Change often begins with a shift in mindset. The depth and breadth of management alignment determine the direction and pace of organizational evolution. To build a shared understanding of transformation and translate strategic initiatives into effective action, FHS Group launched a two-part book-sharing program last week centered on Change and Thrive. Managers and senior leaders from across the Group took part in in-depth discussions, where the exchange of ideas and perspectives generated fresh internal momentum for FHS Group’s ongoing transformation.

Books as a Catalyst: Aligning the Course of Transformation Through Shared Reading

This was more than a conventional book-club discussion; it was an important management initiative supporting the Group’s strategic transformation. The choice of Change and Thrive reflected the Group’s careful consideration of its current stage of development and the direction of future change. Built around the twin themes of “constant change” and “enduring growth,” the book systematically explores how companies can manage the pace of transformation while sustaining organizational vitality.

The program comprised two sessions, each focused on selected core chapters and combining guided study with group discussion. Both sessions followed three key stages—group co-creation, presentation of findings, and executive interpretation—leading participants progressively from conceptual understanding to action-oriented thinking. This structure ensured that the discussions were both intellectually substantive and practically applicable.

Collective Wisdom: Five Groups Co-create New Management Perspectives

To ensure high-quality discussion, the participating managers were divided into five groups, each examining key themes from the book. Drawing on their own business contexts and management experience, the groups explored critical issues including resistance to change, strategic choices, transformation roadmaps, and organizational capability building. They developed key insights and action proposals, which were then presented by a spokesperson from each group. The lively exchanges and vigorous debate demonstrated the management team’s close attention to—and deep reflection on—the challenges of transformation.

At its core, the book-sharing program was an exercise in aligning understanding across the organization. Participants agreed that transformation is not a short-term undertaking that can be completed overnight, but a long-term endeavor that must be guided by strategy and advanced through a systematic methodology. Genuine transformation is not a series of fragmented fixes; it is a coordinated, systemic redesign encompassing culture, processes, and organizational capabilities.

Executive Perspectives: In-depth Interpretation Grounded in Practice

A distinctive feature of each session was the “Executive Perspectives” segment, in which senior leaders interpreted the selected chapters and shared additional insights grounded in the Group’s current realities and transformation experience.

At the macro level, the executives highlighted one of the book’s central ideas: whenever a company moves into a new stage of development, it must change its primary growth engine—from opportunity-driven growth to system-driven growth. Huawei, for example, used successive crises to evolve from a “guerrilla force” into a “regular army” and ultimately into a combination of “regular forces and field units.” Turning to the mechanisms and implementation of transformation, the executives emphasized that processes, organizational structures, and data must be developed in parallel. These are three carriers of the same organizational capability; only when designed together can they form a measurable and replicable management system.

On transformation leadership, the executives shared three core perspectives: the essence of transformation lies in changing people’s mindsets, awareness, and behavior; leaders must take the lead in driving change; and transformation must never be pursued for its own sake, but must always serve business success. Executives from different areas of the Group also drew on their own operational experience to explain practical ways of turning the book’s ideas into action.

From Shared Reading to Co-creation: Turning Transformation into Action

Methods may change, but our original purpose remains constant. In his closing remarks, Mr. Yang Ping, Chairman and General Manager of FHS Group, emphasized that every management initiative must serve the business itself; management that is detached from business needs will ultimately become a burden on the organization. Transformation is never an end in itself. Its purpose is to help the business move faster and make the organization more resilient. Throughout the transformation process, FHS Group must uphold the collaborative principle of “One FHS, One Team.” Regardless of department or business area, everyone belongs to one team and must move in the same direction. Only then can transformation avoid becoming a collection of isolated fixes and instead create the collective force needed for a systemic organizational leap.

The close of the book-sharing program marks the beginning of action. The shared reading and co-creation around Change and Thrive served not only as a collective exploration of management thinking, but also as a systematic effort to build organizational alignment. From executive interpretation and group discussion to presentations and the consolidation of insights, every element was designed with one goal in mind: to turn the book’s ideas into concrete steps along FHS Group’s transformation journey. The depth of a company’s talent determines how high it can rise; the strength of shared understanding determines the force of collective action. Going forward, the Group will continue to organize learning and co-creation initiatives focused on strategy execution and management improvement, equipping every manager with clear direction, practical methods, and sustained support to grow together with the company.

The path of transformation lies before us—and we are already on our way.