I got this book, Success Secrets from Silicon Valley – How to make your teams more effective, for only S$2 at the National Library Board annual sale at Singapore Expo. A check at Amazon, it costs only US$0.01 for used copy or US$4.28 for a new one.
Knowledge is really “priceless”. To me, the book is certainly worth many more times than the price quoted at NLB or Amazon. Although written more than 10 years ago in 1998, the book by Geoffrey James still has its significant value, especially the area on corporate culture that makes a successful Silicon Valley company.
As you may aware Silicon Valley is basically a gathering of IT and computer industry players and start-ups. A book on IT and computer written 10 years ago in many senses could be a dinosaur in term of the development of information technology. However, because the book is concentrating and stressing on the importance of value and culture to a company’s success, the points discussed in the book are still very refreshing today.
The discussion on corporate culture and the success factors in the book seem to focus on the “yin” aspects of Chinese philosophy. Geoffrey divides corporate culture into traditional business and Silicon Valley cultures. The traditional business culture emphasizes on chains of command and has a systematic structure that prevents changes to take place. It is like the “yang”. On the other hand, Silicon Valley culture is loosely organized less structure and welcome changes. It represents the “yin”.
James also discussed a bit on the history of industrial revolution/age. In the era of industrial revolution, workers were structured to repeat the same production process and had to work long hours to be continued to be employed. It was so easy to fire a worker and workers’ contribution was valued at a very low level and could be replaced every time. There is no such thing as human capital. Many traditional business or in some countries, this traditional mindset is still there. Labor is so cheap and job opportunities are so few that the market is on the enterprise side and so they come out with all kinds of rules and regulations to “control” the workers or people. If they don’t have the supply, they can import to meet their demands.
This may explain why the corporations, businesses and government agencies want to become bigger and bigger. And the way to control this big side organization is to implement “traditional business” model. This makes them run into the vicious cycle of refusing changes, creating fears, more controls and treating employees like a child.
In fact, many MNCs are structured in such a way as they have yet to distance themselves from the industrial age – the traditional business model. Also the fact is many western management theories and principles are based on the traditional model. And companies in the emerging countries like Singapore, China, and Taiwan are leaning from them!
Among newly industrial countries, Singapore government and companies can be considered as one the most successful examples. We are well structure, well run and very systematic. They way we run the government, companies and treating the employees, peoples are like a big corporation. There are all kinds of indicators, standards, classes (SQC), and campaigns to motivate or (to a certain degree) threaten employees to work harder. To businessmen or investors, they will be happy to see these figures as they can predict the outcomes and calculate the ROI. This is why foreign businessmen and investors are wiling to come to Singapore as until now (so far so good) Singapore gives them the certainty and protection. However, can this “traditional model” last for ever?
On the other hand, the Taiwanese companies are operating quite differently. They are less structure, always adapt to changes, results base and community spirit. This model seems more like the Silicon Valley culture. While the Taiwanese companies are learning from the west, they should aware of falling into a pitfall of “traditional business” culture. Their success factors in the past should be maintained and upgraded so that they can go to the next level of world class operation. If they adopt the “yang” (traditional model) elements of western management and never improve their own “yin” elements like creativity, innovation and changes, they risk to heading to no way. They can learn (and understand) to be structure, more productive and focus, however once they lose the (they already have) Silicon Valley culture, they will be in trouble.
However, Taiwanese companies should know the western traditional business culture on the “yang” side – organization structure, road map to world class company/organization, business excellence, and ISO. They must also consider the “yin” side of Silicon Valley culture. They have a head start compared to Singapore as they are already doing so in the past. They work hard and build team spirit not because of money motivator or fear of losing job, but because they want to achieve some things.
A better model may be is the mixture of yin and yang of Silicon Valley and traditional business cultures. As we are moving towards knowledge economy, the focus point, hence, is Silicon Valley culture, especially for country likes Singapore.
Geoffrey also gives examples for companies belonging to traditional and Silicon Valley cultures:
Tradition business culture: Digital, Xerox, IBM, Wang, Honeywell, GE, Cabletron, Apple (before 1997).
Silicon Valley culture: Novell, Dell, HP, Acer, Softbank, Microsoft, Cisco,
Apple (after 1997)
I am surprised to learn that how come Geoffrey has a good understanding of Chinese philosophy or wisdom. The book former title was Business Wisdom of the Electronic Elite. James tried to input some Chinese wisdom into the Silicon Valley culture but never explicitly linked them together. (Sorry, if my guessing is wrong)
Or, perhaps he has seen the link but in 1990s linking a western success corporate culture to Chinese wisdom might not be a good marketing selling point. However, if the book can be renamed and repackaged with more inputs from Chinese wisdom, it may be another best selling book, and certainly worth more than S$2 (old copy) or US$4.28 (new copy).
In fact, Geoffrey has a long history of association with Asian or Chinese philosophy. Prior to the publication of Success Secrets from Silicon Valley, he had already written 2 very philosophical books, The Tao of Programming and the Zen of Programming. Geoffrey was a computer programmer and he uses programming to describe Tao and Zen. He has linked the Chinese wisdom with programming, and makes a boring subject like programming into “yin and yang”, into the way, spirit and changes.
His book published in 1990s could be ahead of his time. Many of the concepts discussed can be seen in today’s business operations and practices. For example, work-life balance, ecosystem, corporate social responsibilities, change management, blue ocean (to work with your competitors), and many others. However, these concepts or values are not new in the eye of Chinese or other philosophy. We are just too forgetful of our past!
There were only 2 reviews on this book in 1998 and 1999 respectively. Both give positive remarks and comments. Bob Hansens provided the following comments:
“This book captures the essential elements of the overall organizational strategy developed and applied in Silicon Valley over the past decades.”
“While the average Silicon Valley company is living the ecosystem described, the greatest value of the book may be its use as a teaching tool for the extension of a Valley company's culture to team members in non-Valley locations or subsidiaries”
Comments from Sophia Zannis were:
“The book could serve as a mandate for change management”.
“… the book could serve as an abridged change management manual for any company desiring to replicate the success culture of these upstarts. Size isn't the issue. Culture is.”
Sophia also gave a summary of the book:
“”
"Success Secrets" devotes a chapter to each of eight main change points: Business is an ecosystem, not a battlefield; Corporations are communities, not machines; Management is service, not control; Employees are peers, not children; Motivate with vision, not fear; Change is growth, not pain; Computers are servants, not masters; Work is play, not toil.
Each chapter is organized in an easy to follow format: Silicon Valley mindset; traditional mindset; a case study; strategies; quiz (to determine "gaps" in an organization) and points to ponder which serve as good change management points to consider when we are with clients.
“”
James also highlighted 26 ways to make effective team management under the 8 keys:
Key 1 Business is an ecosystem, not a battlefield
Strategy 1 Encourage diversity
Strategy 2 Launch new generations
Strategy 3 Build symbiotic relationship
Key 2 Corporations are communities, not machines
Strategy 4 Communicate directly
Strategy 5 Create opportunities for social interaction
Strategy 6 Encourage hands-on charity work
Key 3 Management is service, not control
Strategy 7 Increase power by dispersing it
Strategy 8 Encourage creative dissent
Strategy 9 Build autonomous teams
Key 4 Employees are peers, not children
Strategy 10 Hire the self-motivated
Strategy 11 Eliminate fancy perks
Strategy 12 Sacrifice the sacred cows
Key 5 Motivate with vision, not fear
Strategy 13 Create climate of trust
Strategy 14 Build a shared vision
Strategy 15 Compensate for missions accomplished
Strategy 16 Ruthlessly prioritize
Key 6 Change is growth, not pain
Strategy 17 Have long-term vision, short-term plans
Strategy 18 Keep jobs fluid and flexible
Strategy 19 Make decisions quickly and broadly
Strategy 20 Hope for the best, prepare for the worst
Key 7 Computers are servants, not masters
Strategy 21 Use electronic mail to flatten management
Strategy 22 Humanize electronic communications
Strategy 23 Reduce information pollution
Key 8 Work is play, not toil.
Strategy 24 Cultivate constant challenge
Strategy 25 Encourage informality
Strategy 26 Create a sense of balance
Saturday 30 October 2010
Monday 25 October 2010
Harmony (He 和) – The most representative Chinese character
The latest issue of “Chinese Heritage” magazine has short-listed 100 Chinese characters or words to represent China, among them the word “He” or “harmony” came in top. “He” can also mean peace (和平) and get along well（和睦相处）besides harmony (和谐).
A character or word can also represent a culture. This is especially true for Chinese, because every Chinese character has its meaning when it was created in ancient time. The shape of the character displays its meaning.
“He” as a representative of Chinese culture is also reflected and used in big ceremony. No wonder in the 2008 Beijing Olympic opening ceremony, thousands of students were forming “He” character.
This is a significant Chinese word that the Chinese government wanted to inform and present to the world. “He” displays and shows the world that Chinese people are a peaceful race and they are willing to co-exist and progress together with the rest of the world.
“He” occupies an important and special cultural and historical meaning in China. Some Chinese scholars claim that “He” represents a unique feature of China’s history and culture. A typical Chinese saying is “以和为贵” - “He” is precious. Because of “He”, there is less conflict and more peace. Everyone treasures “He” so that all can live in harmony. This is why businessmen are stressing “和气生财” (peaceful environment leads to money making). If businessmen are in cut throat price war, at the end, all will surfer.
However, some may consider or even criticise “He” as a weak characteristic. “He” can be a compromise, a “let go”, a “give way” or even surrender to avoid conflict. Nevertheless, Daoism always stress weak is strong, small can win over big, to withdraw mean to attack.
“He” is also in alignment with Confucianism, Daoism and Buddhism thinking.
Daoism sees “He” moving along Yin and Yang and seeking a balance (“He”).
Confucianism stresses gentlemen are in peace but different in thinking, however, bad guys are the same but not in peace (He).
Buddhism in China believes that body in peace so can stay together, mouth in peace so there is no dispute, agreement in peace so human beings become happy.
These 3 Chinese philosophies also consider “He” as a transporter that makes things understand and smooth. “He” is a compromise, a selection of the best, a mixture, and going through everything. It is continuity as well as innovation of new thing/idea.
Chinese culture has also influenced Japan, especially Confucianism that Japanese has a deep understanding, appreciation and application. Japan business culture is different from the West even though its capitalism is modeled after the West. Japan business practice (as well as Korean) stress a lot on group activities, teamwork and they seek harmony”以和为贵” in decision making. Japanese kimono is called ”和服” – dress of He, and furthermore, Japanese has called themselves ”大和民族” – the race of great He.
A character or word can also represent a culture. This is especially true for Chinese, because every Chinese character has its meaning when it was created in ancient time. The shape of the character displays its meaning.
“He” as a representative of Chinese culture is also reflected and used in big ceremony. No wonder in the 2008 Beijing Olympic opening ceremony, thousands of students were forming “He” character.
This is a significant Chinese word that the Chinese government wanted to inform and present to the world. “He” displays and shows the world that Chinese people are a peaceful race and they are willing to co-exist and progress together with the rest of the world.
“He” occupies an important and special cultural and historical meaning in China. Some Chinese scholars claim that “He” represents a unique feature of China’s history and culture. A typical Chinese saying is “以和为贵” - “He” is precious. Because of “He”, there is less conflict and more peace. Everyone treasures “He” so that all can live in harmony. This is why businessmen are stressing “和气生财” (peaceful environment leads to money making). If businessmen are in cut throat price war, at the end, all will surfer.
However, some may consider or even criticise “He” as a weak characteristic. “He” can be a compromise, a “let go”, a “give way” or even surrender to avoid conflict. Nevertheless, Daoism always stress weak is strong, small can win over big, to withdraw mean to attack.
“He” is also in alignment with Confucianism, Daoism and Buddhism thinking.
Daoism sees “He” moving along Yin and Yang and seeking a balance (“He”).
Confucianism stresses gentlemen are in peace but different in thinking, however, bad guys are the same but not in peace (He).
Buddhism in China believes that body in peace so can stay together, mouth in peace so there is no dispute, agreement in peace so human beings become happy.
These 3 Chinese philosophies also consider “He” as a transporter that makes things understand and smooth. “He” is a compromise, a selection of the best, a mixture, and going through everything. It is continuity as well as innovation of new thing/idea.
Chinese culture has also influenced Japan, especially Confucianism that Japanese has a deep understanding, appreciation and application. Japan business culture is different from the West even though its capitalism is modeled after the West. Japan business practice (as well as Korean) stress a lot on group activities, teamwork and they seek harmony”以和为贵” in decision making. Japanese kimono is called ”和服” – dress of He, and furthermore, Japanese has called themselves ”大和民族” – the race of great He.
Thursday 7 October 2010
Three treasures (Dao De Jing)
Dear Dr Su,
I refer to your email of 30 September 2010.
It was a mixed feeling, a myth, and a reality.
Being a graduate of Nantah, we are used to all kinds of insults, be it positive or negative. In the short history of 25 years of Nantah, we were considered as second class and poor English speakers. However, today when we compare ourselves to some current academics and students at our universities, we, as what you stated in your concluding remark, “can hold our heads high” in our command of English language. Perhaps, thanks to the Nantah Spirit.
I rarely want to discuss about association with NTU. I am confused when I receive both alumni magazines, newsletters from NUS and NTU. Who am I? Perhaps, like a pig standing in front of a mirror, not a human being inside or outside of a mirror.
(猪八戒照镜子， 里外不是人) 。- A mixed identity.
I feel so sorry that NTU was treated such a way in our main stream media. Again, to a Nantah ren, this is not a strange thing but expected. I sincerely hope history will not repeat again. However, to face the reality, we cannot pretend or ignore potential students discussing NTU being a less favourable university in Singapore. I think because of this concern, a President of a university like you, has to make strong clarification on this matter.
If you look at the freshmen intake of academic cutoff points, you will realize most students opt for management, law, medicine etc. This is why SMU can attract better A level scorers, even better than NUS in per capita level. NTU’s new medical school may help to attract top students, but on average cut off points, perhaps only marginally improve. As a last resort, you may face the dilemma of enrolling more and more foreign top students.
Another reality is that the THE ranking does place NTU as No. 174 this year. We cannot change their assessment criteria, just like we cannot change the mother tongue’s weighting in our PSLE, but to just try harder to improve the command of the language. Any attempt to do that is telling THE to change the playing ground to suit our advantages. No way, we have to work our way up and improve our weak points as described in your email. You may want to take reference from HKUST, a relatively new university established in 1991 (the same year as NTI moved to NTU). This university ranks respectively high in both QS (40) and THE (41).
The market for graduates in Singapore is business, money, profit, and service jobs. Students are talking about return on investments. We cannot blame them for too pragmatic as they are the products of our education system. (And now we even have a casino environment!). This greatly affects students choosing their first choice local university. The problem is what kind of graduates that NTU wants to produce. A money minded man or a ….. By the same logic, I have doubt SUTD can be as successful as SMU in attracting top Singapore students.
Even we increase our population to 6.5 million, we are still not New York/Chicago in the USA, or London/Paris/Berlin in Europe. These roles are for bigger cities and capitals in Asia, Shanghai, Calcutta or Tokyo. We are perhaps like Amsterdam, Zurich, LA, level 2 or 3 type of supporting cities in Asia.
I was in Munich recently. There is no ticket control in their metro system. You can find both new and old metro cars traveling in different routes. On the third day of AFAT exhibition in Mess Munchen, the transport workers went on strike, causing great inconvenience to visitors to the exhibition. Life is normal and peaceful although there is a strike. A bottle of mineral water may cost euro 0.17, however you have to pay an additional plastic deposit of euro 0.25. When we have dinner at a traditional Munich restaurant, we are surprised that they only accept cash. (When I was in Düsseldorf airport, the car park system is still using ticket system not like our cash card system).
They have less concern of the ranking of their universities, rather they cheer for Bayern Munich in the Champions League.
While when we are discussing promoting Asian value (and Confucianism for Chinese Singaporeans) in Singapore, will we reach the state or level of Munich, an orderly society even there is a strike, people pay their due at metro system, protecting the environment, and quite importantly never claim to be No1 in the world openly.
In conclusion, may I quote Laozi three treasures as an encouragement to NTU?
Chapter 67 of Dao De Jing:
Everyone says the Way is great and beyond comparison.
Because it is great, it cannot be compared.
If it were compared, it already would have seemed small.
I have three treasures to be maintained and cherished:
the first is love;
the second is frugality;
the third is not pushing oneself ahead of others.
From love comes courage;
from frugality comes generosity;
from not pushing oneself ahead of others comes leadership.
Now courage without love, generosity without frugality,
and leadership by pushing oneself ahead of others are fatal.
For love wins all battles and is the strongest defense.
Heaven gives love to save and protect.
(Source: English version by Sanderson Beck)
Yours sincerely,
I refer to your email of 30 September 2010.
It was a mixed feeling, a myth, and a reality.
Being a graduate of Nantah, we are used to all kinds of insults, be it positive or negative. In the short history of 25 years of Nantah, we were considered as second class and poor English speakers. However, today when we compare ourselves to some current academics and students at our universities, we, as what you stated in your concluding remark, “can hold our heads high” in our command of English language. Perhaps, thanks to the Nantah Spirit.
I rarely want to discuss about association with NTU. I am confused when I receive both alumni magazines, newsletters from NUS and NTU. Who am I? Perhaps, like a pig standing in front of a mirror, not a human being inside or outside of a mirror.
(猪八戒照镜子， 里外不是人) 。- A mixed identity.
I feel so sorry that NTU was treated such a way in our main stream media. Again, to a Nantah ren, this is not a strange thing but expected. I sincerely hope history will not repeat again. However, to face the reality, we cannot pretend or ignore potential students discussing NTU being a less favourable university in Singapore. I think because of this concern, a President of a university like you, has to make strong clarification on this matter.
If you look at the freshmen intake of academic cutoff points, you will realize most students opt for management, law, medicine etc. This is why SMU can attract better A level scorers, even better than NUS in per capita level. NTU’s new medical school may help to attract top students, but on average cut off points, perhaps only marginally improve. As a last resort, you may face the dilemma of enrolling more and more foreign top students.
Another reality is that the THE ranking does place NTU as No. 174 this year. We cannot change their assessment criteria, just like we cannot change the mother tongue’s weighting in our PSLE, but to just try harder to improve the command of the language. Any attempt to do that is telling THE to change the playing ground to suit our advantages. No way, we have to work our way up and improve our weak points as described in your email. You may want to take reference from HKUST, a relatively new university established in 1991 (the same year as NTI moved to NTU). This university ranks respectively high in both QS (40) and THE (41).
The market for graduates in Singapore is business, money, profit, and service jobs. Students are talking about return on investments. We cannot blame them for too pragmatic as they are the products of our education system. (And now we even have a casino environment!). This greatly affects students choosing their first choice local university. The problem is what kind of graduates that NTU wants to produce. A money minded man or a ….. By the same logic, I have doubt SUTD can be as successful as SMU in attracting top Singapore students.
Even we increase our population to 6.5 million, we are still not New York/Chicago in the USA, or London/Paris/Berlin in Europe. These roles are for bigger cities and capitals in Asia, Shanghai, Calcutta or Tokyo. We are perhaps like Amsterdam, Zurich, LA, level 2 or 3 type of supporting cities in Asia.
I was in Munich recently. There is no ticket control in their metro system. You can find both new and old metro cars traveling in different routes. On the third day of AFAT exhibition in Mess Munchen, the transport workers went on strike, causing great inconvenience to visitors to the exhibition. Life is normal and peaceful although there is a strike. A bottle of mineral water may cost euro 0.17, however you have to pay an additional plastic deposit of euro 0.25. When we have dinner at a traditional Munich restaurant, we are surprised that they only accept cash. (When I was in Düsseldorf airport, the car park system is still using ticket system not like our cash card system).
They have less concern of the ranking of their universities, rather they cheer for Bayern Munich in the Champions League.
While when we are discussing promoting Asian value (and Confucianism for Chinese Singaporeans) in Singapore, will we reach the state or level of Munich, an orderly society even there is a strike, people pay their due at metro system, protecting the environment, and quite importantly never claim to be No1 in the world openly.
In conclusion, may I quote Laozi three treasures as an encouragement to NTU?
Chapter 67 of Dao De Jing:
Everyone says the Way is great and beyond comparison.
Because it is great, it cannot be compared.
If it were compared, it already would have seemed small.
I have three treasures to be maintained and cherished:
the first is love;
the second is frugality;
the third is not pushing oneself ahead of others.
From love comes courage;
from frugality comes generosity;
from not pushing oneself ahead of others comes leadership.
Now courage without love, generosity without frugality,
and leadership by pushing oneself ahead of others are fatal.
For love wins all battles and is the strongest defense.
Heaven gives love to save and protect.
(Source: English version by Sanderson Beck)
Yours sincerely,
Sunday 3 October 2010
Chinese - not enterprise enough?
Upon his return from oversea trip, MM Lee spoke on a forum for Russian and Singaporean businessmen. He commented about the lack of entrepreneurship for Chinese and Indians as their best want to join the government, not business.
Here is the CNA’s report:
Mr Lee said Russia’s challenge was to develop its pool of entrepreneurs, just like Singapore.
He said: “We’re trying to do that. But we are hampered by culture. We’re largely Chinese and Indians. And both Chinese and Indians, the best go into government, (they) don’t go into enterprise.
“The economy can be structured to allow enterprise, but enterprise itself must be done by entrepreneurs – people who say, ‘ah yes, I will make that into a money-making venture’. And they do. It happens in America, it can happen here.
“The trouble with us is, Singapore is small. So when we discover something, we have to go to Silicon Valley to get extra talent to join us, whereupon they know what we’re doing, and they improve on it, and beat us. So it’s a tough fight. But slowly we’ll climb up the technology ladder; there’s no other way.”
Is this a fair comment? I would discuss this from the Chinese perspective.
Firstly, due to the Confucianism influence, Chinese scholars’ only aim is to serve the government and nation. Hence, they would take the imperial examination and seek to be selected for official positions. This gave the impression that the top scorers in the examination are the “best”. It may be true but may not be true.
Throughout the history of China, many of the high achievers were failures in the imperial examination, e.g. Li Bai （李白）. Were they not the “best”?
Perhaps, MM Lee is referring to exam smart “best” and not other achievements.
Secondly, the social status of businessmen was low in Chinese dynasties. The general opinion is businessmen are greedy and not honest. A scholar, being a gentleman, is regarded as a trusted person with high moral and ethnic. Is this true?
Many scholars were in fact immoral persons, e.g. Qin Hui(秦桧), Chen Shi Mei
（陈世美）.
This “pro-scholars” mindset also discouraged “best” men venturing into business. But it cannot prevent “best” scholars become corrupted or immoral.
May be MM Lee has forgotten “every trade has its best” (行行出状元).
Thirdly, there is a misconception of early achievers or Top A students. MM Lee might have formed his opinion that in the imperial selection process, early achievers and Top A students in exam were the “best”. By this definition, Bill Gate, Michael Dell or Ma Yun (Alibaba) is not the best?
If you look at a longer time, how do you measure a person’s contribution to society? A person’s best contribution is measured by his/her life achievement, not a single exam. An exam cannot determine whether the candidate is the best or not, especially when we look at life a journey. MM Lee once said you could only assess a person after his death. (盖棺定论).
Fourthly, there are opportunities and options for Chinese as compared to the past. Given the opportunity to become rich, Chinese will venture into the business. In ancient time, the poor could only hope to get rich and famous officially through exam.
With the opening up of Chinese economy, this gives the best another option to venture into business.
The new culture of money loving and the emergence of gentle businessmen (儒商) are attracting the best Chinese talents to become entrepreneurs. This has already happened in Beijing’s Silicon Village (中关村) or Shenzhen many years ago.
To end the discussion, here are two stories of business success before the Emperor Qin Shi Huang. （秦始皇）
1．Golden Rules of Business Success
Fan Li (范蠡) was an ancient Chinese advisor in the state of Yue in the Spring and Autumn Period. He had been to the state of Wu as hostage with King Goujian of Yue. Three years later they came back and he helped Goujian to carry on a reform. At last Yue was able to defeat the state of Wu. After the victory he resigned and renamed himself Tao Zhu Gong (Chinese: 陶朱公; pinyin: Táo Zhūgōng; literally "Lord Tao Zhu"). He became a successful businessman in his later years and was famous as a rich person.
In the legend, after the fall of Wu, Fan Li retired from his ministerial post and lived with Xi Shi on a fishing boat, roaming like fairies in the misty wilderness of Tai He Lake, and no one has seen them ever since.
Fan Li managed a pharmacy selling traditional Chinese medicine. The pharmacy originally included only two elderly employees, He Bo (Chinese: 何伯; pinyin: Hé Bó) and De Shu (Chinese: 德叔; pinyin: Dé Shū in Mainland China, Dé Shú in Taiwan). The business began to expand only when Tao Zhugong hired He Bo's youngest son, Xiao Wen (Chinese: 小文; pinyin: Xiăo Wén).
He wrote a book known in English as "Golden Rules of Business Success" (simplified Chinese: 经商宝典; traditional Chinese: 經商寶典; pinyin: Jīng Shāng Băo Diăn; literally "Manage Business Jade Advice"). This book remains popular today as its advice is sometimes considered timeless. It includes Twelve Business Principles and Twelve Business Pitfalls describing the art of successful business management.
(Source: wikipedia)
2． Return on Investment from establishing a ruler
The Shiji biography of Lü Buwei says he was a native of the state of Wei (衛) who became a successful travelling merchant and earned "thousands of measures of gold." In 267 BCE, the first son of King Zhaoxiang of Qin died, and he made his second son, the Lord of Anguo (安国), crown prince. Anguo promoted his concubine Lady Huayang (華陽), who was childless, as his primary wife. Anguo had more than 20 sons, and Prince Yiren (異人), one of the middle-ranking ones, was sent as a Qin political hostage to the state of Zhao. When Lü was trading in the Zhao capital Handan, he met Yiren and said, "This is a rare piece of merchandise that should be saved for later."[3]
The Zhanguoce has a story about Lü deciding to change careers from commerce to government.
On returning home, he said to his father, "What is the profit on investment that one can expect from plowing fields?""Ten times the investment," replied his father."And the return on investment in pearls and jades is how much?""A hundred fold.""And the return on investment from establishing a ruler and securing the state would be how much?""It would be incalculable." "Now if I devoted my energies to laboring in the fields, I would hardly get enough to clothe and feed myself; yet if I secure a state and establish its lord, the benefits can be passed on to future generations. I propose to go serve Prince Yiren of Qin who is hostage in Zhao and resides in the city of Jiao."[4]
Using Machiavellian bribes and machinations, Lü arranged for Yiren to return home and be adopted as the son and heir of Lady Huayang. She changed his name to Prince Chu (子楚) because she was from the southern state of Chu.
The Shiji says Lü had a beautiful "dancing girl" in his household, with whom Chu became so infatuated that he asked for her. Lü reluctantly presented his courtesan to the prince, and they returned to Handan. In 259 BCE, she had a son named Zheng (政), who eventually unified China and became the first Emperor Qin Shi Huang.
(Source: wikipedia)
Here is the CNA’s report:
Mr Lee said Russia’s challenge was to develop its pool of entrepreneurs, just like Singapore.
He said: “We’re trying to do that. But we are hampered by culture. We’re largely Chinese and Indians. And both Chinese and Indians, the best go into government, (they) don’t go into enterprise.
“The economy can be structured to allow enterprise, but enterprise itself must be done by entrepreneurs – people who say, ‘ah yes, I will make that into a money-making venture’. And they do. It happens in America, it can happen here.
“The trouble with us is, Singapore is small. So when we discover something, we have to go to Silicon Valley to get extra talent to join us, whereupon they know what we’re doing, and they improve on it, and beat us. So it’s a tough fight. But slowly we’ll climb up the technology ladder; there’s no other way.”
Is this a fair comment? I would discuss this from the Chinese perspective.
Firstly, due to the Confucianism influence, Chinese scholars’ only aim is to serve the government and nation. Hence, they would take the imperial examination and seek to be selected for official positions. This gave the impression that the top scorers in the examination are the “best”. It may be true but may not be true.
Throughout the history of China, many of the high achievers were failures in the imperial examination, e.g. Li Bai （李白）. Were they not the “best”?
Perhaps, MM Lee is referring to exam smart “best” and not other achievements.
Secondly, the social status of businessmen was low in Chinese dynasties. The general opinion is businessmen are greedy and not honest. A scholar, being a gentleman, is regarded as a trusted person with high moral and ethnic. Is this true?
Many scholars were in fact immoral persons, e.g. Qin Hui(秦桧), Chen Shi Mei
（陈世美）.
This “pro-scholars” mindset also discouraged “best” men venturing into business. But it cannot prevent “best” scholars become corrupted or immoral.
May be MM Lee has forgotten “every trade has its best” (行行出状元).
Thirdly, there is a misconception of early achievers or Top A students. MM Lee might have formed his opinion that in the imperial selection process, early achievers and Top A students in exam were the “best”. By this definition, Bill Gate, Michael Dell or Ma Yun (Alibaba) is not the best?
If you look at a longer time, how do you measure a person’s contribution to society? A person’s best contribution is measured by his/her life achievement, not a single exam. An exam cannot determine whether the candidate is the best or not, especially when we look at life a journey. MM Lee once said you could only assess a person after his death. (盖棺定论).
Fourthly, there are opportunities and options for Chinese as compared to the past. Given the opportunity to become rich, Chinese will venture into the business. In ancient time, the poor could only hope to get rich and famous officially through exam.
With the opening up of Chinese economy, this gives the best another option to venture into business.
The new culture of money loving and the emergence of gentle businessmen (儒商) are attracting the best Chinese talents to become entrepreneurs. This has already happened in Beijing’s Silicon Village (中关村) or Shenzhen many years ago.
To end the discussion, here are two stories of business success before the Emperor Qin Shi Huang. （秦始皇）
1．Golden Rules of Business Success
Fan Li (范蠡) was an ancient Chinese advisor in the state of Yue in the Spring and Autumn Period. He had been to the state of Wu as hostage with King Goujian of Yue. Three years later they came back and he helped Goujian to carry on a reform. At last Yue was able to defeat the state of Wu. After the victory he resigned and renamed himself Tao Zhu Gong (Chinese: 陶朱公; pinyin: Táo Zhūgōng; literally "Lord Tao Zhu"). He became a successful businessman in his later years and was famous as a rich person.
In the legend, after the fall of Wu, Fan Li retired from his ministerial post and lived with Xi Shi on a fishing boat, roaming like fairies in the misty wilderness of Tai He Lake, and no one has seen them ever since.
Fan Li managed a pharmacy selling traditional Chinese medicine. The pharmacy originally included only two elderly employees, He Bo (Chinese: 何伯; pinyin: Hé Bó) and De Shu (Chinese: 德叔; pinyin: Dé Shū in Mainland China, Dé Shú in Taiwan). The business began to expand only when Tao Zhugong hired He Bo's youngest son, Xiao Wen (Chinese: 小文; pinyin: Xiăo Wén).
He wrote a book known in English as "Golden Rules of Business Success" (simplified Chinese: 经商宝典; traditional Chinese: 經商寶典; pinyin: Jīng Shāng Băo Diăn; literally "Manage Business Jade Advice"). This book remains popular today as its advice is sometimes considered timeless. It includes Twelve Business Principles and Twelve Business Pitfalls describing the art of successful business management.
(Source: wikipedia)
2． Return on Investment from establishing a ruler
The Shiji biography of Lü Buwei says he was a native of the state of Wei (衛) who became a successful travelling merchant and earned "thousands of measures of gold." In 267 BCE, the first son of King Zhaoxiang of Qin died, and he made his second son, the Lord of Anguo (安国), crown prince. Anguo promoted his concubine Lady Huayang (華陽), who was childless, as his primary wife. Anguo had more than 20 sons, and Prince Yiren (異人), one of the middle-ranking ones, was sent as a Qin political hostage to the state of Zhao. When Lü was trading in the Zhao capital Handan, he met Yiren and said, "This is a rare piece of merchandise that should be saved for later."[3]
The Zhanguoce has a story about Lü deciding to change careers from commerce to government.
On returning home, he said to his father, "What is the profit on investment that one can expect from plowing fields?""Ten times the investment," replied his father."And the return on investment in pearls and jades is how much?""A hundred fold.""And the return on investment from establishing a ruler and securing the state would be how much?""It would be incalculable." "Now if I devoted my energies to laboring in the fields, I would hardly get enough to clothe and feed myself; yet if I secure a state and establish its lord, the benefits can be passed on to future generations. I propose to go serve Prince Yiren of Qin who is hostage in Zhao and resides in the city of Jiao."[4]
Using Machiavellian bribes and machinations, Lü arranged for Yiren to return home and be adopted as the son and heir of Lady Huayang. She changed his name to Prince Chu (子楚) because she was from the southern state of Chu.
The Shiji says Lü had a beautiful "dancing girl" in his household, with whom Chu became so infatuated that he asked for her. Lü reluctantly presented his courtesan to the prince, and they returned to Handan. In 259 BCE, she had a son named Zheng (政), who eventually unified China and became the first Emperor Qin Shi Huang.
(Source: wikipedia)
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