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Winning Through Organization, Striving for Excellence | Mr. Xu, Chairman of Jiadele, attended David Ulrich’s masterclass in Shanghai, transforming “human‑resource competitiveness” into Jiadele’s core competitive advantage!
Release time:
2026-06-08 00:00
Source:
Winning Through Organization
Moving Toward First Place
Transform “human resource competitiveness” into
Jiadele’s Core Competitiveness
Preface to the Meeting
In 2026, the global economy will enter an era where organizational capability determines success. Professor Dave Ulrich, known as the “father of global human resources” and the founder of organizational capability theory, repeatedly emphasized in his masterclass “Winning Through Organization”: “Eighty percent of a company’s market value stems from intangible assets, and human‑capital competitiveness—comprising talent, leadership, organization, and HR functions—is the core engine driving those intangibles.”
As the leader of Guangdong Jiadele, Chairman Xu attended the event in person, bringing back not only Professor Ulich’s cutting-edge insights but also a practical roadmap for “Winning Through Organization”—how to transform “human‑resource competitiveness” from a mere slogan into Jiadele’s true core competitive advantage.
01 Value-Based Starting Point: From the Outside In—The Customer Is the True Origin of Organizational Design
Professor Yurich posits: “Organizational capability is a coordinated execution system that delivers value highly valued by customers in a distinctive manner.”
This means:
✅ Employee experience is the means; organizational success in the market is the end.
✅ Culture isn’t a slogan on the wall—it’s the behavioral differences that customers can actually perceive.
✅ Work backward from “how customers perceive us” to determine “what behaviors employees need to demonstrate,” then design an organizational system that supports those behaviors.
Insights for Jiadele:
We are transitioning from a “product‑centric” approach to a “customer‑value‑driven” one. Going forward, all organizational structures, talent frameworks, and incentive systems will be evaluated against the ultimate benchmark: whether customers choose us.
Meeting venue
02 The Four Major Variables: Building a Nested System for Human Capital Competitiveness
Professor Yurich decomposes human capital competitiveness into four nested variables, which we refer to as the “Four Engines of the Organization”:
The four elements form a nested system: HR functions serve as the infrastructure, talent is the fuel, leadership acts as the transmission, and the organization/culture constitutes the operating logic.
03 Message from Chairman Xu: Let the organization become an “invisible champion” that wins in the future.
“Today’s session has reinforced my conviction: for Jiadele to succeed in the future, we can’t rely solely on products, pricing, or distribution channels; we must build on our ‘organizational capabilities’—that is, our team’s collective wisdom, collaborative efficiency, customer responsiveness, and capacity for continuous innovation.”
Chairman Xu emphasized on-site:
01 “Capability-driven is the valuation logic”
In a DCF model, “Organization,” “Strategy,” and “Finance” must be given equal priority on the CEO’s agenda.
02 “Tackling Cultural Hollowing from the Outside In”
Culture must be translated into tangible, customer‑perceivable behavioral differences—not just wall slogans or team‑building activities.
03 “Treat the organization as a business operation”
Manage the talent supply chain just as you would the supply chain—complete with dashboards, KPIs, post‑mortems, and iterative improvements.
The future is here—Jiadele is winning through its organization.
We will adopt Professor Yurich’s “Four-Variable Framework for Human‑Capital Competitiveness” as our guiding framework, with customer value as the sole benchmark, leadership as the driving force, and HR functions as the supporting pillar, ensuring that every employee becomes a “creator of customer value” and that each organizational unit serves as an “amplifier of market competitiveness.”
Winning through organization is not just a slogan—it’s a strategy.
Moving toward first place is not a vision—it’s a path.
Guangdong Jiadele is winning through its organization and poised for future success.
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