Our company organizes study sessions on the classic works of Kazuo Inamori to cultivate a leadership team that drives high-quality corporate development.

In response to the urgent demand for management talent driven by rapid corporate development and to further strengthen the capabilities of the leadership team, our company has recently launched a specialized learning initiative for management personnel. Centered around the classic works of Kazuo Inamori—"The Way of  Life" and "Ten Responsibilities of a Leader"—this program adopts an innovative model combining "pre-reading assignments, group discussions, and hybrid online-offline learning." This approach aims to spark a widespread learning movement, cultivate high-caliber leadership, and support the strategic goal of "making the corporate mission flesh-and-blood, building a respected, high-performing, and happy enterprise."

Currently, market competition is becoming increasingly fierce, and corporate development has entered a critical phase. The vision, capabilities, and mindset of the management team directly determine the pace and quality of a company's growth. Based on this, the company's leadership conducted in-depth research and comprehensive planning, carefully selecting two classic works by Kazuo Inamori as learning materials. The business philosophy in The Way of Life—"Approaching Work and Life with the Right Mindset"—can help the management team reshape their work perspectives and establish positive professional values. Meanwhile, The Ten Responsibilities of a Leader systematically elaborates on the core competencies and sense of responsibility required for outstanding managers, providing actionable guidelines for practical management. Together, these two works serve as "nutrient" for the management team's capability enhancement and ideological evolution.

To ensure learning effectiveness, this learning plan breaks the traditional single training mode and constructs a "multidimensional and three-dimensional" learning system. Before the start of the learning process, the company distributes books and related materials to the management team in advance, encouraging everyone to conduct previews based on their own work situations, sort out the confusion and problems encountered in their work, and enter the learning stage with thinking; During the learning process, the management team was divided into multiple groups and conducted group discussions with a "problem oriented" approach. Each group engaged in in-depth exchanges on core topics such as "how to integrate Inamori philosophy into daily management" and "how to fulfill the ten responsibilities of a leader to enhance team effectiveness". Through ideological collisions and experience sharing, practical plans were formed that could be implemented; At the same time, a combination of online and offline methods is adopted, relying on the enterprise learning platform to upload learning materials and organize thematic discussions online, making it convenient for team members to flexibly utilize fragmented time to supplement their learning; Regularly hold centralized lectures and case analysis meetings offline, invite industry experts and corporate executives to provide on-site guidance, and help management teams transform theoretical knowledge into practical work abilities.

This learning plan is not only an important measure for the company to cultivate a cadre team, but also a key practice to promote the "flesh and blood" mission of the enterprise. The company firmly believes that the construction of a "respected high-yield and happy enterprise" cannot be achieved without a responsible, capable, and confident management team. By studying Kazuo Inamori's business philosophy and management wisdom, the aim is to enable every manager to become a practitioner and transmitter of the company's mission - leading the team to overcome challenges in the "right way" at work, focusing on employee growth and customer needs with "altruistic thinking", and promoting sustainable development of the enterprise with a "long-term perspective", so that the company's mission is no longer an abstract concept, but is integrated into concrete actions in daily management, team collaboration, and business development, ultimately achieving a win-win situation for the company, employees, customers, and society.

At present, the learning activities of the management team have been carried out in an orderly manner, and each group actively participates in discussions, creating a strong learning atmosphere. In the future, the company will continue to improve its cadre cultivation system, empower the management team with more diverse and practical learning forms, and help the enterprise steadily move forward on the path of high-quality development, continuously advancing towards the goal of being a "respected high-yield happy enterprise"!