Rule 8: Pursue a prudent and conservative financial policy.

Prudence is the mother of success, don't look at Liu Lang is full of confidence, but the market is changing, he knows the development of the world in the next 20 years, but what about the future? Liu Lang does not dare to say that he can grasp the future development situation, so he must hire a professional financial management agency to manage it, which has already begun in NORINCO Group.

What really needs to be implemented is the distribution of equity, and the current equity of NORINCO Group is 90 percent owned by Liu Lang and 10 percent by Wang Zhendong, and the company will not be listed in the future and will never enter the capital market.

Therefore, NORINCO Group is strictly a private enterprise of Liu Lang and the Wang family, but this will affect the enthusiasm of employees, so Liu Lang will gradually distribute the equity to employees in the future, and the regulations specifically indicate that Liu Lang's equity will be gradually distributed to employees from the current 90% until 50%, which means that the employee will have a maximum of 40% equity, which means that everyone knows, and at the same time, the company's profits will not only be given to those who hold equity.

Liu Lang stipulates that every year, a quarter of the profits should be used for dividends, a quarter for employee rewards, a quarter for scientific and technological research and development, and a quarter for public reserves.

In short, there are two major principles in the financial decision-making of NORINCO Group, that is, maximum security and independence, independence is to put the management rights and control within the company, and not to let outsiders get involved, let alone those capital markets.

Rule 9: Face up to conflicts to resolve crises and contradictions.

Conflict includes two aspects, one is the conflict between employees and employees, after all, there are contradictions where there are people, no matter how good the internal employees of the enterprise can not be as close as brothers, even if they are brothers, they will not be close forever.

Liu Lang's idea is that everyone should discuss and argue rationally on a case-by-case basis, so that not only will not hurt the cooperative atmosphere at work, but can promote communication and improve work performance.

If there is a quarrel between employees or even a quarrel between subordinates and superiors, the senior management must pay attention to it, and to make the problem clear, first of all, the quarrel must not be an attack on the individual, if so, then it will be severely punished.

If they have a conflict when looking at the problem, then sit down and explain the matter clearly, so that the matter can be spread out, and after the quarrel, they can sit together and drink, and all the contradictions will be resolved naturally.

Of course, this needs to be constrained by a system, and a complete set of corporate governance mechanisms should be formulated, which clearly stipulates the rights, obligations and responsibilities between shareholders, managers and the board of supervisors, and sets rules and methods for the implementation of various decisions, so as to improve the decision-making ability of the enterprise and create the greatest management value.

In this way, many conflicts can be mitigated or eliminated, allowing the company to focus its time and energy on the business level.

This is the basic law of NORINCO formulated by Liu Lang, which is a total of nine:

Basic rule 1: The goal is long-term, and the future is our goal.

Basic rule 2: lead the market with innovation.

Basic rule three: focus on professional market segments.

Basic rule 4: Carry out diversified operations based on core competencies.

Fundamental rule five: maintain a long-term and close relationship with your customers.

Basic rule 6: win-win cooperation with peers.

Fundamental rule 7: Attract and retain employees who are truly capable.

Fundamental rule 8: Pursue a prudent and conservative financial policy.

Basic rule 9: Face up to conflicts to resolve crises and contradictions.

The nine basic principles will guide NORINCO to move forward.

Of course, there is a general outline that follows it.

The purpose of the Basic Principles is agile management, which allows the upper, middle and grassroots levels to cooperate and interact with each other in the most convenient way, while building a highly autonomous and decentralized self-organizing team, a healthy culture of fault tolerance and trial and error, and so on.

The core idea of agile management is that enterprises should adapt to change quickly, flexibly and proactively.

To carry out the most convenient cooperation and interactive communication, it is necessary to weaken or even break the department-based thinking of the traditional industrial era, enhance the cohesion and trust within the enterprise, and enable knowledge and experience to be shared by more employees.

In this way, the value creation process of the enterprise is broken down into multiple teams and groups that are self-organising and flexible, increasing the flexibility of enterprise value creation and the motivation of front-line teams.

Of course, self-management does not mean that there is no need for top-down management at all, but requires employees to be solely responsible, self-motivated and self-rewarding and punishing.

These nine basic rules are the theories condensed by Liu Lang's experience formed after thinking about it for nearly a year, and integrating the essence of many modern management systems, even the enterprise management of western developed countries is not as incisive as these nine rules.

Of course, the truth is understood, but it is difficult to practice, it can be said that each of the nine basic laws must have a strong executive force to practice, so to truly integrate these nine basic laws into the flesh and blood of the North Industries Group is not a matter of one or two days, it may take a year or even a few years, but Liu Lang believes that it will succeed, and it must succeed, because this is the only way for the North Industries Group to go to the world.

Liu Lang has a strong confidence, the source of confidence is that Wang Zhendong's management team has a strong executive power, they were originally a group of soldiers, to Wang Zhendong and Liu Lang these two people are extremely loyal, an order is to go to the soup and fire is also not resigned, of course, these people are not perfect, they are halfway to manage the company, there are shortcomings in the profession, Liu Lang will hire professional managers to join in the next step, so that professionalism and execution are combined.

The above is not the most important reason, Liu Lang is the equivalent of "emperor" in the North Industries Group, this emperor does not mean the supreme power, but refers to his unparalleled prestige, everyone is almost crazy to trust him, his words are "holy will", it is the will of "God", no one will question his words.

Therefore, everyone will accept these nine basic rules, and as for how to implement them, it is necessary to constantly explore them in the work.

"The Basic Principles of NORINCO Group!" was posted, and everyone should be solicited before the official implementation, everyone can discuss it, everyone can put forward their own suggestions, and after revision, it will be officially implemented in one month.

This is the basic law of NORINCO Group, of course, it will not just stay in writing, and then NORINCO Group will also make adjustments in terms of organization.

NORINCO Group will redivide various departments, divided into management team and technical team, the management team is in charge of Wang Zhendong, the chief executive, divided into publicity, logistics, sales, finance, legal affairs and discipline and other departments.

The technical team is temporarily led by Liu Lang, and there are only two departments, production and R&D, and the production department is composed of two projects, Juniper and He Tao.