Reader's Note:
Many are consigned to mediocrity due to indecisiveness, hesitation, lack of self-confidence, and other weaknesses. In life, we should have "boldness", as well as "perseverance" and "commitment". Ma Yunsheng, the subject of this article, embodies the spirit of audacity and responsibility.
Entrepreneurs, in particular, must embody the spirit of bold action, courageous exploration, tenacious effort, and pioneering innovation, especially in today's profound and complex era. Whether the entrepreneurial spirit is kindled can determine whether entrepreneurs will press forward or falter, whether they will cling to the old ways or forge new paths.
Ma Yunsheng, as a pioneer of the "Four Kinds of Boldness", propels Chambroad Holding Group to the forefront of development, continuously scaling new heights.
Steadfast Faith
On April 7, 1995, Ma Yunsheng arrived early at the township government compound, as was his routine, to begin his day's work. His agenda for the day included a visit to several villages in Caizhai Township to assess the spring planting situation for the last time, as he was soon to leave this familiar place. The county committee had made a decision: He was to transition from agriculture to industry, assuming control over the production and management of Boxing Lubricating Grease Factory (the predecessor of Chambroad Holding, hereinafter referred to as 'Chambroad'). Established in 1991, the enterprise had languished in a state of chronic underperformance and severe losses for four years. The appointment notice had arrived the previous day, and although the organization had discussed this with him, the swift issuance of the official notice was unexpected. The county committee seemed urgently keen on reviving the enterprise, hoping for an immediate turnaround from its difficulties.
……
In July 1980, 18-year-old Ma Yunsheng faced his first major life decision when choosing a college major. He vividly remembers his class advisor's strong endorsement of two majors: forestry, and animal husbandry and veterinary science, both highly sought after at that time.
Boxing is located in the north of Shangdong and divided by the Yellow River. The north of the Yellow River is suitable for planting jujube, while the south favors wheat and corn cultivation. Growing up on the southern bank of the Yellow River, Ma Yunsheng had never seen any orchards in the vicinity, which influenced him to fill in "animal husbandry and veterinary science" on his college application form, filled with eager anticipation.
However, after starting his career in 1982, Ma Yunsheng found that his academic background bore little relevance to his job.
"This is not something to be afraid of. I just need to start learning new knowledge from scratch."
Some people achieve excellence because they start with the belief that they are inadequate and thus remain eager to learn. Others fail to reach excellence because they begin by overestimating their own capabilities, settling for complacency instead of striving for more.
Ma Yunsheng is among the former. The environment in which he grew up has formed his character of resiliency and boldness. Those who know him understand that he is relentless, a man who, given a task, will not eat or sleep until he has seen it through to a result. He is also known for his willingness to help others, energetically assisting with their tasks. "This has all been influenced by my mother. So, in my career, the sole aim has been to seek ways to secure the welfare of the locals and elevate their standard of living," he reflects.
From the start of his career in 1982, Ma Yunsheng spent thirteen years traversing every corner of Yanfang Township, Chunhua Township, and Caizhai Township, to get closer to the people.
"Ma Yunsheng has always been concerned about our well-being and future plans. Over the years, not a day went by that he wasn't seen squatting in the fields or sitting in our homes, addressing our difficulties. Having him with us, we feel assured in all matters," locals would say.
Outside the window, the poplars were budding, unfurling tender green leaves.
The committee's decision was both a sign of trust and affirmation. Aware of the four consecutive years of losses, the changeover of two factory directors, and the concerns of over 600 employees, Ma Yunsheng knew the stakes were high: to succeed or not at all. "If I do well, the organization will surely retain me. But if I perform poorly, my life's prospects could dim as that of the enterprise. The only way forward is to treat the state-owned enterprise as my own, to commit with lifelong dedication, and to work earnestly for any chance of a turnaround."
On April 10, 1995, the 600 employees of the Boxing Lubricating Grease Factory welcomed their new director.
Drastic Reforms
In April, the sun bathed the Northern Hemisphere, awakening the earth with the promise of renewal. It was a hopeful season indeed. At that juncture, the Boxing Lubricating Grease Factory teetered on the brink of closure, its management hardly resembling that of a functioning enterprise.
Ma Yunsheng's appointment as factory director was announced on April 7, and he began his tenure on April 10. Despite being a novice in the industry and learning on the job, within his first six months, Ma Yunsheng issued 137 documents, executing sweeping reforms with swift decisiveness. Any change deemed beneficial to Chambroad, was promptly adopted and implemented without delay.
As a result, Chambroad managed to reverse its losses and achieve profitability within the same year.
Concerning employee remuneration, Ma Yunsheng spent over three months in deep contemplation, ultimately relegating the outdated state enterprise pay scales to the archives. Prior to 1995, like governmental agencies, Chambroad disbursed wages a month in advance. Upon assuming his role, Ma immediately halted this practice, declaring, "Chambroad isn't a government entity but a business. We can't rely on loans to meet payroll. We must foster a strong team ethos, live frugally, and earn our keep."
Seizing this moment, Ma Yunsheng launched comprehensive reforms, including the early adoption of an annual salary system for state-owned enterprise directors in 1996. Additionally, to stabilize the earnings of older employees with simpler tasks, Chambroad substantially increased their length-of-service pay. While these veteran employees might not command high salaries, their tenure rewarded them with substantial pay. Conversely, younger employees with more critical roles were compensated generously, with their performance dictating their bonuses.
However, the path of reform was far from unobstructed.
For example, Ma Yunsheng had to "kick" things into place literally. In 1995, upon his arrival at Chambroad, he prioritized three initiatives: fostering corporate culture, driving technological innovation, and nurturing talent. He likened corporate culture to an enterprise's soul, arguing that without it, even the most robust body lacks wisdom and grace.
One afternoon, Ma Yunsheng was discussing work with several leaders in the office when suddenly, there was a commotion outside. It turned out that after work, employees were jostling for seats on the shuttle bus. After going downstairs, Ma Yunsheng immediately summoned the person responsible for the inspection and, without a word, kicked him hard in the buttocks in front of all the employees.
After this kick, inspections became more stringent for a while, and the problem with queuing was significantly improved.
Yet, during the National Labor Day, a new challenge arose. Upon arrival at the canteen, Ma Yunsheng was met with a clamor—the glass of the serving window shattered by a crowd clamoring for food, neglecting to queue. Incensed, Ma bellowed, "Line up, everyone! Any offender will forfeit a month's wage."
Following another unequivocal kick to the inspector responsible for oversight, Ma Yunsheng warned that a recurrence would result in dismissal.
Hence, due to his assertive interventions, civilized queuing evolved into a cultural norm at Chambroad, rendering the position of inspector obsolete as employees embraced self-discipline.
Chambroad also champions a culture where filial piety is non-negotiable. Regardless of one's skills, those who are not dutiful to parents are deemed unfit for hire. Ma Yunsheng advocates for a "triple piety" concept within Chambroad: filial respect at home, which can be interpreted as respect for the senior and regard for the young; collaborative respect within the enterprise, which requires respect for the leaders, collaboration between the colleagues and contribution to the growth of inferiors; and loyalty at the national level, that is patriotism, dedication, integrity and friendship.
Now, Chambroad honors employees' parents with "filial piety wages" ranging from 100 to 500 yuan, and those over 70 receive an additional monthly "filial piety bonus" of 100 yuan.
Ma Yunsheng impresses upon the youth that the pursuit of employment in this new era is not about what society can offer them but about finding a platform to fulfill one's life value, embodying virtues of benevolence, integrity, courtesy, wisdom, and faith while uplifting and aiding others in their achievements.
Dream Big
In 2003, Ma Yunsheng was marking his ninth year with the company.
One day, he laid out a map of Boxing County on his office desk, studied it meticulously, and marked a spot on the eastern part of Boxing County. This spot was precisely where Chambroad would establish its presence.
On that particular day, Ma Yunsheng made a pivotal decision: to build the Chambroad Industrial Park.
Once this decision was announced, it sparked a fervent discussion. Should they expand the park? Was the timing right? ...
Unpreparedness spells failure. In fact, this decision had been brewing in Ma Yunsheng's heart for nine years. For an enterprise to thrive, it must grow in strength.
Throughout his tenure at the company, Ma Yunsheng increasingly sensed that Chambroad needed a breakthrough to grow. And why? Because petroleum is a strategic national resource tightly controlled by the government. If Chambroad were to remain confined to the refining sector, its growth would be significantly hampered.
Is establishing a project and building an industrial park feasible?
Back then, the overwhelming majority supported Ma Yunsheng's vision. In response to a few dissenting voices, Ma articulated his perspective in three sentences: "If we don't dare to dream, how can we act? If we don't act, how can we excel? Since we've acted, we must aim to be outstanding even if we can't be the first." He emphatically added, "If it does not succeed, I will take full responsibility." These words eventually became a cornerstone of Chambroad's corporate ethos, embodying the symbiosis of "words and action".
Like a stone cast into a pond, these words rippled through the crowd. It was clear to everyone that in 2003, the company had a sales revenue of 1.433 billion yuan, a remarkable contrast to its status nine years ago when it was on the brink of bankruptcy. Chambroad needed growth.
By 2009, Chambroad Industrial Park was poised for a second expansion. At the planning meeting, there was unanimous consent to expand the park. The reason was evident in the company's development speed: Sales had soared to 3.044 billion yuan in 2004, 10.833 billion yuan in 2008, and reached 20.8 billion yuan in 2010. The rapid development could be attributed to the sustained growth in the industry and Ma Yunsheng's courageous and proactive leadership.
From his initial decision to join the enterprise to the swift implementation of 137 policy documents, Ma Yunsheng is now propelling Chambroad toward the grand target of joining the Fortune 500. Each step of Chambroad's growth has seemed "impossible", yet under his dedicated efforts, each "impossible" has turned into reality, validating his decisions and judgments time and again. Today, Chambroad has evolved from a modest oil refinery into a diversified conglomerate with operations spanning four major sectors and nine industries.
Life, like the journey of an enterprise, is fraught with "impossibles". Yet, it is the successful individuals who persistently transform the "impossible" into the "possible".
[Ma Yunsheng's handwritten message to the youth.]
In life, no challenge is too great when armed with confidence and determination. - Ma Yunsheng