A good example of success and inspiration: Kazuo Inamori, president of Fortune 500 (picture)

成功励志好榜样：五百强总裁稻盛和夫（图）

Swear to work hard, benefit the society, and become the first, and you will succeed. Life goals are very important.

-----Zhuge Changqing

Kazuo Inamori, the boss of the top 500 enterprises, was born in Kagoshima, Japan, in 1932, and graduated from the Engineering Department of Kagoshima University. At the age of 27, he founded Kyoto Ceramics Co., Ltd. (now Kyocera), and at the age of 52, he founded Second Electric (formerly known as DDI, now known as KDDI, now the second largest communication company after NTT in Japan). Both of these companies entered the world's top 500 in his lifetime, and both of them grew with amazing strength. Kazuo Inamori has great influence in China. He is a Buddhist faith and an entrepreneur, It has made great achievements in industrial and commercial operation.

Zhuge Changqing believes that his success stems from his "hard work+benefit society+hard thinking".

Let's share a good article published in the magazine "Management Scientist", "Zen Master of Enterprise Management, Mishio"., This article is written by Mr. Ci Yupeng of Qinghai Radio and Television University. This article shows us the success of an outstanding entrepreneur.

Kazuo Inamori founded Kyocera Corporation and KDDI Corporation in Japan, which set a model different from other enterprises for the business community. His management thought stems from his rough life.

With extraordinary tenacity and perseverance, he explored and summed up a set of his own unique business philosophy and business methods, including the "heart based" business philosophy, the "pursuit of the material and spiritual well-being of all employees, and the contribution to the progress and development of human and society" business philosophy, and divided the enterprise into independent accounting units of the Amiba operation, which is in line with the seven accounting principles of business practice, It is similar to the "Six Essences" of Buddhism.

His amoeba business is to replace the internal process management with market regulation in organizational management; His seven principles of accounting are institutional norms that jump out of the standard of being a human being, which directly approach the essence of accounting. The significance of Kazuo Inamori in the history of management thought is how to realize "suppressing evil and promoting good" in enterprise management, and then trigger people's new thinking about the relationship between faith and rationality. He has his own innovation on the relationship between people and management, the relationship between people and efficiency, and the relationship between employee autonomy and the company as a whole, which is worthy of research by the management academia.

1、 Kazuo Inamori's Cultivation Course: From Entrepreneurs to Buddhists

Zhuge Changqing: Buddhism can give people wisdom.

After the Second World War, Japan's economy developed miraculously and became one of the world's economic powers. In this historical process, a number of self-made and hard-working operators were born in Japan. Among them, the most famous ones were Yukio Matsushita, Soichiro Honda, Akio Morita and Kazuo Inamori. They were known as the "Four Sages of Business".

Among the four sages, Kazuo Inamori is the youngest, but he founded two of the world's top 500 enterprises, namely Kyocera and KDDI. Unlike other entrepreneurs, Kazuo Inamori not only actively participated in education and social philanthropy, but also converted to Buddhism in his later years. There are countless entrepreneurs in the world, as well as many who believe in Buddhism. However, few of them become Buddhist monks after success.

People not only think of Li Shutong, a famous scholar in the early years of the Republic of China, but also turn to become a great master of Buddhism as a renowned cultural scholar in the country and with amazing artistic attainments. The ancient people have gone, but the song "Farewell", "outside the pavilion, beside the ancient road", left a lingering sound. Compared with Master Hongyi, Kazuo Inamori is still enthusiastic in preaching and telling people the true meaning of life and the pursuit of enterprise with the straightforward and simple "Living Law". This change from entrepreneurs to Buddhists alone is worthy of being tracked by the academic community.

2、 Early ups and downs

Zhuge Changqing: Hard training is the cornerstone of success. We should strengthen confidence and work hard in the face of training.

Kazuo Inamori was born in Yaoshicho, Kagoshima, Japan, on January 21, 1932. It is close to Chengshan. For Kagoshima people, Chengshan is a sad place. During the Meiji Restoration, Kagoshima was subordinate to Samoan, and was one of the initiators of the curtain down movement. In this historical upheaval, Xixiang Longsheng, Muhu Xiaoyun and Okubo Baolitong played a mainstay role, and were called "Meiji Sanjie" by later generations. Xixiang Longsheng later participated in the Southwest Campaign. On September 24, 1877, he was defeated and killed in Chengshan. He was called "the last warrior".

Among the heroes of the Meiji period, Xixiang Longsheng is the most legendary and highly respected. His story has been passed on from generation to generation among Kagoshima people, and has become the most respected historical figure of Inamori.

Zhuge Changqing: It's very important to have a dream model in your heart. Every successful person has an idol in his heart.

Kazuo Inamori's family are all honest ordinary people. His father is cautious and never borrows money. His mother is outgoing and emotional. At home, Kazuo Inamori is the second, with a brother above and two brothers and three sisters below. In 1938, Kazuo Inamori entered the local Nishida Primary School to study. His grades were not good because of his naughty behavior. However, he was gifted at leadership and became the king of children. He often divided the children into two groups to simulate war games. At this time, he gradually realized that "we can't rely on brute force alone, and momentum and courage are also very important".

Although he is young, Kazuo Inamori has a vague sense of justice. He not only takes care of his weak partners, but also is not afraid of authority and dares to contradict the biased teachers. Although he has taken several old punches for this, he still sticks to his own opinion and never changes his mind. Kazuo Inamori's behavior was acquiesced by his father, but the teacher disliked him even more. He often said to him, "A person like you will definitely not pass the exam. No matter the exam results or internal evaluation, it is impossible to pass." In 1944, Kazuo Inamori graduated from Nishida Primary School. Unfortunately, the teacher's words came true.

Misfortunes never come singly. In the difficult years of the war, Kazuo Inamori's uncle and aunt contracted tuberculosis. This disease was incurable at that time. Whether it was alive or dead depends on everyone's luck. The illness of uncle and aunt has caused great mental pressure to Kazuo Inamori. Although he was very careful to avoid contact with patients, he failed to escape the fate of infection. The death of two uncles and an aunt, as well as the outsiders' name of Inamori's family as "tuberculosis den", have brought great mental pressure to the young man. It can be imagined that when Kazuo Inamori began to cough up blood, his heart was under a huge shadow. What puzzled Kazuo Inamori was that his father and brother, who cared for the patient regardless of his personal safety, had contact with the patient all day, but did not have a book lent to Kazuo Inamori, who was ill, that is, Yachun Taniguchi's Reality of Life. Although he did not understand, one of the words left a deep impression on him: "We have a magnet in our heart that attracts disasters. We are sick because we have a weak heart that attracts diseases." The reading during the illness was particularly impressive. Until his later years, Kazuo Inamori still used this sentence to explain that "the heart makes the heart", thinking that he realized the true meaning of life after recovering from a serious illness. However, Kazuo Inamori, who was 13 years old at that time, probably did not understand such profound truth. At best, it inspired him to open the valve of thinking. The memories of many celebrities often produce a certain cognitive "backward" phenomenon, which cannot be ignored.

In 1944, Japan's defeat in the war was revealed, and the United States Air Force was able to directly bomb Japan. The biggest victims of the war were the people. Under the bombing of the "fortress in the air" B-29, Tokyo, Nagoya and other major cities bore the brunt, and the remote Kagoshima was not immune. On August 13, 1945, the house of Kazuo Inamori's family was raised by bombing. "A blessing in disguise is a blessing in disguise." In the process of evading the bombing and running for life everywhere, Misashi's tuberculosis miraculously recovered. After recovering from his illness, Misashi applied for the No. 1 Middle School exam again, but failed again. With the help of the head teacher of the primary school, Tujing, he finally enrolled in the private Kagoshima Middle School.

In Kagoshima Middle School, Kazuo Inamori's child Wang style is still the same, his academic performance is sloppy, but fights happen frequently. For this reason, he has not been less criticized by the teacher. In the middle school era of Inamori, when Japan was defeated and the country was in chaos, people had no fixed place to live and their livelihood was difficult. In this case, after graduating from Inamori Middle School in 1948, his father asked him to stop studying and earn money to subsidize his family. However, he insisted on finishing high school before working. At this time, Misao Sheng has gradually understood the truth. After studying in high school, he helped his parents to work and sold paper bags containing pastries within his power. After entering the third grade of high school, facing the pressure of increasing academic burden and entering school, he handed over the paper bag business to his brother.

Zhuge Changqing: Hobbies are the best teachers. Kazuo Inamori began his marketing experiment in high school.

When he first entered high school, Kazuo Inamori's grades were only moderate. As he grew older, he worked harder and harder, and gradually rose to the top ten of the grade. By the time of graduation, he was already in the top three or four of the grade. Having suffered from tuberculosis, he hoped to study medicine at university, but his father did not agree with him to continue his study. In 1951, his father finally agreed to apply for the medical department of Osaka University under the persuasion of Shigeo Shinjima. However, he failed again. Out of frustration, he had to apply for the county Kagoshima University again. After a lot of setbacks, Inamori was admitted to the Department of Engineering, Kagoshima University, majoring in applied chemistry to study organic chemistry related to drugs.

After entering the university, Kazuo Inamori did not forget to exercise after studying, because "karate is very suitable for poor students, as long as you have a karate suit, and this is a barehanded competition, without any equipment". So, Misashi joined the school's karate club and developed a good skill. In addition, in order to reduce the burden on his family, he also worked to support himself. When working as a night patrol guard for a department store, he developed a hazy love and fell in love with a saleswoman. However, when Misashi confessed to the other party, the reply was "I will marry to Tokyo soon". In love, Inamori also begins with setbacks.

In the fourth year of university, Kazuo Inamori is facing huge employment pressure. After the outbreak of the Korean War, Japan's economic recovery was driven by a large number of orders from Japan by the United States. However, at this time, it was 1954, when North Korea had suspended the war, the orders of the United States in Japan were sharply reduced, and the economic situation in Japan was increasingly difficult. However, the "Shenwu boom" from 1955 to 1957 had not yet appeared. Therefore, 1954 was the low point of Japan's post-war economy. Inamori looked for work everywhere, but got nothing. At that time, in Japan's employment market, the trend of backdoor relationship was very serious. The company's recruitment did not depend on ability but on relationship. It respected famous universities and rejected local new schools. Moreover, Inamori's luck is really too bad. When he bought the lottery ticket, he won the number before and after the lottery, but he couldn't win. In this regard, the young and energetic Misashi was extremely indignant. He was very confident about his karate kung fu. At the end of his tether, he wanted to become a gang thug. "How can this society be so unfair? Anyway, if we can't find a decent job, we just want to be a cultural hooligan. A benevolent underworld is hundreds of times better than this kind of unfair society." So, he went to the front of the gang office in downtown area by devious means. However, considering his family and five siblings, he lingered at the door of the gang office for a long time, and finally did not step forward.

The emperor did not disappoint the people who wanted it. With the recommendation of the university's Takeshita teacher, Kazuo Inamori was finally hired by the Matsuki Industrial Company in Kyoto. The production of ceramic products such as insulators by Songfeng Company belongs to the field of inorganic chemistry, which is not the same as the organic chemistry of Inamori University. In order to make up for the lack of knowledge, he studied under the guidance of Professor Shinji Shimada and spent the remaining half of the year devoted to ceramic knowledge, and wrote a graduation thesis on clay related to ceramics. At the graduation thesis defense meeting, Inamori's thesis was praised by Professor Masao Ono. Later, Inamori wrote in his autobiography, "Because of such a fate, I often went to him for advice after I founded the company, and he also became my lifelong mentor."

When Kazuo Inamori applied for a job, as long as he could find a receiving company, he would be grateful. He could not care about the company. After entering Songfeng Company, I found that the company was in a mess of management, with numerous contradictions, constant internal strife, dilapidated equipment and often unable to pay wages. The messy dormitory made the young Misashi stare. "This is an old and dilapidated house, which is full of straw crumbs, and there is no tatami. I have to hurry to buy mats and nail them on the floor." The local people joked that there is no wife to earn a living in this company. The dilapidated state of the Songfeng Company disheartened five college students, including Inamori. Soon, three college students sought another job. Inamori and another new college student also intended to resign. The two of them submitted application forms to the cadre preparatory school of the Japanese Self-Defense Force and passed the entrance examination smoothly. However, Inamori wrote a letter to his family asking for a copy of the registered residence required by the Self Defense Forces for admission, but no reply was received, so he was unable to change his job eventually. In the end, only Inamori stayed in Songfeng Industry.

The world is difficult, the family is poor, the child gets sick, the exam fails, the love is rejected, the job is hard to find, and the job-hopping is not successful. Inamori and his husband's early years can be described as bumpy and difficult. however

After other college students resigned from Songfeng Company, Kazuo Inamori turned his mind to work. His career is to research and develop weak current ceramics in the company's manufacturing department. In the face of all kinds of unpleasant things, he stopped complaining about the working conditions and moved the bedding, pots and pans to the company's laboratory. After hard work, we finally got the ideal experimental results and were appreciated by our boss. From this, he realized the joy of hard work, more concentrated on research, and made more achievements. Later, when looking back on this experience, he believed that the turning point was the change of mentality. "Although a person was abandoned in the company, when I changed my mind, my life ushered in a turnaround and formed a virtuous circle." This experience became the bud of Kazuo Inamori's "heart oriented" business philosophy.

In the mid-1950s, the Japanese economy had just started, and all kinds of technologies depended on foreign companies. At that time, the TVs produced by Panasonic had to be imported from Philips, the Netherlands, for their core electronic gun insulating porcelain parts and U-shaped insulators. At that time, Japanese enterprises were also pursuing independent intellectual property rights everywhere. In order to realize localization, Panasonic requires Panasonic to carry out research and development in this field. Kazuo Inamori proposed to use forsterite porcelain, which has low dielectric loss, small change with frequency, high volume resistance, and is the first choice of high-frequency insulation materials, but how to shape is a difficult process. For a year, Misashi thought day and night that he could not overcome the technical problems in the forming process of forsterite porcelain. However, when he was having trouble sleeping and eating for this problem, he was inadvertently inspired by the rosin stuck on his shoes. He took rosin as the molding adhesive and finally achieved a complete success.

The success of the research and development of forsterite porcelain has gradually improved the operation of Songfeng Company. Unexpectedly, at this time, the labor union organized the employees to strike and asked the company to raise wages. Kazuo Inamori believes that the strike will not only increase the wages of employees, but will lose Panasonic's orders due to the production halt, which may lead to the bankruptcy of the company that has just improved its operation and the loss of income sources for employees. Therefore, all the staff of the Special Porcelain Section where Inamori works decided not to participate in the strike. Because the picket team organized by the labor union blocked the company's door, Misao asked the female employee of the special porcelain class, Xu Yongchaozi, to wait outside the back wall of the factory every morning. He quietly threw out the packaged products, and then Xuyong delivered them to customers. Inamori Kazuo was called "the company's running dog" by the trade union because of his blatant sabotage of the strike, but he managed to maintain the company's production with his own efforts. After the test of a series of events, Inamori increasingly believes that his position and view are correct. Once, after talking with Yoshida Yoshisan, a friend of Professor Masao Ono, Yoshida said to him, "Although you are so young, you have a clear philosophy." Since then, he has continued to adhere to and improve his philosophy of life and business, and finally spread it to the world.

Although Kazuo Inamori has become the technical backbone of Songfeng Company, and has been promoted to be the director of the special porcelain section due to his contribution, and even a Pakistani company wants to dig a corner, however, Bole is not often found in Qianlima. The new president of the company is a technology layman from a bank. He replaced the former technology minister Aoyama Koji, who trusted Misei very much. The new technology minister raised his nose and raised his eyes to Misei. When he encountered difficulties in the development of vacuum tubes from Hitachi, the technology minister changed his staff halfway and did not want Misei to continue the development. Inamori resigned in a fit of anger. This decision was supported by the six subordinates of Special Porcelain and the old boss Aoyama Seiji. They also resigned from Songfeng Company and began to prepare for entrepreneurship.

In Songfeng Company, Kazuo Inamori spent all his energy on work, so his personal life was in a mess. I don't know when, a box of bento always appeared on his desk in his laboratory at regular intervals. Because he was busy with his work, he had no time to ask more and just enjoyed it. Later, I learned that this was done by the female employee who stood outside the back wall every day during the strike. This silent care moved Misei and slowly brought them together.

On the second day of his resignation from the Songfeng Company, Inamori married Xu Yongchaozi. Their wedding was held in a public place on Cushang, Dongshan, Kyoto, with only a little coffee and bread. It was very simple.

After the marriage, Misashi put all his efforts into the preparation of the new company. One night, when eight entrepreneurs talked about the upcoming new company in Misashi's residence, they were all excited. Misashi proposed: "In order not to forget today, let's make an oath with blood!" The oath was as follows: "We are united and will achieve a cause for society and the world, and take the blood as proof." Misashi Kazuo took the lead to sign and cut his little finger, Press the blood mark on the oath.

Zhuge Changqing: If you promise to achieve your career and benefit the society at the same time, your career is bound to succeed.

On April 1, 1959, Kyoto Ceramics Co., Ltd. was officially established in 101, Kyokara cho, west of the central Beijing district of the capital city. As a small company with a registered capital of only 3 million yen and only 28 employees, it is also a small company that borrows the site of others to hold the establishment ceremony, Kazuo Inamori said in his speech:

"Today, we set up our company through the warehouse of Miyagi Electric, but we will definitely become the first company in Haramacho. After becoming the first company in Haramacho, our goal is to become the first in the west of Beijing. After becoming the first in the west of Beijing, we will become the first in Zhongjing District. Then we will be the first in Kyoto, the first in Japan, and finally the first in the world."

Zhuge Changqing: swear to be the first, you will really be the first. Goals are very important.

Although he has put forward ambitious goals, everything is difficult at the beginning. Inamori does not know how to achieve this goal, let alone how to manage the enterprise. What he can do is to share weal and woe with his employees and work hard. At this time, Inamori is a manager and a technician, and he also has to go to various manufacturers to win orders. After all, people's energy is limited. Once the decision is wrong, this small enterprise will be in danger of overturning. In this regard, Misashi takes "as a person, what is right" as the criteria and starting point for decision-making. In short, it is to operate the enterprise according to the principles taught by parents and teachers in childhood, such as honesty, kindness, diligence, and willingness to help others. Inamori believes that it is precisely because of the serious implementation of these simple concepts that Kyocera will succeed in the future.

With the joint efforts of all employees, Kyoto Ceramics achieved sales of 26 million yen and net profit of 3 million yen in the first year. Although it has made profits, at this time, Daosheng still continues the habitual thinking of technicians and believes that the purpose of establishing the company is to carry forward the technology it has mastered. In 1961, several young employees of Kyoto Ceramics requested that Misashi give them living security and regular salary increases, otherwise they would resign together. After difficult negotiations, the dispute was finally resolved. This made Misashi realize that the enterprise is not a tool to realize his personal dream, but a guarantee for the survival of employees and their families. At the same time, as an important member of the society, the enterprise should make its due contribution to the society. After thinking deeply, Misashi formulated the business philosophy of Kyoto Ceramics: "Pursue the material and spiritual happiness of all employees, and make contributions to the progress and development of human beings and society." The establishment of the business philosophy has enabled all employees of Misashi and Kyoto Ceramics to have a corporate mission and purpose of outline.

Zhuge Changqing: Making money, happy employees and benefiting the society are the basis for the success of large enterprises.

As Kyoto Ceramics is only a small workshop factory, it can only accept orders that other large enterprises cannot or do not want to do. For the orders received, Daosheng always promises to complete the tasks before the delivery deadline. However, large enterprises have excellent equipment and first-class talents, and the tasks they cannot accomplish are a severe test of the technical ability of Kyoto Ceramics; What they are unwilling to do is a severe test of operation and management. In this regard, Inamori is determined to create its own advantages. When there is a lack of equipment, Isheng goes to borrow it; When there is no time in the day, he does research at night. In short, in order to complete the order, he would pay almost any price. With the passage of time, Kyoto Ceramics has established its own reputation, with orders increasing and scale expanding.

Zhuge Changqing: A good reputation is a good brand, a good market, and a good benefit.

There is a Japanese saying: small and medium-sized enterprises are the bastards, and when they grow big, they will break. The management problems faced by various organizations around the world after the scale has grown are common problems. European and American managers have basically solved this problem by strengthening control, dividing functions, establishing information feedback systems, and improving organizational structures. Kazuo Inamori, a technician, didn't know how to manage large enterprises at first, let alone understand the business division system of European and American companies. However, he was inspired by the story of Monkey King's separation in Journey to the West, and divided the gradually growing enterprises into small "amoebas". Each amoeba accounted for and decided on its own business policies, thus forming a unique organizational innovation.

Zhuge Changqing: The Monkey King in Journey to the West inspired Kazuo Inamori. Success lies in your heart.

This Amiba organization has two major advantages. First, it overcomes the bureaucratic tendency of large organizations and maintains the flexibility and enthusiasm of members of small organizations; The second is to train the leaders of grass-roots organizations and provide reserve talents for the whole organization. Through the implementation of amoeba operation, Kyoto Ceramics has overcome the bottleneck of development. Since then, the development of Kyoto ceramics has entered the fast lane.

In the 1960s, the Japanese economy began to take off, and various enterprises came to the United States to explore the market, including Kyoto ceramics. It first set up an office in Sunnyvale, near Silicon Valley, and actively expanded its market relations with Intel, IBM and other high-tech companies. In 1966, IBM decided to order 25 million alumina substrates for IC from Kyoto Ceramics. At that time, IBM was the leader of the global computer industry. Although IBM's requirements were "surprisingly strict", However, Inamori said, "This is an excellent opportunity to upgrade our company's technology to the world-class level. There is no more challenging work than this. This substrate will be used in IBM's best-selling product, the large-scale general purpose computer 'System/360'. The heart of such an important strategic product is not the use of the actual performance of Rosenthal (the German ceramic brand founded in 1879) or Degussa (Evonik Degussa, a special chemical company in Germany), but a small and medium-sized enterprise in Japan, which will make us proud. "

The facts confirmed Misashi's prediction. In the process of research and development, he and his staff have gone through countless sleepless nights, overcome technical difficulties, dreamed of trial-making samples, and even prayed to God when they were desperate. Seven months after receiving the order, Kyoto Ceramics finally received the qualification notice from IBM, which immediately spread among Japanese domestic electronic and electrical manufacturers, known as the "Kyocera substrate myth". In 1968, due to continuous innovation in the field of high-tech ceramic research, Kyoto Ceramics won the first award of the Research Center for Small and Medium-sized Enterprises, with a prize of 1 million yen. A few years later, when talking about the purpose of the money, most enterprises used it for research and development. Kazuo Inamori said, "In the past, I always promised that if I won the prize, I would reward everyone and raise a glass to celebrate. So we drank up the bonus this time."

Zhuge Changqing: Learn to celebrate when you succeed.

With the popularity spread, orders came in, and Kyocera made great strides. In October 1971, Kyocera was listed in the Second Market Department of the Osaka Stock Exchange and the Kyoto Stock Exchange. At the public offering price of 400 yen, the opening price reached 590 yen, and 800000 shares were traded on the same day. In 1972, Kyocera was listed in the Second Market Department of the Tokyo Stock Exchange. Two years later, Kyocera shares jumped to the First Market Department on the Osaka and Tokyo Stock Exchanges. Due to the rapid development of Kyoto Ceramics, in September 1975, with a share price of 2990 yen, it overtook the Sony Company led by Ishida and Akio Morita to become the company with the highest share price in Japan. Since then, Kyocera, under the leadership of Inamori, has continued to diversify into jewelry, medical devices, solar energy, cutting tools, printers, cameras and other fields, and has successfully ranked among the world's top 500. Although the process of development and entrepreneurship is arduous, Kyocera has basically achieved the goals set by Misao at the beginning of entrepreneurship.

3、 Secondary entrepreneurship

For business reasons, Kazuo Inamori often travels to the United States.

Zhuge Changqing: It is very important to read thousands of books and travel thousands of miles. The advantage of traveling thousands of miles is that you can learn to think and change your mind.

He was deeply impressed by the low cost of communication in the United States, which Japan could not match. Inamori believes that the direct reason for the high cost of Japanese national communications is the government monopoly management system. In the early 1980s, the Japanese government was aware of this problem. The second interim administrative investigation meeting held in 1982 proposed that state-owned railways, telecommunications and other fields should be privatized to improve efficiency and competitiveness. In fact, in the late 1970s and early 1980s, the world economy entered a period of "stagflation", and the traditional Keynesian economics could not provide an effective solution. In this situation, under the guidance of the neoclassical economics of economists such as Friedman, President Reagan of the United States and Mrs. Thatcher of the United Kingdom set off a trend of privatization, trying to correct the state intervention system with more disadvantages after World War II, and introduce a competitive mechanism, Stimulate economic vitality and enhance national competitiveness. Therefore, the Japanese government's decision to open up the state-owned sector at this time is, to a certain extent, in line with this international trend.

In Japan, the communications sector has been exclusively monopolized by the Nippon Telegraph and Telephone Public Corporation (NTT). When the government made the decision of privatization, NTT's annual sales exceeded 4 trillion yen and the number of employees exceeded 330000. Because NTT's strength is too strong, although the Japanese government intends to break the monopoly system, no one dared to challenge NTT's monopoly status. In this situation, Kazuo Inamori decided to fight to reduce the communication costs of Japanese citizens.

Under the circumstances at that time, Kazuo Inamori faced many almost insurmountable restrictions. Compared with NTT, Kyocera's annual sales at that time was only 220 billion yen, with 11000 employees. In his own words, compared with NTT, Kyocera is "like an ant in front of an elephant". In addition, Inamori's specialty is chemistry, Kyocera's main business is ceramics, and he knows almost nothing about communication technology. What's more, the premise of entering the communication field is to carry out the construction of lines and base stations. However, to let competitors agree to lay lines in their own field is tantamount to pulling teeth from the jaws of a tiger. At this time, Daosheng was "like Don Quixote holding a spear in front of the windmill".

Despite the adverse conditions mentioned above, Misashi and Akio have repeatedly considered that their decisions are not mixed with any selfishness, and are entirely for the purpose of reducing the communication costs of the people. Therefore, he resolutely co-founded the Daini-Denden Planning Company with Sony, Mitsubishi and other companies in 1984, and served as the chairman of the company. In 1985, it was changed to DDI, Daini Denden Inc. At the beginning of its establishment, the company had only 20 employees. At the inaugural reception, Kazuo Inamori recalled the past, The speech said: "Japan's electric and communication industry has been a state-owned enterprise since the Meiji period. Now, the electric and telecommunications commune has carried out privatization reform, and the communication field has been opened up, ushering in a huge transformation period of once in a century. In the era of high information technology, we must reduce Japan's communication costs for the public. I will spare my only life, and spare my own life to make this business succeed."

Zhuge Changqing: Your products must meet the needs of customers. Remember, the customer's heart is important.

Everything is difficult at the beginning. Generally speaking, DDI faces three adverse conditions: capital, talent and line. With the support of Sony, Mitsubishi and other shareholders, the financial problem was solved. As for talents, on the one hand, the cadres of Mishio and Kyocera learned communication knowledge all night. On the other hand, Mishio's decision was strongly supported by NTT and some friends. They volunteered to follow this ideal career, so the necessary talents are basically available. The biggest problem is the line. Due to the refusal of competitors such as Japan Telecom and Japan High-speed Communication to provide convenience for DDI, Inamori was at a loss. Just when he thought everything was over, the then president of NTT said that he was willing to provide DDI with an unoccupied line. The concession of NTT made DDI a desperate opportunity.

Due to the pending problem of the line, other competitors have come to the front of DDI. Inamori asked the four young employees who transferred from Kyocera to DDI to be responsible for the construction of the transfer base stations between Tokyo, Nagoya and Osaka. Each of them was fully responsible for the land acquisition, base station construction and equipment installation of the two transfer base stations, and asked them to "do not come back until the work is completed". With the hard work of the staff, DDI opened the lines that took at least three years to complete. Even so, the number of customers acquired by DDI still ranks last among the newly established telecom companies. Inamori was not discouraged. He resigned as president of Kyocera and devoted himself to the DDI work, fighting with competitors in the public long-distance telephone business. The effort pays off. DDI successfully extracts the operator identification number, formulates the tariff standard of 300 yen per 3 minutes (NTT is 400 yen per 3 minutes), and rapidly develops the DDI adapter to rent to users for free, so as to gain more customers. Soon, the number of DDI users reached 1.3 million, surpassing other telecom companies except NTT, and finally gaining a foothold in the communications industry.

Kazuo Inamori believes that success is the test of heaven. After DDI consolidated its market position, Inamori did not slack off and began to focus on the 21st century and seek greater development. In August 1986, the Japanese Parliament amended the Radio Wave Law and released the restrictions in the field of mobile communications used for mobile phones. Inamori is keenly aware that the world "is about to usher in a mobile phone era where anyone can talk freely anytime, anywhere". Based on this foresight, Inamori made a decision to enter the field of mobile communications. Based on his years of experience in dealing with the semiconductor industry and taking DDI's long-distance call service as the core, he quickly set up mobile phone operating companies in various parts of Japan, established mobile local networks, and gradually built a communication network that does not rely on NTT from long-distance calls to local calls. In this way, DDI not only relieves its dependence on NTT, but also forms a substitute threat to NTT business. DDI really becomes an equal competitor with NTT. The strategic decision to enter the field of mobile communication has led to the rapid growth of DDI's business. In 1993, DDI's sales reached 230.7 billion yen and its current profit reached 24 billion yen. In September, DDI was successfully listed in the Second Market Department of the Tokyo Stock Exchange. In 1995, it was upgraded to the first market department of the Tokyo Stock Exchange. On October 1, 2000, under the proposal of Inamori, with DDI as the main body, it merged with KDD, Kokusai Densin Denwa Co., Ltd. and IDO, Nippon Idou Tsushin Co. to establish KDDI, and soon became one of the world's top 500 enterprises.

From 1959 to the turn of the century, Kazuo Inamori started from scratch and founded two of the world's top 500 enterprises, which may be unique in the world's business history. Since 2006, the subprime crisis originating in the United States has triggered a global financial tsunami, and Japan Airlines, the world's third-largest airline, has fallen into trouble and announced bankruptcy and reorganization. In this grim situation, the Democratic government of Japan invited Kazuo Inamori to go out to save JAL. Although he is 78 years old, Misashi resolutely took over the leadership of JAL and quickly put into work. Just like when he founded DDI, Inamori knew nothing about the aviation industry. What's more, he entered JAL alone, without following his fellow followers. In the face of all kinds of adverse conditions, Inamori did not retreat. With his business philosophy formed over the years and his unique enthusiasm and sense of responsibility, he made JAL's profit in the first three quarters of 2010 reach 158.6 billion yen in ten months, creating another miracle in the business history. In March 2011, when participating in the program "Dialogue" of China Central Television, Inamori said that this year it would introduce Amiba operation in JAL, thus laying the foundation for the long-term revitalization of JAL, "Many people think that it is extremely difficult to rebuild JAL, even if it will go bankrupt again, but I will still work hard to revitalize JAL within my two-year term of office and build JAL into an enterprise that will reassure employees. If I can do this, I want to go home and spend my old age."

4、 Keep back

Kazuo Inamori believes: "Assuming that his life is 80 years, the 20 years after his birth is the preparation period for stepping into society, the next 40 years is the preparation period for studying for society and for himself, and the last 20 years is the preparation period for death (the journey of the soul)." In 1997, the 65-year-old Inamori discovered that he had stomach cancer. After surgery, he decided to retire, and converted to Buddhism at the Yuanfu Temple in Kyoto on September 7, It belongs to the Miaoxin Temple School of Linji Sect of Japanese Zen Buddhism, and its name is "Dahe".

Inamori's becoming a monk does not mean that he is "disillusioned with the world", nor does it mean that he will be indifferent to the world. In fact, modern Japanese Buddhists basically have one thing in common: they advocate active participation in the world rather than birth. Although there are few direct monks like Kazuo Inamori in Japan, many entrepreneurs, entertainment stars and even TV presenters believe in Buddhism. In this sense, Buddhism plays the same role in Japanese society as Christianity in western countries. In November 1997, Daosheng's guide master Xipian Danxue said to him: "We Zen monks, for their own cultivation, will carry out practices such as meditation. Although we have no struggle with the world, we have not directly contributed to the world. But you are a monk from a family. For you, after serious practice in the temple, you should return to real life and make contributions to the society. This is the way you should follow to learn Buddhism. It is only limited to the prison of the temple It is not your way to practice alone. "

Zhuge Changqing: The true great compassion is to benefit the society and save all living beings.

Following the instruction of the Western master, Daosheng returned to the society after meditation and mendicant practice in Yuanfu Temple. He devoted himself to education and training business talents from all countries; Write books and establish theories, and spread their own business ideas and philosophy; Donate generously to support various social charities.

Zhuge Changqing: To benefit the society is the highest value of life.

In July 1983, at the request of the members of the Kyoto Youth Conference Institute, Kazuo Inamori set up the "Yoshishu", which aims to learn business management. At the time of its establishment, there were only 25 students at Sunyou School, and the study was conducted in the form of answering questions. The students could exchange views and discuss with Inamori and Kazuo on the spot, which would help the students learn "real management". Since then, more and more students have come to the school in admiration of their names. Inamori has fixed the study classes that were originally just for exchange and held them regularly, and gradually improved the organizational system. In December 1988, Yoosu was officially renamed "Yoosu" and opened a branch in Osaka in April 1989. In 1990, branches were set up in Kobe, Shiga, Kagoshima, Toyama and Tokyo. So far, Shinjuku has set up branches in the United States, Brazil and China. The business performance of the students can best explain the rapid development of Shenghe School. It is said that more than 100 private students' enterprises have successfully listed, among which the typical representative is the Softbank Corporation founded by Sun Zhengyi. In 2011, when someone asked about his plans after retiring from JAL, he said that he would insist on giving lectures to private students on a voluntary basis until the death.

Zhuge Changqing: You can get more with one stroke by holding lectures and cultivating talents.

Since the end of the 20th century, Kazuo Inamori has continued to write books and spread his business philosophy formed over the years. Through Kazuo Inamori's Autobiography, Living Law, Dry Law, Amiba's Business, Why People Live - Kazuo Inamori's Business Philosophy, Kazuo Inamori's Practical Learning: The Basis of Amiba's Business, Kazuo Inamori's Practical Learning: Business and Accounting, Why Business Needs Philosophy, Twelve Principles of Business, Six Improvements, Your Dream Must Be Realized Kazuo Inamori's business philosophy and philosophy of life have been widely disseminated in a series of works such as "Great Wisdom Leaping in Depression", "The Law of Success and Failure", and "Creating High Income".

Ji Xianlin, a Chinese scholar, once said, "According to my observation over the past 70 or 80 years, it is rare to have two posts of a person who is both an entrepreneur and a philosopher

This year, Kazuo Inamori (Beijing) Management Consulting Co., Ltd. and CITIC Press jointly held the "2011 Kazuo Inamori Reading Year". Kazuo Inamori's works and related research were rapidly translated and published in Chinese Mainland. Kazuo Inamori has also come to China for many times to give lectures, to guide Chinese business operators and to impart experience.

In 1981, Tokyo University of Science awarded Kazuo Inamori the "Companion Memorial Award" in recognition of his great contribution to technology development. Inspired by this, in 1984, Kazuo Inamori personally donated 20 billion yen (which was added several times later, and now the assets of the consortium have reached 64 billion yen) to establish the Inamori consortium and establish the "Kyoto Prize" to honor "those who are modest, pay twice as much effort as others, achieve achievements in the professional field, have self-awareness and have a pious heart for great things".

Kazuo Inamori believes that "only the balanced development of science and technology and spirit can have a bright future for mankind. Compared with the rapid progress of science, the research in the field of spirit is far behind." For this reason, the awards of the Kyoto Prize are divided into three categories: "cutting-edge technology, basic science, spiritual science and performance art. The prize is set at 45 million yen per category, close to the Nobel Prize." In 1985, The first awarding ceremony was held at the National Kyoto International Convention Hall, with the attendance and hosting of the Japanese Prince and his wife, the chairman and chairman of the evaluation committee of the Nobel Foundation's six major awards and the Swedish Princess Sylvia at the same time. The Nobel Foundation won the first special award of the Kyoto Prize, and Professor Rudolf E. Kalman of the University of Florida won the cutting-edge technology award, Claude E. Shannon of the Massachusetts Institute of Technology (MIT) won the prize for basic science, and Olivier Messiaen, the French composer, won the prize for spiritual science and performance art. Since then, the award ceremony is scheduled to be held at the National Kyoto International Hall on November 10 every year.

Since the 1990s, Kazuo Inamori has donated to the Carnegie Foundation of the United States to install a 6.5 meter Magellan telescope at the Las Campanas Observatory in the Andes; Donate money to support the Japan-China joint academic investigation mission on the Yangtze River civilization; The National Museum of Ethnology of Japan was funded to purchase the documents of the British Parliament from the beginning of the 19th century to the second half of the 20th century (13000 volumes, 8 million pages in total); To establish a memorial hall for the 50th anniversary of the founding of the Engineering Department of Kagoshima University, and provide funds to open "Kyocera Business Lecture". In 2001, Kazuo Inamori and Kyocera donated 500000 US dollars each to set up the "Misashi Kyocera Western Development Scholarship Fund" in China, providing scholarships to 360 college students in western China every year; On June 9, 2011, Kazuo Inamori personally attended the 10th anniversary of the "Inamori Kyocera Western Development Scholarship Fund" at Ningxia University. Kazuo Inamori believes that life is the training ground of the soul. Although he is nearly eighty years old, he is still working tirelessly on the way to improve his mind.

Zhuge Changqing: No matter what industry you are engaged in, remember that as long as you have the heart to benefit the society, you will succeed.

Reference materials for this article: Ciyupeng, Qinghai Radio and Television University, "Management Scientist" magazine, "Enterprise Management Zen Master Daoshengfu".

Zhuge Changqing wishes all the people who are destined to respect their parents and do good deeds and accumulate virtue rich and auspicious!

Bless all the people in the world who are destined to meet their needs, the heavenly officials will bless them, the cause will take off, and the source of wealth will expand!

   发誓奋斗事业、造福社会、成为第一，你就会成功。人生目标十分重要。

                                          ----- 诸葛长青

　   作为五百强企业老总的稻盛和夫，1932年出生于日本鹿儿岛，鹿儿岛大学工学部毕业。27岁创办京都陶瓷株式会社（现名京瓷Kyocera），52岁创办第二电电（原名DDI，现名KDDI，目前在日本为仅次于NTT的第二大通讯公司），这两家公司又都在他的有生之年进入世界500强，两大事业皆以惊人的力道成长稻盛和夫在中国有着巨大的影响，他以佛教徒的信仰和企业家的身份，在工商经营中取得了巨大成就。

    诸葛长青认为，他的成功源于他“努力奋斗之力+造福社会+勤奋思考”。

   我们一起分享《管理学家》杂志刊登的好文章，《企业经营禅师稻盛夫》。，本文由青海广播电视大学慈玉鹏先生撰写。这篇文章向我们展示了一位杰出企业家成功历程。    

     稻盛和夫创办的日本京瓷公司和KDDI公司，给工商界树立起一种不同于其他企业的样板。他的管理思想，源于他坎坷不平的人生磨炼。

    他以超乎常人的坚韧和毅力，探索总结出了一套他自己独有的经营哲学和经营方法，包括“以心为本”的经营哲学，“追求全体员工物质和精神两方面的幸福，为人类和社会的进步与发展做出贡献”的经营理念，把企业划分成独立核算单元的阿米巴经营，符合经营实践需求的会计七原则，类似于佛教修炼的“六项精进”等。

   他的阿米巴经营，是在组织管理上以市场调节方式替代内部流程管理方式；他的会计七原则，是按做人的标准跳出现成的制度规范直逼会计的本质。稻盛和夫在管理思想史上的意义，是在企业经营中如何实现“抑恶扬善”，进而引发人们对信仰和理性关系的新思考。他对人心与经营的关系、人本与效益的关系、员工自治与公司整体的关系等，都有自己的创新，值得管理学界进行研究。
　　一、稻盛和夫的修炼历程：从企业家到佛教徒

   诸葛长青：佛教可以给人大智慧。
　　二战后，日本经济奇迹般迅速发展，成为世界经济强国之一。在这一历史进程中，日本诞生了一批白手起家、艰苦创业的经营者，其中最负盛名者是松下幸之助、本田宗一郎、盛田昭夫与稻盛和夫，他们被人称为“经营四圣”。

   四圣之中，稻盛和夫的年龄最小，但他创办了两家世界五百强企业，即京瓷和KDDI。与其他企业家不一样的是，稻盛和夫不但积极参与教育和社会慈善事业，而且在其晚年皈依佛门。世界上的企业家多得数不清，相信佛教的企业家也不少，然而功成名就后出家变为佛教居士者屈指可数。

    人们不仅由此联想到民国初年著名学者李叔同，他以名扬海内的文化学者身份和令人赞叹不已的艺术造诣，转身成为佛教界的弘一大师。斯人已去，惟有“长亭外，古道边”的《送别》一曲，留下了袅袅余音。可与弘一大师相媲美的，就是稻盛和夫，他至今仍在热心传道，以直白浅显的《活法》，给人们诉说人生的真谛和企业的追求。仅从企业家到佛教徒的这一变化，就值得学界追踪他的心路历程。
　　二、早期的坎坷
   诸葛长青：艰苦磨练是成功的基石。面对磨练要坚定信心、努力奋斗。
　　1932年1月21日，稻盛和夫出生于日本鹿儿岛市的药师町。这里紧靠城山。对鹿儿岛人来说，城山是一个令人伤心的地方。明治维新时期，鹿儿岛隶属于萨摩藩，是倒幕运动的发起地之一。在这一历史大变局中，西乡隆盛、木户校允和大久保利通发挥了中流砥柱作用，被后人称为“明治三杰”。西乡隆盛后来参与西南战役，1877年9月24日，在城山兵败身亡，人称“最后的武士”。

   在明治时期的诸位英杰中，西乡隆盛最具传奇色彩并且格外受人们敬重，他的故事在一代代鹿儿岛人中口耳相传，成为稻盛最尊敬的历史人物。

   诸葛长青：内心有梦想的榜样十分重要啊。每个成功者都有心中的偶像。

   稻盛和夫一家都是老实巴交的普通人，父亲为人谨小慎微，从不借债，母亲性格开朗，容易感情用事。在家中，稻盛和夫排行老二，上面有一个哥哥，下面有两个弟弟三个妹妹。1938年，稻盛和夫进入当地的西田小学学习，由于淘气，学习成绩并不好，但他却颇有领导天赋，成为孩子王，时常将孩子们分成两拨，模拟打仗游戏。此时他逐渐意识到，“不能光靠蛮力，气势、魄力也很重要”。
　　年龄虽小，但是稻盛和夫却具备了朦胧的正义感。他不仅照顾羸弱的伙伴，而且不畏权威，敢于顶撞偏心眼儿的老师，虽然曾为此吃过几记老拳，但依然坚持己见，绝不改口。稻盛和夫的行为得到了父亲的默许，但老师却更加不喜欢他，时常对他说：“像你这样的，肯定考不上一中。不论是考试成绩还是内部评定，都不可能合格。”1944年，稻盛和夫从西田小学毕业，不幸的是，老师的话果然应验了。
　　祸不单行，在战时的艰难岁月里，稻盛和夫的叔叔和婶婶染上了肺结核。这种病在当时是不治之症，是生是死就看各人的运气了。叔叔婶婶的患病，给稻盛和夫造成了巨大的精神压力。尽管他非常小心，尽量避免接触病人，却未能逃脱被感染的命运。两位叔父、一位婶母的死亡，外人关于稻盛家是“结核病窝”的称谓，都给这位少年带来了巨大的精神压力。可以想象到，稻盛和夫开始咳血时，他内心蒙受着巨大的阴影。让稻盛和夫不解的是，不顾个人安危照料病人的父亲和哥哥，整天同病人接触却没有患玻邻居借给病中的稻盛和夫一本书，即谷口雅春的《生命的实相》。虽然似懂非懂，但其中的一句话却给他留下了深刻印象：“我们内心有个吸引灾难的磁石。生病是因为有一颗吸引疾病的羸弱的心。”病中的阅读，印象格外深刻。直到晚年，稻盛和夫还用这句话来解释“相由心生”，认为自己是大病初愈后悟到了人生真谛。然而，当时13岁的稻盛和夫，极有可能不明白这么深奥的道理，顶多可以说由此启发他打开了思考的阀门。很多名人的回忆，往往会产生某种认识上的“倒推”现象，不可不察。
　　1944年，战争中的日本败相已露，美国空军已能够直接轰炸日本本土。战争的最大受害者是老百姓，在“空中堡垒”B-29的轰炸下，东京、名古屋等大城市首当其冲，偏远的鹿儿岛也未能幸免。1945年8月13日，稻盛和夫家的房子因轰炸而举。“塞翁失马，焉知非福。”在躲避轰炸、四处逃命的过程中，稻盛的肺结核居然奇迹般痊愈了。病愈后，稻盛再次报考一中，然而再次落榜。在小学班主任土井老师的帮助下，最终他考入了私立鹿儿岛中学就读。
　　在鹿儿岛中学，稻盛和夫的孩子王作风依旧，学习成绩马马虎虎，打架的事情却频频发生，为此，他没少挨老师的批评。稻盛的中学时代，正值日本战败，国内一片混乱之际，人们居无定所，生计艰难。在这种情况下，1948年稻盛中学毕业，父亲要求他停止学习，工作赚钱以补贴家用。然而，他却坚持要读完高中再工作。此时，稻盛已经逐渐明白事理，在高中学习之余，他力所能及地帮助父母干活，推销盛放糕点的纸袋，升入高中三年级之后，面对课业负担加重和升学的压力，他才将纸袋生意交由哥哥管理。
   诸葛长青：爱好是最好的老师，稻盛和夫上高中就开始了营销实验。
　　刚升入高中时，稻盛和夫的成绩只能算中等，随着年龄的增长，他越来越努力，慢慢上升到年级前十名，到毕业的时候已经是年级前三四名了。由于患过肺结核，所以他希望到大学学习医药知识，但他的父亲不同意他继续读书。1951年，在辛岛政雄老师的说服下，他的父亲终于同意稻盛和夫报考大阪大学医学系。然而，他又落榜了。出于无奈，他只得再报考县立鹿儿岛大学。经历了一番周折后，稻盛考入鹿儿岛大学工学系应用化学专业，学习与药物有关的有机化学。
　　进入大学之后，稻盛和夫在学习之余不忘锻炼身体，由于“空手道非常适合于贫穷学生，只要备一件空手道服就行了，而且这是一种徒手竞技，不需要任何器械”。于是，稻盛加入学校的空手道俱乐部，练出了一副好身手。另外，为了减轻家庭负担，他还打工养活自己。在为百货商店打工做巡夜警卫时，他萌发了朦胧的爱情，恋上了一位女营业员。然而，当稻盛向对方表白之后，得到的答复却是“我马上要嫁到东京去了”。在恋爱上，稻盛也是从挫折开始的。
　　到了大学四年级，稻盛和夫面临着巨大的就业压力。朝鲜战争爆发后，由于美国从日本大量订货，带动了日本经济复苏。然而，此时是1954年，朝鲜已经停战，美国在日本的订货急剧减少，日本经济形势日益艰难，而1955~1957年的“神武景气”尚未出现，所以，1954年是日本战后经济的低谷。稻盛四处找工作，却一无所获。当时日本的就业市场，走后门拉关系的风气非常严重，公司招工不看能力而看关系，推崇名牌大学而排斥地方新办学校。而且稻盛的运气也确实太差，买彩票，前后的号码都中奖，就是他的中不了。对此，年轻气盛的稻盛曾经异常愤慨，他对自己的空手道功夫颇为自信，走投无路之下，他想去当帮派打手。“这个社会怎么如此不公平。反正找不到一个正经的工作，索性就去当一个文化流氓。重仁义的黑社会要比这种不公平的社会好上百倍。”于是，他鬼使神差般走到了位于闹市区的帮派事务所门前。然而，考虑到自己的家境以及五个弟妹，他在帮派事务所门口徘徊许久，终于没有跨出这一步。
　　皇天不负有心人，在大学的竹下老师推荐下，稻盛和夫最终被京都的松风工业公司内定录用。松风公司生产绝缘子等陶瓷制品，属于无机化学领域，同稻盛学的有机化学不是一回事。为了弥补知识上的欠缺，他师从岛田欣二教授，利用剩下的半年时间潜心钻研陶瓷知识，并撰写了与陶瓷有关的专门研究黏土的毕业论文。在毕业论文答辩会上，稻盛的论文得到内野正夫教授的赞赏。后来，稻盛在自传中写道：“因为这样一种缘分，在我创办公司之后，还经常去向他讨教，他也成为我终生的恩师。”
　　在稻盛和夫求职时，只要能找到接收企业就谢天谢地，他根本不可能计较公司好坏。等到进入松风公司之后才发现，这家公司管理混乱，矛盾众多，内讧不断，设备破旧不堪，常常发不出工资。脏乱的宿舍，令年轻的稻盛目瞪口呆。“这是一间又旧又破的房子，里面全是稻草屑，连榻榻米都没有，不得已赶忙去买来席子，用钉子钉在地板上。”当地人开玩笑说，在这家公司谋生是讨不上老婆的。松风公司的破败状态，令稻盛在内的五名大学生心灰意冷，很快就有三名大学生另谋他就，稻盛同另外一名刚来的大学生也有意辞职，他们两人向日本自卫队的干部预备学校递交了报名表，并顺利通过了入学考试。然而，稻盛写信向家人索取自卫队入学所需的户籍副本却迟迟得不到回音，因此，他最终没能跳槽。最后，只有稻盛一个人留在了松风工业。
　　世道艰难，家境贫寒，幼年得病，考试落榜，恋爱遭拒，工作难觅，跳槽不成，稻盛和夫的早年可谓坎坷多难。然而，坎坷的经历磨炼了他，他不甘心，要去追寻自己的未来和梦想。虽然这时候的稻盛并不知道自己的未来在哪里，自己的梦想是什么，但是，多次失败使他的意志更加坚强，既然没有了退路，那么就尽力干好现在的工作。从此，稻盛的人生掀开了新的一页。

    二、从技术人员到企业家

    其他大学生从松风公司辞职后，稻盛和夫将心思全部转移到工作上。他的职业是在公司制造部研究开发弱电陶瓷。面对种种不如意之事，他不再怨天尤人，不再抱怨工作条件，将被褥、锅碗瓢盆一股脑儿搬到公司的实验室。经过艰苦努力，终于得到了理想的实验结果，并因此得到上司的赏识。由此，他体会到了勤奋工作的乐趣，更加潜心研究，并做出了更多的成果。后来，稻盛回顾这一段经历时，他认为转机在于心态的转变。“虽然一个人被遗弃在公司里，但当我改变了心态之后，我的人生迎来了转机，形成了一种良性循环。”这段经历，成为稻盛和夫“以心为本”经营哲学的萌芽。

     20世纪50年代中期，日本经济刚刚起步，各种技术都依靠国外公司。当时松下公司生产的电视机，其核心的电子枪绝缘瓷质部件以及U型绝缘体，不得不从荷兰飞利浦公司进口。当时的日本企业，也在处处追求自主知识产权。为了实现国产化，松下公司要求松风工业进行这方面的研发。稻盛和夫提出采用镁橄榄石瓷，这种瓷介质损耗低，随频率的变化小，体积电阻高，是高频绝缘材料的首选，但是如何成型是工艺难点。在一年的时间里，稻盛日思夜想，始终无法攻克镁橄榄石瓷成型过程中的技术难题。然而，就在他为这一问题寝食难安时，无意中受到黏在鞋上的松香启发，灵感一动，以松香为成型黏合剂，最终实验获得了圆满成功。

    镁橄榄石瓷的研发成功，使松风公司的经营渐有起色。意想不到的是，此时工会组织员工罢工，要求公司提高工资。稻盛和夫认为，罢工不仅不能提高员工工资，反而会因为生产停顿而丧失松下公司的订单，可能导致经营刚有好转的公司陷入破产境地，使员工丧失收入来源。因此，稻盛同所在的特瓷课全体人员一致决定不参加罢工。由于工会组织的纠察队封锁了公司大门，所以稻盛让特瓷课的女员工须永朝子每天早晨到工厂的后墙外等着，他把包装好的产品悄悄扔出去，再由须永交付客户。稻盛和夫因为公然破坏罢工，被工会骂为“公司的走狗”，但他却以自己的努力，使公司的生产得以维持。经过一系列事件的检验，稻盛日益坚信自己的立场和观点是正确的。一次，在与内野正夫教授的好友吉田源三交谈后，吉田对他说：“稻盛，你虽然这么年轻，但是你有明确的哲学。”自此，他不断坚持并完善自己的人生哲学和经营哲学，最终将其传播到了全世界。

    虽然稻盛和夫已经成为松风公司的技术骨干，并由于他的贡献而被提拔为特瓷课主任，甚至还有一家巴基斯坦的公司想来挖角，然而，千里马常有伯乐却不常有。新上任的公司社长是个银行出身的技术外行，撤换了原来非常信任稻盛的技术部长青山政次，新任的技术部长对稻盛横挑鼻子竖挑眼，当承接日立公司的真空管研制遇到难题时，技术部长中途换人，不要稻盛继续研制了。稻盛一怒之下提出辞职，这一决定得到了特瓷课6位下属以及老上司青山政次的拥护，他们也纷纷从松风公司辞职，开始筹备创业。

   在松风公司，由于稻盛和夫将自己的全部精力都用于工作，所以个人生活一塌糊涂。不知从何时起，他实验室的桌子上总是定时出现一盒便当，由于忙于工作，他无暇多问，只管享用。后来才知道，这是罢工时每天站在后墙外的那名女员工须永给他做的，这种无声的关怀感动了稻盛，慢慢地两人走到了一起。

    就在稻盛从松风公司辞职的第二天，他同须永朝子结婚了。两人的婚礼在京都东山蹴上的一处公共场所举行，只备有一点咖啡和面包，极为简朴。

   婚后，稻盛全力投入新公司的筹办工作，一天晚上，8名创业者在稻盛的住处谈起即将成立的新公司时，无不激动万分，稻盛提议：“为了不忘今天，让我们以血印盟誓！”誓词如下：“我们团结一心，必将成就为社会、为世人的事业，以此血印为证。”稻盛和夫带头签名，并割破小指，在誓词上按下了血印。

    诸葛长青：如果你发誓成就事业，同时造福社会，那么你的事业注定会成功。

    1959年4月1日，京都陶瓷株式会社在京都市中京区西之京原町101番地正式成立。作为一个注册资金仅300万日元，只有28名员工，而且还是借用别人地盘举行成立仪式的小公司，稻盛和夫在致辞中说：

   “今天我们是借宫木电机的仓库成立了公司，但是我们一定会成为原町第一的公司。成为原町第一之后，我们的目标就是西之京第一。成为西之京第一之后，就要成为中京区第一。然后就是京都第一，日本第一，最终是世界第一。”

     诸葛长青：发誓成为第一，你才会真正的成为第一。目标十分重要。

    虽然提出了宏伟的目标，但万事开头难，稻盛并不知道如何实现这一目标，更不懂得如何经营企业，他能做的就是与员工们同甘共苦，拼命工作。此时，稻盛身兼多任，既是管理者，又是技术员，还要到各厂家争取订单。人的精力毕竟有限，一旦决策失误，这家小企业就有倾覆的危险，对此，稻盛以“作为人，何为正确”作为决策的准则和出发点，简单说，就是以小时候家长和老师教导的信条为准则经营企业，如诚实、善良、勤劳、乐于助人等。稻盛认为，正因为认真践行这些简单的理念，才确保了京瓷日后的成功。

    在全体员工的共同努力下，京都陶瓷第一年实现销售额2600万日元，净利润达到300万日元。虽然实现盈利，但此时稻盛仍然延续着技术员的惯性思维，认为创办公司的目的就是将自己掌握的技术发扬光大。1961年，京都陶瓷的几名年轻员工要求稻盛给予其生活保障，并定期加薪，否则他们将一起辞职。经过艰难交涉，这一纠纷终于化解。此事使稻盛认识到，企业并非实现他个人梦想的工具，而是员工及其家人的生存保障，同时，作为社会的重要成员，企业应该为社会做出应有的贡献。深思之后，稻盛制定了京都陶瓷的经营理念：“追求全体员工物质和精神两方面的幸福，为人类和社会的进步与发展作出贡献。”经营理念的确立，使稻盛与京都陶瓷的全体员工有了轮廓性的公司使命和目的。

    诸葛长青：企业赚钱、员工开心、造福社会，是大企业成功的基础。

    由于京都陶瓷仅仅是一家作坊式小工厂，只能接其他大企业不能做或者不愿做的订单。对接到的订单，稻盛总是满口答应，并保证在交货期限前完成任务。然而，大企业拥有优良的设备和一流的人才，它们不能完成的任务，对京都陶瓷是技术能力上的严峻考验；它们不愿做的任务，则是经营和管理上的严峻考验。对此，稻盛下决心开创出自己的优势。缺设备时，稻盛就去借；白天没时间，他就晚上做研究。总之，为了完成订单，他几乎不惜任何代价。随着时间流逝，京都陶瓷树立起了自己的口碑，订单逐渐增加，规模不断扩大。

     诸葛长青：好口碑就是好品牌、就是好市场、就是好效益。

    日本有句俗话：中小企业是脓包，变大就破。规模变大之后面临的管理问题，是全世界各类组织共同的难题。欧美的管理者通过加强控制、划分职能、建立信息反馈系统、完善组织结构等手段，基本上解决了这一问题。技术员出身的稻盛和夫，开始并不懂得如何经营大企业，更不可能了解到欧美公司的事业部制，然而，他从《西游记》中孙悟空分身的故事得到灵感，将规模逐渐变大的企业划分成一个个小的“阿米巴”，各阿米巴独自核算，独自决定经营政策，从而形成独特的组织创新。

   诸葛长青：西游记的孙悟空启迪了稻盛和夫。成功就在自己的心里啊。

    这种阿米巴组织具有两大优势，一是克服了大型组织的官僚化倾向，保持了小型机构的灵活性和成员热情；二是能锻炼基层组织的领导人，为整个组织提供后备人才队伍。通过实行阿米巴经营，京都陶瓷克服了发展瓶颈。从此，京都陶瓷的发展驶入了快车道。

    60年代，日本经济开始起飞，各个企业纷纷到美国开拓市场，京都陶瓷也不例外。它首先在靠近硅谷的桑尼维尔(Sunnyvale)设立了办事处，积极拓展同英特尔、IBM等高科技公司的市场关系。1966年，IBM公司决定从京都陶瓷订购2500万个用于IC的氧化铝基板。当时的IBM公司，是全球电脑行业的龙头老大，虽然IBM的要求“出奇的严格”，但稻盛认为：“这是让我们公司的技术提升到世界一流水平的绝好时机，没有比这更具有挑战性的工作了。这一基板将会被使用在IBM的畅销商品——大型通用电脑‘System/360’中。如此重要的战略商品的心脏部位不是采用有实际业绩的卢臣泰(Rosenthal，创始于1879年的德国陶瓷名牌)或德固赛(Evonik Degussa，德国的特种化工公司)，而是名不见经传的日本一家中小企业，这会让我们自豪不已。”

    事实证实了稻盛的预见。研发过程中，他同员工经过了无数个不眠之夜，克服了一个个技术难关，做梦都在试制样品，走投无路时甚至向老天爷祈祷。接到订单7个月之后，京都陶瓷终于收到了IBM的合格通知，这一消息立即在日本国内电子电器制造商中不胫而走，被称为“京瓷基板神话”。1968年，因为在高科技陶瓷研究领域的不断创新，京都陶瓷获得第一届中小企业研究中心奖，奖金为100万日元。几年后，谈及这笔钱的用途时，多数企业都将之用于研发，稻盛和夫却说：“过去我一直承诺，如果得了奖就犒劳大家，一起举杯庆祝。所以这次的奖金都被我们喝光了。”

    诸葛长青：成功的时候要学会庆祝。

   名气打出去了，订单源源而来，京都陶瓷一路高歌猛进，1971年10月，京瓷在大阪证券交易所第二市场部和京都证券交易所上市，400日元的公募价格，开盘价即达到了590日元，当天成交80万股。1972年，京瓷在东京证券交易所第二市场部上市。两年之后，京瓷股票在大阪和东京证券交易所同时跃升至第一市场部。由于京都陶瓷迅速发展，1975年9月，以2990日元的股价一举超越井深大和盛田昭夫领导的索尼公司，成为日本国内股价最高的公司。此后，京瓷在稻盛的领导下，不断开展多元化经营，进入珠宝、医疗器械、太阳能、切削工具、打印机、相机等领域，并成功跻身于世界五百强之列。开拓、创业的过程虽然艰辛，但此时的京瓷，已然基本上实现了创业之初稻盛定下的目标。

    三、二次创业

    由于业务原因，稻盛和夫经常到美国出差。

    诸葛长青：读万卷书、行万里路，十分重要。行万里路的好处是让你学会思考、学会变换思维。

    令他感受颇深的是，美国国内的通讯费用低廉，日本无法企及。稻盛认为，造成日本国民通讯费用高昂的直接原因在于政府垄断的管理体制。80年代初，日本政府意识到这一问题，1982年召开的第二次临时行政调查会提出，国营的铁路、电信等领域应实现民营化，从而提高效率，增强竞争力。实际上，20世纪70年代末80年代初，世界经济进入“滞涨”时期，传统的凯恩斯经济学无法提供有效的解决方案，在此形势下，以弗里德曼等经济学家的新古典经济学为指导，美国的里根总统和英国的撒切尔夫人掀起了一股民营化潮流，试图矫正二战之后积弊日多的国家干预体制，引入竞争机制，刺激经济活力，增强国家竞争力。所以，日本政府此时决定开放国营领域，一定程度上是顺应了这一国际潮流。

    在日本，通信领域一直由日本电信电话公社(Nippon Telegraph and Telephone Public Corporation，简称电电公社或NTT)独家垄断，政府做出民营化的决策时，NTT的年销售额超过4万亿日元，员工人数超过33万人。由于NTT的实力过于强大，虽然日本政府有意打破垄断体制，但一时竟无人敢于正面挑战NTT的垄断地位。在这种形势下，稻盛和夫决定出面为降低日本国民的通讯费而奋斗。

    在当时的情况下，稻盛和夫面临着很多几乎不可能逾越的限制。同NTT相比，当时京瓷的年销售额仅2200亿日元，员工人数为11000人。用稻盛本人的话来说，同NTT相比，京瓷“如同是大象面前的蚂蚁”。另外，稻盛的专业是化学，京瓷的主业是陶瓷，对通信技术几乎一窍不通。更要命的是，进入通信领域的前提是必须进行线路和基站建设，然而要让竞争对手同意在自己的领域内铺设线路，无异于虎口拔牙。此时的稻盛，“就像是风车面前手握一根长矛的堂吉诃德”。

    纵然面临上述种种不利条件，但稻盛和夫经反复思考，认为自己的决策没有掺杂任何私心，完全是为了降低国民的通讯费而努力。于是，他毅然于1984年同索尼、三菱商事等公司共同发起成立了第二电电企画(Daini-Denden Planning Company)，并自任会长。1985年改为第二电电公司(DDI，Daini Denden Inc.)。该公司成立之初，只有区区20名员工。在成立酒会上，稻盛和夫抚今追昔，致辞道：“日本的电气通信事业自明治时期以来，一直是一项国营事业。如今，电电公社进行了民营化改革，通信领域得以放开，迎来了百年一遇的巨大转变期。在高度信息化的时代，我们必须为国民大众降低日本的通讯费。我会不惜我仅有的一次人生，不惜我自己的生命使这项事业取得成功。”

    诸葛长青：你的产品解决客户需求，必然有求必应。记住，客户的心重要。

    万事开头难。大致而言，DDI面临三个不利条件：资金、人才、线路。由于获得索尼、三菱商事等股东的支持，所以资金问题得以解决。至于人才，一方面稻盛同京瓷的干部彻夜补习通信知识，另一方面，稻盛的决策得到了NTT及一些好友的大力支持，他们自愿追随这一理想事业，所以必需的人才基本具备。最大的难题是线路，由于日本电信和日本高速通信等竞争对手拒绝为DDI提供方便，令稻盛一筹莫展，就在他认为万事俱休的时候，时任NTT社长的真藤恒表示愿意为DDI提供一条尚未被占用的线路。NTT的让步，使DDI绝处逢生。

     由于线路问题悬而未决，其他竞争对手已跑到了DDI的前面，稻盛要求从京瓷转到DDI的4名年轻员工负责东京—名古屋—大阪之间的中转基站建设，每人全权负责两处中转基站的土地收购、基站建设以及设备安装等事务，要求他们“不完成工作就别回来”。在员工的拼命努力之下，至少需要3年时间才能建成的线路，DDI用了2年4个月就开通了。即使如此，DDI获得的客户数量在新成立的电信公司中依然排名最后。稻盛并不气馁，他辞掉京瓷社长职务，全身心投入DDI工作，在公众长途电话业务方面同竞争对手放手一搏。功夫不负有心人，DDI如愿以偿抽取到运营商识别号码，制定出每3分钟300日元的资费标准(NTT为每3分钟400日元)，并迅速开发出DDI适配器，免费出租给用户，以此获取更多客户。不久，DDI的用户达到130万，超越除NTT之外的其他电信公司，终于在通信行业站稳了脚跟。

    稻盛和夫认为，成功是上天对人的考验。DDI巩固了自身的市场地位之后，稻盛没有丝毫懈怠，开始将眼光瞄向21世纪，谋求更大的发展。1986年8月，日本议会修改《电波法》，放开了用于车载电话的移动通信领域的限制。稻盛敏锐地意识到，世界“即将迎来一个无论何时、何地、任何人都可以自由通话的手机时代”。基于这种预见，稻盛做出进军移动通信领域的决策。他凭借自己多年同半导体行业打交道的经验，以DDI的长途通话业务为核心，在日本国内各地迅速设立手机运营公司，建立移动地方网络，逐步构建起从长途电话到市内电话都无需依赖于NTT的通信网络。如此一来，DDI不仅解除了对NTT的依赖，而且形成对NTT业务的替代威胁，DDI真正成为同NTT平起平坐的竞争对手。进军移动通信领域的战略决策，使DDI的业务快速增长。1993年，DDI的销售额达到2307亿日元，经常利润达到240亿日元，9月，DDI在东京证券交易所第二市场部成功上市。1995年，升至东京证券交易所第一市场部。2000年10月1日，在稻盛提议下，以DDI为主体，与国际电信电话(KDD，Kokusai Denshin Denwa Co., Ltd.)、日本移动通信(IDO，Nippon Idou Tsushin Co.)合并建立国际电信电话公司(KDDI)，并很快跻身世界五百强企业之列。

    从1959年创业至世纪之交，稻盛和夫白手起家，创办了两家世界五百强企业，这在世界商业史上恐怕绝无仅有。2006年以来，发端于美国的次贷危机引发了全球金融海啸，全球第三大航空公司日本航空公司陷入困境，宣布破产重组。在这一严峻形势下，日本的民主党政府邀请稻盛和夫出山拯救日航。尽管已78岁高龄，但稻盛毅然接过了日航帅印，并迅速投入工作。如同创办DDI时一样，稻盛对航空业一窍不通，更为不利的是，他只身一人进入日航，没有往日志同道合者的追随。面对种种不利条件，稻盛没有退却，他凭借着自己多年来形成的经营哲学，以自己独有的热情和责任心，在十个月之内，使日航在2010年前三个季度的利润达1586亿日元，再次创造了经营史上的奇迹。2011年3月，稻盛参加中国中央电视台《对话》节目时表示，今年将在日航引入阿米巴经营，从而为日航的长期振兴打下基础，“好多人都认为重建日航极其艰难，甚至会再度破产倒闭，但我还是会努力，在我两年任期内让日航再次振兴，把日航建成让员工们放心的企业。如果我能做到这些，我就想回家安度晚年了。”

   四、退而不休

   稻盛和夫认为：“假设自己的人生有80年，那么出生后的20年是为踏上社会做准备的准备期，之后的40年是为社会、为自我钻研的工作期，最后的20年则是死亡(灵魂的起程)的准备期。”1997年，65岁的稻盛发现患有胃癌，在手术切除后，他决定退休，并于9月7日在京都圆福寺皈依佛门，属于日本禅宗的临济宗妙心寺派，法号“大和”。

    稻盛和夫出家，并非“看破红尘”，也不意味着他将不问世事。实际上，现代日本的佛教徒基本都具备一个共同点：主张积极入世，而不是出世。尽管在日本像稻盛和夫那样直接出家的很少，但有很多企业家、娱乐明星甚至电视节目主持人都虔诚相信佛教。从这个意义上讲，佛教在日本社会发挥着犹如基督教在西方国家发挥的作用。1997年11月，稻盛的引导师傅西片担雪法师对他说：“我们禅宗的出家人，为了自身的修炼，会进行诸如坐禅之类的修行，尽管我们与世无争，但是也没有直接为世间做出什么贡献。而你是由一个在家人成为出家人，对你而言，在经过圣堂的认真修行后，应该重新回到现实生活中，为社会作贡献，这才是你应该遵行的学佛之道。仅仅只限于寺院这个牢笼中独自修行，并非你的应尽之道。”

   诸葛长青：真正的大慈悲，就是造福社会、普度众生。

    遵行西片师傅的教诲，稻盛在圆福寺经过坐禅、托钵修行之后，重新回到社会。他投身教育，培养各国的经营人才；著书立说，传播自己的经营理念和哲学；慷慨解囊，资助各类社会慈善事业。

      诸葛长青：造福社会，才是人生的最高价值。

     1983年7月，在京都青年会议所成员的要求下，稻盛和夫成立了旨在学习企业经营的“盛友塾”。成立之时，盛友塾只有25名塾生，学习采用答疑解惑的形式进行，学员可以同稻盛和夫当场交流意见并讨论，有助于塾生学到“实实在在的经营学”。其后，慕名而来的学员越来越多，稻盛遂将原本只是交流的学习班固定下来定期举办，并逐步完善组织体制。1988年12月，盛友塾正式改名为“盛和塾”，并于1989年4月在大阪开设支部。1990年，神户、滋贺、鹿儿岛、富山、东京先后开设支部，迄今为止，盛和塾已在美国、巴西和中国设立分塾。塾生们的经营业绩，最能说明盛和塾快速发展的状况。据说，已有100余名塾生的企业成功实现上市，其中的典型代表就是孙正义创立的软银公司(Softbank Corporation)。2011年，有人问稻盛从日航退休后的打算，他表示会坚持为塾生义务讲课，至死方休。

     诸葛长青：举办讲堂，培养人才，一举多得。

    20世纪末以来，稻盛和夫不断著书立说，传播自己多年以来形成的经营哲学。通过《稻盛和夫自传》、《活法》、《干法》、《阿米巴经营》、《人为什么活着——稻盛和夫的经营哲学》、《稻盛和夫的实学：阿米巴经营的基础》、《稻盛和夫的实学：经营和会计》、《经营为什么需要哲学》、《经营十二条》、《六项精进》、《你的梦想一定能实现》、《在萧条中飞跃的大智慧、《成功与失败的法则》、《创造高收益》等系列著作，稻盛和夫的经营哲学和人生哲学得以广泛传播。

    中国学者季羡林曾说：“根据我七八十年来的观察，既是企业家又是哲学家，一身而二任的人，简直凤毛麟角，有之自稻盛和夫先生始。”

   今年，稻盛和夫(北京)管理顾问有限公司与中信出版社联合举办了“2011稻盛和夫阅读年”，稻盛和夫的著作以及相关研究在中国大陆迅速翻译出版。稻盛和夫也多次来华讲学，为中国企业经营者指点迷津，传授经验。

    1981年，东京理科大学(Tokyo University of Science)授予稻盛和夫“伴纪念奖”，以表彰他为技术开发做出的巨大贡献。受此启发，1984年，稻盛和夫个人捐资200亿日元(之后又多次追加，现在财团的资产已达640亿日元)成立稻胜财团，创办“京都奖”，以表彰“那些为人谦虚、付出成倍于他人的努力、在专业领域获得成就、有自知之明且对伟大的事物抱有虔诚之心的人”。

    稻盛和夫认为：“只有科学技术与精神这两方者均衡发展才会有人类美好的未来。与科学的飞速进步相比，精神领域的研究却大为滞后。”为此，京都奖的奖项分为“尖端技术、基础科学、精神科学及表现艺术这三大类，奖金设定为每个类别4500万日元，接近于诺贝尔奖。”1985年，第一次颁奖典礼在国立京都国际会馆举行，日本三笠宫亲王夫妇出席并主持，诺贝尔基金会六大奖项的评审委员会主席、理事长以及瑞典西尔维娅王妃同时出席典礼，诺贝尔基金会获首届京都奖特别奖，佛罗里达大学(The University of Florida)的鲁道夫• 卡尔曼教授(Rudolf E. Kalman)获尖端技术奖，麻省理工学院(MIT)的克劳德 • 香农(Claude E. Shannon)获基础科学奖，法国作曲家奥利维埃 • 梅西安(Olivier Messiaen)获精神科学及表现艺术奖。此后，颁奖典礼定于每年的11月10日在国立京都国际会馆举行。

    20世纪90年代以来，稻盛和夫捐款资助美国卡内基基金会，在安第斯山脉的拉斯坎帕纳斯(Las Campanas)天文台安装口径6.5米的麦哲伦望远镜；捐款资助关于长江文明的日中联合学术调查团；资助日本国立民族学博物馆购买19世纪初到20世纪后半期为止的大英帝国议会文件(共13000册，800万页)；为鹿儿岛大学工学系成立50周年建立纪念会馆，并提供基金开设“京瓷经营学讲座”。2001年，稻盛和夫同京瓷公司各捐资50万美元，在中国设立“稻盛京瓷西部开发奖学基金”，每年为中国西部地区的360名大学生提供奖学金；2011年6月9日，稻盛和夫亲临宁夏大学参加了“稻盛京瓷西部开发奖学基金”十周年纪念大会。稻盛和夫认为，人生就是灵魂的修炼场，他虽已近耄耋之年，但依然孜孜不倦地在提升心性之路上前行。

    诸葛长青：不论你从事什么行业，记住只要有造福社会之心，必然会成功。

     本文参考资料：青海广播电视大学慈玉鹏《管理学家》杂志，《企业经营禅师稻盛夫》。

诸葛长青祝福天下孝敬父母、行善积德的有缘者富贵吉祥！

   祝福天下有缘者有求必应、天官赐福、事业腾飞、财源广进！

（本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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