Reflections on Chairman Ning Gaoning’s 10,000-word essay, “Science Above All”: Rather than a shooting star, strive to be a Welwitschia.

　　Recently, Pesticide The business environment for production and operations is far from optimistic; under mounting environmental regulations, it faces… Pesticide Corporate governance has been strengthened to an unprecedented degree, and the special campaign for chemical industry rectification has also… Pesticide Enterprises have found themselves at the center of public scrutiny, with entire chemical parks where they are located brought to a standstill. Under increasingly stringent policies, some have been shut down, others relocated, and still others, though having complied with environmental standards, have suffered severe setbacks and are now barely hanging on. The author has personally visited numerous… Pesticide Businesses, unable to envision the future, find themselves wondering how long they can survive, whether they will make it at all, and what lies ahead—often left utterly bewildered. Some company leaders have grown deeply discouraged, no longer even daring to take a chance on staying afloat, and have resigned themselves to the prospect of shutting down altogether. Others are clinging on desperately, unsure how much longer they can hold out; in the end, everything seems to hinge on fate. In today’s environment, simply staying alive has become the paramount challenge for many… Pesticide The enterprise’s lofty aspiration.
　　Some research findings indicate that Chinese enterprises have short lifespans, averaging only 6 to 7 years, while private firms fare even worse, with an average lifespan of just 2.9 years. Over the past few years, Pesticide The number of short-lived companies in the industry is steadily rising, and “meteor‑shower” firms—those that enjoy a brief burst of success before fading—are becoming increasingly common. Looking back, even some so‑called “good” companies around me have only managed to shine for two or three years at most, making sustainable development a major challenge for the sector. In the past, we often spoke of building century‑old enterprises, of becoming an evergreen pillar of the industry; today, that aspiration remains just as relevant. After all, like people, every company dreams of longevity and of becoming a truly enduring institution. Yet to last a hundred years, a business must possess the ability to adapt to an ever‑changing environment and to evolve over time.
　　In April 2018, Ning Gaoning, Chairman of Sinochem Group, published a ten-thousand-word essay titled “Science Above All,” which drew widespread attention and prompted deep reflection within the industry. After reading the entire piece, I was profoundly struck. Among its many insights, Chairman Ning offered a particularly thought‑provoking remark on corporate sustainability: “We often admire century‑old enterprises, but what truly sets them apart is not their age—it is their relentless pursuit of progress. Such companies endure because they can adapt to changing circumstances, continuously evolving and reinventing themselves.” The key lies in that final sentence, which echoes Darwin’s theory of evolution: like organisms in the natural world, the crucial factor for businesses is their ability to adapt to environmental shifts and undergo ongoing evolution and transformation.
　　I recall that a few years ago, when a company invited me to give a lecture, I shared the story of the Welwitschia mirabilis found in the Namib Desert. The Namib is one of the oldest and driest deserts in the world, stretching 2,100 kilometers along the southwestern Atlantic coast of Africa, from the border between Angola and Namibia to the Orange River. Divided by the ephemeral Ai-Ais River, it comprises a vast sea of sand to the south and a rocky, gravelly plain to the north. Annual rainfall here seldom exceeds 25 millimeters, and sometimes not a single drop falls for years. Only the occasional Atlantic storm brings dense fogs for five or six days each month. One might imagine such a place to be a bleak, barren wasteland—yet on this very gravelly plain grows a remarkable plant: the Welwitschia mirabilis. As a species unique to the Namib, the Welwitschia’s roots are partly embedded deep in the sand and partly exposed on the surface. It bears a pair of leathery, strap‑like leaves that can grow over three meters long. Resembling half a pine cone and half a green flower, its crown also bears red fruits reminiscent of goji berries. In the scorching desert sands, drought frequently threatens its survival. Lacking water, its broad, resilient leaves gradually wither, looking like tattered strips of cloth; under the blazing sun, relentless storms lash at it; and amid the desolate expanse, the stately Welwitschia still serves as food for animals. Under such harsh conditions, one would expect its life span to be fleeting, no longer than a momentary bloom—but the reality is astonishing: the Welwitschia can live for as long as two thousand years! Despite its extremely adverse living environment, it manages to endure for millennia without succumbing to the passage of time.
　　The Welwitschia mirabilis of the desert, while inspiring awe, also prompts us to reflect on our present moment. Pesticide The harsh survival environment facing businesses has come to mind. Pesticide The issue of corporate longevity over a century. At present, Pesticide Enterprises are confronted with an extremely harsh, desert-like survival environment—let’s call it an economic desert for now. So, in this economic desert, we… Pesticide How can a company become a century-old enterprise? How can it ensure enduring success and sustainability? And how can it thrive like the Welwitschia mirabilis in an economic desert? These are the questions that countless entrepreneurs and industry leaders seek to address.
　　Before delving into these questions, let us return to the story of the Welwitschia mirabilis and examine it closely: Why can this plant live for a thousand years in such an inhospitable environment? What is the secret behind its remarkable longevity?
　　In fact, through careful observation and research, scientists have discovered that the Welwitschia mirabilis can adapt to changing conditions, protect itself, and survive. Over thousands of years, countless plant species have perished in the desert, yet the Welwitschia has endured—evidence that it can adjust to environmental shifts, adapting to its surroundings and ensuring its own survival. To withstand the desert’s aridity, scant rainfall, and relentless wind and sun, most of the plant remains buried beneath the sand, with only a centrally depressed, hard, woody disc exposed above ground. Two thick, strap‑like leaves emerge from the edge of this disc, each reaching lengths of over two meters. These two leaves… seed From the moment it germinates, it lives and dies in tandem with the plant, remaining attached for the entire lifespan without ever falling off or ceasing to grow. Another remarkable trait of the Welwitschia is its innovative metabolic strategy, which sets it apart from most plants. Its leaves can fix carbon dioxide even in complete darkness, while during the day their stomata remain closed, drastically reducing water loss. Yet another astonishing feature is its unwavering focus: unflappable, consistent, and steadfast throughout its life, never wavering. Once rooted in a single spot, it remains immobile for its entire existence; transplanting it will invariably lead to its death. Through the Welwitschia, we come to understand that, over the course of long-term evolution, it has honed an exceptional capacity for survival—adapting to change, innovating, and maintaining unwavering concentration. This is precisely why it can thrive for millennia in the arid deserts where it calls home.
　　For our enterprise, in today’s challenging environment where companies face myriad obstacles, adaptability, innovation, and focus remain the keys to growing into a “thousand-year-old tree”! No wonder this idea runs throughout Ning Gaoning, Chairman of Sinochem Group’s, extensive 10,000‑character essay. First and foremost, adaptability and resilience are the secret to an enterprise’s enduring vitality. As Ning Gaoning puts it: “Running a business is like driving through fog—there are countless unknowns, and even under identical conditions, some firms succeed while others fail. When we gather today to discuss the heroes of our time and examine their successes, one fundamental common trait emerges: when the external environment undergoes major shifts, their leaders demonstrate sufficient acumen and courage to steer the company toward significant strategic realignments at the right moment, breaking free from outdated models and embarking on new paths of development. Such examples abound. And if we broaden our perspective to encompass the rise and fall of the world’s great corporate empires—mirroring the ebb and flow of historical dynasties—we find these stories all the more stirring and poignant.” From this, it becomes clear that proactive adaptation and bold responses to change—not passive compliance—are the prerequisites for lasting longevity. By aligning with prevailing trends and continuously enhancing operational capabilities, enterprises can cultivate the “strategic wisdom” needed to endure for centuries. In practice, some companies, confronted with harsh circumstances, have steadfastly driven transformation and restructuring, dismantling any systems, mechanisms, policies, or processes that no longer serve their goals, and building new value‑creation frameworks in their place—yielding impressive results. In fact, what truly threatens a company is not an adverse environment, but the loss of the drive for self‑revolution and innovative change, leading to stagnation, rigidity, and declining efficiency. As Ning Gaoning further observes: “The stark reality of corporate development over the past two decades is that the ever‑accelerating pace of external change demands that even those entrenched in traditional industries make strategic adjustments or upgrades within as little as five years—or at most ten. Otherwise, competitors and the market will leave them behind. Reflecting on strategy and pursuing transformative, innovative growth has thus become an unrelenting responsibility for senior management. If we aspire to build century‑old enterprises, it is important to recognize that such longevity does not mean remaining unchanged for a hundred years; rather, it means sustaining robust vitality through continuous innovation and upgrading—allowing the organization to thrive well beyond its first century. A closer look at the histories of successful centenarian firms reveals that most have undergone multiple rounds of strategic transformation and innovative evolution. Consequently, a truly enduring enterprise always embodies a spirit of ongoing entrepreneurship, relentless innovation, and agile, responsive mechanisms—these are the very forces that fuel its sustained growth and the steady expansion of its ‘annual rings.’”
　　What does it take for a company to achieve enduring success? Innovation and unwavering focus—free from restlessness. The primary reasons behind the short lifespans of many Chinese enterprises lie in strategic deficiencies, managerial chaos, and the impetuous mindset of their leaders, which often leave companies “in the spotlight for just two or three years.” Particularly troubling is the lack of social responsibility and the pervasive restlessness among entrepreneurs. Some firms simply fail to stay focused: today they spot an attractive opportunity, so they jump in; tomorrow, another product or industry seems profitable, and they pivot again. This impulsiveness leads many entrepreneurs to prioritize quick gains over long-term value, neglecting fundamental business principles and underestimating the latent risks of violating them—factors that frequently spell the premature demise of these businesses. Thus, the fleeting nature of many Chinese enterprises is closely tied to entrepreneurs’ insufficient awareness of the risks inherent in sustaining a business over time. In my view, Chinese companies must overcome restlessness, embrace focused dedication, and commit themselves wholeheartedly to mastering a single endeavor—doing it exceptionally well, with the resilience to resist temptation and the fortitude to persevere in the face of setbacks. Only then can they become the century‑old succulents thriving in the economic desert.
　　Of course, the spirit of the Welwitschia mirabilis—adaptation, flexibility, innovation, and focus—must be further cultivated and carried forward in practice. As we strive to build a company with enduring success, we should pay particular attention to the following aspects: First, focus does not mean stubbornly sticking to one’s own way. Second, we must wholeheartedly cultivate the company’s core values and foster a strong corporate culture. A closer look at Chinese enterprises reveals that very few have truly established a coherent corporate philosophy. Even when some companies do articulate their guiding principles, these often remain superficial or fail to translate into everyday behaviors for both the organization and its employees. The formation of a company’s core philosophy and values is a gradual, sedimentary process. Determining which core ideas and values can effectively steer the company’s development and gain genuine acceptance from employees is, in fact, a long‑term journey of exploration. Third, adaptability and innovation must go hand in hand, enabling the enterprise to continuously enrich its substance in step with the times. Just as individuals in today’s information age must constantly update their knowledge to keep pace with rapid change, so too must companies respond to evolving circumstances and shifting consumer needs by promptly reinventing their brand’s essence, infusing it with content that is more contemporary and dynamic, and thereby cultivating in consumers the positive impression: “Time may fly, but the brand endures.” Fourth, articulating a clear corporate vision is a crucial component of building a “Welwitschia‑style” enterprise. Whether it involves researching foreign markets, recruiting international talent, or developing overseas distribution channels, such ambitious aspirations energize the entire organization, imbuing it with a vibrant, forward‑looking spirit.

Source: Penglai Municipal Bureau of Economy and Information Technology, Shandong Province Author: Han Yongqi Editor: xwbj1