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[Li Musong]: An ordinary employee who is from the countryside near our company said that by comparing with the enterprises and neighbors around, he felt very happy that he still had the job and his income remained unchanged in the winter of the economic crisis. Seeing how other foreign-funded enterprises treated their employees, this old employee shed tears and said: I am willing to serve the company for the rest of my life if it needs me. Figuratively speaking, when the crisis comes just as winter comes, he or she who has a cotton-padded jacket will survive. One of our staff said that the employees who had the sense of obligation, the sense of mission and grateful hearts serve as the warmest quilted jackets to ensure that the company gets through the global financial crisis. Our company stood side by side with the employees. In our company there is an engineer who came to join us from another foreign-funded enterprise. He said: I didn’t believe at all that there was any honesty and credibility in today’s society. But when I joined Phoenix Contact, I find them here. [11:29]
[李慕松]:原话是这么说的，现在是笑贫不笑娼的时代。在面临经济危机的压力和面临总部压力的时候，我们公司管理层独立自主作出了不裁员、不减薪的决定，这是公司管理层对员工的诚信。面临猎头公司的邀请和面临世界500强公司的邀请，我们的干部和员工面对着高薪、高职位的诱惑不动心，不跳槽，是员工对公司的诚信。我是一个工程师，做好我的本职工作，就是我对公司的诚信。所以，有这样的团队和员工，我们公司有什么困难不能克服呢？我觉得2008年底，刚才您讲的那一件事情也的确给了我当时很大的震惊，因为我跟菲尼克斯电气合作的15年，在2008年以前，德国人历来是说话守信用的。我们说德国人严谨，而且诚信，的确如此。但是，这一次真的出乎我的意料之外。 [11:30]
[Li Musong]: His original words sound like that, now it is an age when poverty instead of prostitution is laughed at. Facing the pressures from the economic crisis and the headquarters, the executive board of our company independently made the decision of not cutting down the staff or the salary levels. This is the credibility of the executive level to the staff. Facing the invitations of head-hunter companies and world Top 500, our cadres and employees have remained unmoved by the high salaries or positions, and this is the credibility of employees to company. I am an engineer and work to the best in my job, which represents my credibility to the company. Thus, with such a team and such employees, what difficulties cannot be overcome by our company? It’s true that at the end of 2008, the event you mentioned just now shocked me a lot then. For I have had cooperated with Phoenix Contact for 15 years, and the Germans have had always kept their words till 2008. We have seen that Germans are truly strict and sincere. They surly are. But, this time it was really out of my expectation. [11:30]
[李慕松]:2008年11月25日，我在德国开会，董事会批准我们了“寒冬战略”，批准了投资决定，但是突然的不到一个月，在圣诞节以前给我发了一封邮件，说停止在中国的一切活动，把为中国公司下一步发展积累2亿多人民币的现金汇往德国，公司只有我一个人知道，我觉得这是我的责任，不能把这个责任推到别的同事身上。 [11:32]
[Li Musong]: On November 25th 2008, I was attending a meeting in Germany, the board of directors ratified our “winter strategy” and the decision of investment. But then suddenly within one month, before the Christmas I received an email which required me to stop any business activity in China and transfer the cash of more than 0.2 billion yuan accumulated for PCCN’s further development to Germany. Only I in the company knew this, and I thought that it was my obligation not shift it to other colleagues. [11:32]
[李慕松]:我作为公司的管理者来说，承担着对员工的责任和对他们家庭的责任，作为公司的雇员来说，承担着对董事会和投资方的责任。还有一个感觉，一个错误的决定很可能毁了16年以来辛辛苦苦一步一步成长起来的优秀企业。在这种情况下，我们坚持自己的正确决定，我们按照中华文化带来的智慧说服了德方。我记得在那时候，温家宝总理反复强调信心比黄金更重要。我对董事会讲，我认为信任比黄金更重要。因为这是一家优秀的德国企业，在菲尼克斯电气公司全球超过100亿的目标以后，没有急急忙忙说明年是120亿或者150亿，而是提出2020年成为全球行业最信任的品牌，提的是信任。所以我问了董事会一件事情，如果失去了信任，我们的员工为什么要为你服务？如果失去了信任，面临其他公司高薪高职位的邀请，为什么我们的高管和技术专家不动心、不动摇。如果失去了信任，为什么客户要和我们合作，如果失去了信任，为什么政府要支持我们。在这种情况之下，我的坚持不单单是为员工着想，也是为投资方的根本利益着想。我们把这个问题说清楚之后，很快取得了德方的同意。我也很高兴，因为在这个问题上我没有任何个人的私利，我作为公司的总裁，但我只是一名公司的管理人，是一名职业经理人，我也是一名雇员，没有一分钱的股份，我不说也不会裁员裁到我的头上，但是我对不起我的同事和投资方。作为一个中国人，西方公司叫做职业操守、职业道德。对我们来说，我觉得这种场合之下，我真正是为员工和投资方着想，这就是为什么最后能够说服他们，得到双赢的结果。 [11:32]
[Li Musong]: As a manager in charge of the Chinese company, I must be responsible to the employees and their families; and as an employee of the German company group, I must be responsible to the board of directors and investors. I have a strong feeling that a wrong decision might destroy an excellent enterprise which was established gradually by hard work during the past 16 years. Under such condition, we stuck to our decision and we persuaded the German side with the help of Chinese culture and wisdom. I remember at that time, Premier Wen Jiabao reiterated that confidence was more important than gold. I said to the board that I believed trust was more important than gold. Since Phoenix Contact is an outstanding German company, after achieving the target of 10 billion, it didn’t hasten ti set the target of 1.2 or 1.5 billion yuan for the next year; instead, it proposed to become the most trustworthy brand in the world by 2020. It emphasized the importance of trust. So I asked the board: if we lost trust, then why should our employees work for the company? If we lost trust, then why should our top management and technical experts stay untouched and unwavering when offered with higher salary and position from other companies? If we lost trust, then why should the customers cooperate with us? If we lost trust, then why should the government support us? Therefore, my insistance was not only for the sake of employees but also for the sake of investors. On hearing such a lucid explanation, the German side soon gave me their agreement. I was very glad because on this issue I had sought no personal gain. Although I am the president of the company, I am just an executive of Phoenix Contact, a professional manager, an employee without any share. Even if I didn’t say anything, the layoff practice would not affect me at all, but I would feel sorry for my colleagues and the investor. As a Chinese, I should follow what the West calls professional ethics. Therefore, in a situation like that I was indeed concerned with the employees and investors. That’s why I could finally persuade them and obtain a win-win result. [11:32]
[主持人]:对于世界来说，目前我们中国已经成为了世界的制造车间，拿到我们中国来生产的都是一些科技附加值比较低，粗放式的产业，没有核心的技术。可是，我们菲尼克斯却在2007年在中国独立注册成功了菲尼克斯电气（南京）研发工程中心有限公司，您是基于什么样的考虑，我们是怎样做到这一点？ [11:36]
[Host]: To the world, China today has become a world manufacturing workshop. What has been transferred to China to make are low-value-added and extensive industries without core technologies. Phoenix Contact, however, independently registered the Phoenix Contact (Nanjing) Research & Development Engineering Center Company in 2007. What kind of consideration did you have? And how did you make it ? [11:36]
[李慕松]:我认为把最先进的技术、核心技术移植到中国，这才是一个企业真正扎根中国。这样才能更好为我们的客户服务。最重要的是保护投资方的根本利益，因为公司在中国的长足发展是他们的利益所在，是他们希望看到的。2007年，我们注册成立菲尼克斯电气（南京）研发和工程技术中心，有的媒体朋友到我们那边访问报道，说菲尼克斯电气成立中国第一家同行业的研发中心，这个说法不正确。这是菲尼克斯电气全球唯一一个独立注册的研发中心，当时在这方面和德方，他们的确有不理解，有过长时间的交谈，我觉得我们16年以来从技术产品一直到现在全套自动化解决方案的产品，我们一直在努力。在我们公司发展过程当中，我们投资方曾经犯过一个错误，面对中国市场的呼应和客户的需求，采取支持就会赢得市场发展机遇，如果采取保守和拒绝，就会失去发展良机。当时1995年，因为我是一个专业人员，我觉得我们的防浪涌过电压保护非常有发展前途，现在在计算机网络和移动通信网络和卫星地面站、青藏铁路的系统都有广泛的应用，目前是全球销量最大的，而不仅仅是在中国，但是1995年我跟董事会说，他们认为我好高骛远，说公司刚刚成立，你还是把基础工作做好。有的人甚至对我说，中国发展再快，和欧洲相差20年，20年以前我卖得最好的产品是中国最需要的，这是一种误解。在这种情况下，我的意见被董事会否决了，过了三年，董事长亲自找我，要我在全球总经理年会上跟大家谈谈中国移动电话网络的发展，他已经觉察出问题来了。后来，机不可失、时不再来，我们付出了几倍的努力，才逐渐在中国国内把优秀的产品推了出去。通过那件事情以后，董事会认识到，我们的中国管理者是有智慧的，他们最了解中国的情况，他们不再轻易以自己的判断给我们下命令。 [11:37]
[Li Musong]: I believe that to transplant the most advanced technology and core technology to China is really for an enterprise to be able to take root in China. And that will serve our customers better. That’s also the most important thing to protect the radical interests of investors. The company’s long-term development is where the investors’ interests lie and is what they like to see. In 2007, when we registered and established Phoenix Contact (Nanjing) Research & Development Engineering Center, some media reported that Phoenix Contact established the first research & development center of the trade in China. It was not correct, because the center is the only independently registered center in the world for the whole Phoenix Contact Group. I think in the past 16 years from providing technical products to providing the whole set of automation solutions , we have been working hard. In the process of our company’s development, the investor side once made a mistake. That was in 1995, I as a professional expert realized that the surge voltage protectors, which are widely applied in computer networks, mobile communication networks, satellite ground stations and the Qinghai-Tibet railway systems, would have a great future. But when I mentioned this to the board, they considered me to be unrealistic and over-ambitious. They said that since the Chinese company was established not long before and therefore I should focus more on the basics. Somebody even said to me that no matter how fast China developed, it still lagged behind Europe by some 20 years. So they believed that the most popular products in Europe 20 years before would be most needed in China. That was a misunderstanding. In a situation like that, my suggestion was turned down by the board. Then three years later, the chairman of the board came to see me and asked me to talk about the development of Chinese mobile phone networks to the attendees at the Global Annual Conference of General Managers, since he had realized the potential problem. Opportunity knocks but once. Later on, we had to make more efforts to promote our first-class products in domestic markets in China. Because of that incident, the board realized that we Chinese managers are wise enough to understand Chinese situations best. Since then, the board has not rashly given us orders simply based on their own judgments.
[11:37]
[李慕松]:从这方面来讲，从企业发展的高度来看，也是为他着想，这样能够取得双方的共识。我们中国公司快速的发展增强了他的信心，当时我跟他讲，研发中心必须要成立。第一，德国的产品不见得完全适合中国的需要。第二，德国的工业标准和中国的工业标准不同，曾经有过，德国产品通过了德国工业标准，就被我们的检测机关没有通过。他们知道，因为我跟他们讲他们不信，就用事实来证明。第三，中国的快速经济发展需要快速反应，这绝对不是远在万里之外的德国人速度能够跟得上去的，他们现在越来越感到这一点。第四，在此之前由于他们有不同的意见，但我们花了三年的时间，建立了我们的研发团队。我们研发团队研制的产品三年以后在汉诺威的世界博览会上，用德国公司的名义第一次向全世界公布。他们看到了中国人的能力。所以这样的话，我们能够说服德国。基于中国的改革开放，中国人有能力，要通过你的实际行动，也就是我说的职业操守和专业能力，让别人信任你。 [11:37]
[Li Musong]: We reached such a consensus because what I said and did was out of consideration for the future development of the company. The fast development of Chinese company strengthened the chairman’s confidence. When I told him that a R&D center must be set up in China, I mentioned four reasons: Firstly, the German products might not totally meet the needs in China. Secondly, the industrial standards in Germany differ from those in China. As a matter of fact, there were once some German products which had met the German industrial standards but failed to pass the Chinese checking. Thirdly, the fast economic development in China requires fast response which can never be made by the Germans who are thousands of miles away from China. Even the Germans themselves have become more and more aware of this. Fourthly, although the Germans held different opinions, we spent three years in building our own R&D team which developed new products to be displayed at the World Expo in Hannover three years later for the first time in the name of German Phoenix Contact. Through that case, the Germans saw the competence of us Chinese. So we could persuade them successfully. Based on China’s open-up and reform policy, we could gain others’ trust by our practical actions, i.e. our professional integrity and professional ability. [11:37]
[李慕松]:讲到研发的时候，有人问我为什么总部信任你。我们中国人应该问一句话，为什么中国人不值得信任。作为一个顶天立地的中国人，哪怕是中国的外商投资企业，我在为投资方服务的同时，也在为我的国家服务，以一流的成绩取得了投资方的信任。我觉得信任这个问题上，或者有人问说，外商投资企业中国人的话语权，发展的自主权，我觉得完全在我们自己手里。自立者，自强；自助者，天助。只要是按中国文化智慧去做，你一定会比外国人做的更好。 [11:37]
[Li Musong]: Speaking of R&D, once I was asked why the headquarters trust me. We Chinese should ask a question in reply: why the Chinese doesn’t deserve trust? As a Chinese of indomidable spirit, even working at a foreign-funded enterprise in China, I am serving my country as well as the investors and have obtained the investors’ trust through first-class performance. As for the issue of trust, I believe that in foreign-funded enterprises the right of speech for us Chinese and the decision-making power are totally in own hands. God help those who help themselves. If you act in accordance with Chinese culture and wisdom, you will surely do better than the foreigners. [11:37]
[主持人]:可见，实现本土化管理，是我们菲尼克斯走到今天的一个重要的秘诀和法宝。对于如何进行本土化是许多跨国公司现在面临的一个共同的问题，但是菲尼克斯电气中国公司却实现了百分之百本土员工、百分之百本土管理，你们是如何实现本土化管理的？ [11:40]
[Host]: Obviously, having achieved localized management is a magic key to Phoenix Contact’s success. It is a common problem facing transnational corporations as to how to conduct localization, but Phoenix Contact China has realized the goal with 100% local employees and 100% localized management. How did you manage to achieve that? [11:40]
[李慕松]:刚才我说到本土化管理一个核心的问题，中国人是不是值得信任，欧美各国由于长期以来形成的歧视，他们认为中国人落后。另外还有一点，他们认为中国人没有道德，特别是在经济界。但是我觉得在我们和外方的合作过程当中，尽管我是一个雇员，我们是抱着平等、平和、开放，真正为投资方着想，体现出尊重，但是该我们坚持，符合公司发展利益，符合投资方利益的，他们不了解情况的，我们通过说服他们，在这种平等合作的过程当中，16年的磨合，有没有冲突？有冲突。像我们一开始是德方找到我，他们找到我的时候，因为西门子是菲尼克斯电气公司全球最大的客户，而德国西门子输变电集团，就是以前我的专业对口单位，又是菲尼克斯电气在德国最大的客户。我们董事长亲口告诉我，他跟西门子电气集团的上层领导关系很好，他们对你评价不错，他是这么告诉我的，他找我是出于这种心理。如果真正达到理性上的，我们经过多年的磨合，有冲突和碰撞，可是有一点我们是平和开放，真正为企业发展着想，共同点是一样的。 [11:41]
[Li Musong]: Just now I mentioned the core issue of localized management is whether Chinese deserve trust. Due to the long-term bias held by American and European countries, they believed that Chinese were backward. In addition, they believed that Chinese lack ethics, especially those in economic circles. But I feel that in the cooperation process with foreigners, although I am an employee, I hold the ideas of equality, peace of mind and being open and take account of investor’s interests, showing respect for them. However, when it comes to something to be done in the interests of our company and of the investors, when the Germans don’t really understand the situation, we would try to persuade them. During this 16-year equal cooperation process, were there any conflicts? Of course there were some. In the very beginning, it was the German side who came to me. At that time Siemens was the biggest customer of Phoenix Contact and I used to work in the same specialty as that of Siemens electric transmission and transfomation group. The chairman of Phoenix Contact personally told me that he had been on good terms with the upper echelons of Siemens electrical group who spoke highly of me, and that’s why he sought me out. After so many years of run-in, conflicts and collisions, we two sides share peace of mind and open-ness and what we really care about in common is just the development of the company. [11:41]
[李慕松]:就这样，逐步的让德国人知道中国团队的力量。像2003年我们公司10周年庆典的时候，当时中央电视一台新闻中心到我们那边采访，直接采访德国菲尼克斯电气公司的二把手，兼中国公司董事长，Mr.Stuehrenberg，当时记者用英语直接问他，我们知道你们的中国公司是100%的本土员工和100%本土管理。我想问你，您和您的董事会，是不是给李教授和他的团队百分之百的信任和支持？我们董事长说，李教授和他的团队了解我们的理念，他们知道我们的技术，知道我们的产品，但是他们更了解中国的历史文化，更了解中国的客户和市场，他们做得比我们好，我们当然给他们百分之百的信任和支持。我记得2007年，当时担任德国驻上海总领事，现在是德国外交部的瑞尔大使到我们公司访问以后，亲自给我回了一封信，说我真的没有想到，在我的管辖区内还有这么一个优秀的企业，而且他跟我说，像你们公司这样的规模，这样的投资范围，据我所知没有一个德国公司的经理，可能你是唯一的。所以我就觉得在这个环境之下，中国人要自强，我们祖先也告诉我们“唯德学、唯才艺，不如人，当自励”。德和才两个方面一定要努力，一定要提高自己的修养。 [11:41]
