufacturing to mass customization?
5. How can the core management model of the enterprise be sublimated from a set of internal management tools to a business idea and standard with global influence?

What to learn from Haier?
From insolvency to the world's No. 1 white electricity brand, what kind of strategic choices and philosophical thinking has Haier experienced? How does its "single and single" model work specifically, and how does it overcome huge resistance to take root? Under the "salad-style" culture, how does Haier manage a diverse global brand matrix? This study will take you deep into this "lighthouse" of management thought and explore its underlying logic of continuous leadership across the ages.

A comprehensive interpretation of Haier's success from the following six dimensions:
1. The core architecture and mechanism of the "one-in-one" model: learn the specific practice and driving force design of small and micro enterprises, platform building, and gambling contracts.
2. Strategic transformation and ecological brand building in the era of the Internet of Things: Analyze its upgrade path from product brand to scene brand and ecological brand.
3. "Salad-style" cross-border mergers and acquisitions and global brand operation: explore its unique philosophy of cross-cultural management and successful cases of localized operations.
4. COSMOPlat Industrial Internet Platform: Learn how it platformizes and socializes manufacturing capabilities to empower industrial transformation and upgrading.
5. Eternal entrepreneurial culture and the courage of the organization to subvert itself: Understand how the concept of "no successful enterprise, only the enterprise of the times" is integrated into the organization's blood.
6. From management practice to idea output: Learn how Haier productizes and theorizes its model to achieve a leap in global influence.

1. Zero Distance Touch Mode The heart of innovation
    He visited the headquarters of Haier Group and Haier University, and personally reviewed its shocking process from smashing refrigerators to smashing organizations in the cultural exhibition hall.
    Walk into Haier's internal maker incubation platform, face to face with small and micro owners, and feel the real operating atmosphere of "full makers".

2. Engage in in-depth dialogue with model makers and practitioners
    Experts or senior platform owners of Haier Model Research Institute were invited to share behind closed doors and deeply decode the theoretical framework and evolution process of "one person and one in one".
    Communicate with successful small and micro owners or transformation business unit leaders to gain experiences in the challenges, games, and growth experiences on the front line.

3. Immerse yourself in the innovation soil of the "brand capital"
    Arrange a visit to the Qingdao Urban Planning Museum to understand how the open and enterprising cultural genes of this marine city have given birth to Haier.
    Visit Haier Academia Sinica or Intelligent Interconnected Factory to witness its technology research and development and the hard power of the "lighthouse factory".

4. Structured review and inspiration
    Every day, the mentors of the group guide the discussion, deeply integrating Haier's model with the organizational change and internationalization challenges of its own enterprise.
    Finally, a preliminary action concept for the platformization transformation of the organization or the activation of individual creativity is formed.

Day 1: Decoding Haier - The Birth and Evolution of Management Philosophy
Morning: Camp opening and city tour
    Bus Classroom: Opening a tutorial to interpret Qingdao's marine culture and open spirit, and its deep impact on Haier's "going global" strategy.
    Visit the Qingdao Urban Planning Museum: understand the context of urban development and feel the interaction between commercial civilization and urban temperament.
Afternoon: Go deep into the core of Haier's culture and model
    Visit the Haier Headquarters Cultural Pavilion: Review the entrepreneurial process, witness the "sledgehammer" symbolizing quality awakening, and feel its self-subverting corporate culture.
    Theme sharing: ""Human-Single Integration": A Management Paradigm Revolution in the Era of the Internet of Things, systematically learn its theoretical essence, architecture design and implementation keys.
Evening: Seminar workshop
    Topic: "How far is our organization, from users?" "Promote the deep internalization and collision of learning on the first day.

Day 2: Insight Transformation - Ecological Brand and Industrial Internet
Morning: Thematic in-depth visit (choose one of the two)
    Option A: "Maker Acceleration: Field Observations of Haier's Small and Micro Ecology". Go deep into the maker platform to understand the whole cycle of birth, operation, incentive and exit of small and micro enterprises.
    Option B: "Smart Home to Ecological Brand: Haier's Scenario-based Revolution". Experience the three-winged bird smart home scenario and learn how it goes from selling products to providing smart life solutions.
Afternoon: Intelligent manufacturing practice and ecological visit
    Benchmarking Enterprise Visit: Visit Haier Central Air Conditioning Interconnection Factory or Washing Machine Interconnection Factory to witness the large-scale customized flexible production line driven by user orders.
    Topic exchange: Discussion with factory leaders or COSMOPlat platform experts to discuss how the industrial Internet can reconstruct the manufacturing logic.
Evening: Free communication and experience
    It is recommended to stroll through the Qingdao Olympic Sailing Center or the Badaguan Scenic Area to feel the modern vitality and historical style of this coastal city.

Day 3: Integrating the Global – Cross-Cultural Management and Idea Export
Morning: Theme sharing and future prospects
    Theme sharing: "The Magic of "Salad Dressing": Haier's Global M&A and Cultural Integration Strategy". Analyze the case studies of GE Appliances, Fisher & Paykel, and learn about their cross-cultural leadership.
    Visit Haier University: As Haier's ideological cradle and global manager training base, experience its cultural dissemination and talent training system.
Afternoon: Closing and action planning
    Closing ceremony: Summarize the itinerary on the waterfront, and each group shares core takeaways and action insights.
    Action Workshop: Based on what you have learned, you will initially outline an organizational activation or transformation roadmap that suits your business.
At the end of the trip, transfer to Qingdao Jiaodong International Airport.

We offer the following customized topics that can be flexibly combined or deepened according to your group's needs.

Module A: Design and implementation of Haierxue's "one-in-one" mechanism
Theme: From Bureaucracy to Ecosystem: Organizational Deconstruction and Reconstruction in Practice
Content: 1. The relationship between platforms, small and micro enterprises, and makers in the "one-in-one" model and the definition of rights and responsibilities. 2. The core mechanism that drives small and micro autonomy: mutual selection of officers and soldiers, user payment, and gambling contracts. 3. How does the headquarters function change from control to "platform service"? 4. Case Study: How to successfully transform a traditional business department into a dynamic small and micro enterprise?

Module B: Benchmarking Haier's ecological brand strategy and user operation
Theme: From Transaction to Interaction: Building a Lifelong User Ecosystem
Content: 1. How Haier breaks hardware boundaries through scenario solutions (such as smart kitchens and smart balconies). 2. The construction logic and partner introduction mechanism of ecological brands such as the Internet of Food and the Internet of Clothing. 3. How user data has changed from a one-time transaction record to a source of continuous interaction and iterative services. 4. Workshop: Design a scenario-based ecological service prototype around your product.

Module C: Benchmarking Haier Industrial Internet and Digital Transformation
Theme: COSMOPlat: Connecting Factories to Users
Content: 1. COSMOPlat platform architecture and its intrinsic connection with the "one-in-one" model. 2. Analysis of the technology implementation path and economic benefits of mass customization. 3. How the platform empowers across industries (such as ceramics, textiles, agriculture) and replicates the "Haier experience". 4. Explore the entry path and capacity building of digital transformation of traditional manufacturing enterprises.

Module D: Ecological expansion of manufacturing industry in Qingdao and Shandong Peninsula
Theme: "China's Manufacturing Upgrading from the Brand Capital"
Content: 1. Visit Qingdao Sino-German Ecological Park or local "specialized, special and new" enterprises to learn about regional industrial synergy and international cooperation. 2. Engage with local entrepreneurs or economists to explore the competitive advantages and challenges of regional industrial clusters. 3. Special Seminar: "Transformation Opportunities and Investment Observations of Manufacturing Industry in North China".

We focus on providing in-depth and customized Chinese benchmarking research and business inspection services for global enterprises. With a deep understanding of China's industrial ecology and management practices, we are committed to building a bridge between the management wisdom of the East and the West. Through the immersive learning of "on-site visits + executive dialogues + cultural insights", we help international management teams broaden their horizons and stimulate new thinking about organization, strategy and leadership.