Lei Jun's speech shocked me after I watched it.

As the CEO of the group, he did the following things after he chose to build a car.

First: I took the racing license test, invited the driver to the co-pilot, and changed from being able to drive to being able to drive a racing car well. And urged the executive team to take the racing test.

Fuck the world if you are rich;otherwise fuck yourself.

In Lei Jun, I saw the solidity of a very successful boss doing basic work when entering a new field. He knows how to get things done, and he is not arrogant or impatient, and always chooses to do difficult but correct things.

If these tasks are the underlying logic of Lei Jun's success methodology, then the ability to choose the right decision in uncertainty is really beyond the reach of others.

For pure electric coupes, all the car review self-media that have contact with the front line think that the monthly sales will not exceed 3,000 units.

If you were Lei Jun? How do you make a decision when you have spent 20 billion to build a car? Should you release the car or not?

Lei Jun chose to release it.

How many units should you set as the expected production capacity? If you set too few, you will be scolded. If you set too many, you will not be able to sell it, and you will lose money and time.

The car reviewers who deal with cars every day give an estimate of no more than 3,000 units per month. From the release in March to the end of the year, it will be 9 months, and the annual sales will be 30,000 units.

Lei Jun chose 76,000 units.

Although it was still not enough to sell later, Lei Jun's choice at least gave the factory a chance to breathe.

This ability to find the right decision in uncertainty makes me feel that Lei Shen is really awesome.

Xiaomi must be a great company.

Dare to think, dare to do, and be able to do it. Lei Shen is awesome.

Second: I borrowed cars to test drive more than 170 models in three years, and wrote nearly 200,000 words of notes. (This amount of notes is almost abnormal)

Third: I personally went to winter and summer tests, as well as the final road test, and led the executive team to test more than 100,000 kilometers.

His dedication to understanding the product firsthand shows true leadership and a hands-on approach. This could inspire other executives to immerse themselves in their products and industries to drive innovation and excellence.