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Reinventing Giants: How Chinese Global Competitor Haier Has Changed the Way Big Companies Transform by Fang Liu, Umberto Lago, Bill Fischer

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Postscript

While We Were Writing . . .

Among the themes that have consistently run through this book are Haier’s impressive pace of change, willingness to re-invent itself, and the capacity to surprise. As evidence of this, Haier launched yet another version of its business model as this book was going to press.

On December 26, 2012, Haier announced its fifth strategy stage—the networking strategy stage—which appears less than a year since the previous stage, described in earlier chapters, was launched. It was only in March 2012 that we traveled to Qingdao to learn how the ZZJYT model worked because it had been extended throughout Haier’s entire structure. Now, less than one year later, the group is embarking on another major change, which is ...

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