親愛的匯川技術(shù)及各子公司全體員工：

大家新年好！

2025年，匯川定義為“生態(tài)年”。當(dāng)初很多人不理解為什么？

從年初全社會(huì)愈演愈烈的價(jià)格內(nèi)卷，到年末幾個(gè)主流行業(yè)主動(dòng)倡導(dǎo)自律、治理低價(jià)，再次應(yīng)驗(yàn)“反者道之動(dòng)”的古訓(xùn)。如果沒有一個(gè)全球化且健康可持續(xù)的商業(yè)生態(tài)，任何行業(yè)、任何企業(yè)的成功都是短暫的。對(duì)社會(huì)有意義，而不只是對(duì)匯川有意義，是匯川“生態(tài)”戰(zhàn)略的底色，也是匯川持續(xù)進(jìn)步的動(dòng)力源泉。

基于這樣的生態(tài)理念，我們堅(jiān)決不干三件事：

1、全棧供應(yīng)鏈的垂直整合；

2、利用鏈主優(yōu)勢壓榨供應(yīng)鏈；

3、最低價(jià)招標(biāo)，應(yīng)標(biāo)。

最重要的是我們要干好四件事：

客戶端生態(tài)：與各個(gè)行業(yè)的頭部客戶及其合作伙伴，建立聯(lián)合創(chuàng)新與攻關(guān)機(jī)制，拔高兩提四節(jié)雙安全，同時(shí)保護(hù)好客戶的IP；

產(chǎn)品端生態(tài)：把生態(tài)特征定義在產(chǎn)品靈魂里，特別是軟件產(chǎn)品，高級(jí)SI（系統(tǒng)集成商）、OEM客戶、EU客戶等商業(yè)共贏模式的構(gòu)建，要成為產(chǎn)品設(shè)計(jì)最重要的因素；

供應(yīng)商端生態(tài)：把供應(yīng)商與匯川聯(lián)合創(chuàng)新作為第一選擇依據(jù)，把公司治理尤其是創(chuàng)始人聚焦主業(yè)作為第二選擇依據(jù)，這是作為鏈主企業(yè)最直接的生態(tài)作為；

產(chǎn)業(yè)人才端：全社會(huì)產(chǎn)業(yè)人才的厚度與密度，決定了產(chǎn)業(yè)的未來。匯川構(gòu)建的學(xué)校教育人才培養(yǎng)場景、開發(fā)者大賽人才發(fā)掘場景、匯英計(jì)劃的人才就業(yè)場景，持續(xù)培養(yǎng)天才少年們的工業(yè)夢、實(shí)業(yè)情，筑牢中國制造最重要的人才之基。

2026年，我定義為匯川的“人先”年。所謂人先，就是以人為先。

區(qū)別于以事為先，現(xiàn)在的匯川容易陷入程序正義的敘事中：從業(yè)務(wù)方向、路徑、策略、流程、規(guī)則、組織，最后會(huì)剩余一點(diǎn)精力談人。區(qū)別于以人為本，強(qiáng)調(diào)的是理念和原則。以人為先更強(qiáng)調(diào)行動(dòng)的優(yōu)先級(jí)排序。

匯川在創(chuàng)業(yè)階段，是被迫落地了以人為先的策略，因?yàn)槟莻€(gè)階段只有人是唯一資源。隨著規(guī)模的擴(kuò)大，我們開始強(qiáng)化體系的建設(shè)，特別是很多年輕的管理者，他們是在一個(gè)相對(duì)健全的體系下成長起來的，對(duì)人的認(rèn)知就不夠深刻。

現(xiàn)在是快速變化的商業(yè)時(shí)代，永葆創(chuàng)業(yè)階段的敏捷型，又要極致利用平臺(tái)的優(yōu)勢，只有這樣雙劍合一的公司才能活得好，我們必須重置“人為先”的管理邏輯：

1、完全區(qū)別于過去商業(yè)成功的范式，未來既有短期冒險(xiǎn)主義，又有長期專業(yè)主義的商業(yè)領(lǐng)袖，是商業(yè)成功的第一要素。

2、所有管理者必須優(yōu)先考慮人的問題，再考慮事的問題。而人的問題，優(yōu)先考慮的是思維方式的重構(gòu)而不簡單是能力提升。用在人身上的時(shí)間，超過事上，才是真正的戰(zhàn)略勤奮。

3、以人盡其才為目的的因人設(shè)崗，打破傳統(tǒng)管理范式的約束，是創(chuàng)業(yè)型、創(chuàng)新性組織的常態(tài)，它的本質(zhì)就是以人為先。

4、用先進(jìn)企業(yè)文化凝聚越來越多的人，順人性之善激勵(lì)，逆人性之惡約束，經(jīng)營全球不同背景員工快速發(fā)展的愿力，是國際化戰(zhàn)略執(zhí)行的真正起點(diǎn)，否則，再好的思想、戰(zhàn)略、策略，都不會(huì)有效落地。

志合者，不以山海為遠(yuǎn)，踐行以人為先，攜手共赴2026新征程。在此年末之際，向大家致以最美好的新年祝福！

此致

敬禮！

匯川技術(shù)董事長、總裁

朱興明

Opening 2026: A New Year Address from Zhu Xingming, Chairman and President of Inovance

Dear Colleagues,

Happy New Year!

We have defined 2025 as Inovance's "Year of Ecosystem," a move that was not well understood by many at first.

From the intensifying cutthroat price competition across industries at the start of the year, to the voluntary self-discipline and low-price governance initiatives launched by several major sectors by year-end, we have witnessed once again the ancient wisdom that "extremes lead to their opposites." Without a globalized, healthy, and sustainable business ecosystem, success in any industry or enterprise is fleeting. Benefiting society as a whole—rather than Inovance alone—is the cornerstone of our ecosystem strategy, and also the driving force behind our continuous progress.

Guided by this ecosystem philosophy, we are firmly committed to avoiding three things:

1、Vertical integration of a full-stack supply chain.

2、Exploiting supply chain partners through our position as a supply chain leader.

3、Soliciting or participating in bids based solely on the lowest price.

Our top priorities focus on four key ecosystem-building initiatives:

Customer Ecosystem: Establish mechanisms for joint innovation and tackling key challenges with leading customers across various industries and their partners. This collaboration aims to enhance the core values of the "Two Improvements, Four Savings and Dual Safety" initiative—improving efficiency and quality, saving energy, materials, labor, and space, and ensuring both customers' property safety and employees' personal safety—while rigorously protecting our customers' intellectual property.

Product Ecosystem: Embed ecosystem characteristics into the very soul of our products, especially our software. Building win-win partnerships with premium system integrators (SIs), original equipment manufacturers (OEMs), and end-users (EUs) must be a primary consideration in product design.

Supplier Ecosystem: Joint innovation with Inovance is our primary consideration for selecting suppliers, followed by sound corporate governance of the suppliers—especially their founders' focus on core businesses. This is our tangible responsibility as a supply chain leader to foster a healthy ecosystem.

Industry Talent Pool: The depth and density of industrial talent across society shape the future of the industry. Inovance has built talent platforms including school-based training programs, developer competitions for talent discovery, and the Talent Gathering Program for employment opportunities. We keep fostering young talents' passion for industry and manufacturing, and solidify the vital talent foundation of China’s manufacturing industry.

2026 is Inovance’s "Year of Putting People First," as I define it. This notion simply means: People come first.

Different from "Task-First"—which often leads to getting trapped in narratives of procedural correctness, focusing first on business directions, approaches, strategies, processes, rules and organizational setup, leaving little energy to care about people—and also distinct from "People-Oriented", which emphasizes philosophy and principles, "People-First" places greater emphasis on the prioritization of action.

In our startup phase, Inovance was forced to practice the principle of putting people first, for human resources were our only resource at that time. As we grow bigger, we have strengthened the building of institutional systems. However, many of our young managers have grown up in a well-established system, and their insight into people is far from thorough enough.

In today’s fast-paced, ever-changing business landscape, only those companies that stay as agile as in their startup days and fully leverage platform strengths can excel. This dual-edge approach is key to success, and we must reset our "People-First" management logic.

1. We must completely break away from the outdated paradigms of business success. For future business leaders, the ability to combine short-term entrepreneurial daring with long-term professional dedication will be the primary key to success.

2. For all managers, people come before tasks. When it comes to people, we need to prioritize mindset reshaping over simple capability building. Spending more time on people than on tasks is what true strategic diligence is all about.

3. Tailoring positions to talents for the sake of bringing out the best in every individual, and breaking the shackles of traditional management models, shall be a normal practice for our entrepreneurial and innovative organization. In its core, this is the true essence of putting people first.

4. Uniting more people with our progressive corporate culture, motivating by embracing the goodness of human nature and restraining by curbing its darkness, and nurturing the aspiration for rapid growth among our employees worldwide from diverse backgrounds—this is the true starting point of our globalization strategy. Without this, no matter how brilliant our visions, strategies and tactics are, they will never be effectively implemented.

Those with shared ambitions never see distance as a barrier. Upholding our "People-First" commitment, let us march forward together into the new era of 2026. As we draw this year to a close, I would like to extend my warmest wishes to everyone for the New Year!

Sincerely, 

Zhu Xingming 

Chairman and President of Inovance

精華不止于此！新一年的匯川如何破局？

所有深入的答案與現(xiàn)場解讀，將在1月29日朱總的新年演講中全面揭曉。