Business and Money Tips

For 2026, the Mid-Autumn Festival is 25 September, the 15th day of the 8th lunar month. But the true meaning is much deeper than mooncakes and lanterns. The real meaning of Mid-Autumn Festival: Tuan Yuan 团圆 The full moon represents 圆满: wholeness and completeness. That is why the festival became closely associated with 团圆, the reunion of family and people who matter to us. Yet 团圆 does not simply mean everyone sitting around the same table. It means remembering: Who has walked through life with me? Who have I neglected because I became too busy? Who deserves to hear from me while I still have the opportunity? We spend much of the year chasing things, money, success, recognition, targets. Mid-Autumn Festival gives us one evening to stop chasing and come home to people. That is also why the festival connects naturally with Love Intelligence LQ. Care: remember the people who matter. Courage: reach out even if the relationship has become distant. Connection: don't merely send a mooncake;...

如何把“永续”活在每天？ 一谈到 永续 ，很多人想到的是政府、企业、ESG、环保和减碳。 其实，永续可以从 我们每天的生活方式 开始。 我对永续有一个很简单的定义： 一件事情，如果你能够不断重复去做，而且持续为自己、他人和世界创造价值，就是永续。 所以，永续不只是节省能源、减少浪费、保护环境。 它也包括我们 如何工作、如何消费、如何与人相处，以及如何做决定。 1. 永续消费 需要才买，物尽其用，减少浪费。 不是拥有更多，而是 让每一样资源发挥更大的价值。 2. 永续工作 不要为了今天的成绩，耗尽明天的自己。 真正的高绩效不是今天拼尽全力，而是： 明天还能够继续做好。 3. 永续关系 好的关系不能只有一方不断索取。 多一点关心、欣赏、支持和付出，让双方因为这段关系而变得更好。 4. 永续决策 每次做重要决定前，多问自己一句： “如果未来五年我都这样做，结果会怎样？” 短期看起来正确的决定，长期未必正确。 5. 用“爱的智慧”实践永续 最简单的例子就是—— 聆听。 聆听几乎不需要成本，却可以天天做，而且越做越有价值： 聆听 → 理解 → 连接 → 信任 → 价值 这就是 爱的智慧（LQ） ，也是人人都可以实践的永续。 所以，永续生活不妨从一个问题开始： 不只问：“现在对我有没有好处？” 更要问：“我能不能一直这样做，而且持续创造价值？” 永续，不是偶尔做一件大事。 而是每天重复做那些值得一直做下去的小事。 当一件事能够持续为 自己、他人和世界创造价值 ， 永续就不再只是ESG概念，而是一种生活方式。

Sustainability is often discussed as something for governments, corporations and ESG departments . But sustainability begins with how we live every day . To me, something is sustainable when we can do it again and again because it continues to create value for ourselves, for others and for the world. That means sustainability is not only about saving energy, reducing waste or protecting the environment. It is also about how we work, consume, communicate and treat people . Consider five simple daily practices: 1. Consume with care. Buy what we need, use what we have, waste less. 2. Work sustainably. Don't achieve today's results by exhausting tomorrow's energy. Sustainable performance means being able to perform well again tomorrow . 3. Build sustainable relationships. Don't keep taking from relationships. Give value, appreciation and support so that relationships become stronger over time. 4. Make sustainable decisions. Before acting, ask: If I keep doing th...

为什么懂《易经》的人，更不容易被骗？ 为什么聪明人也会被骗？ 很多时候，不是因为不聪明，而是骗子懂得制造一个让你 无法冷静思考的“局” ： 贪、怕、急、信。 而《易经》教我们的，恰恰是—— 看局、看变、看时、看因果。 一、阴阳：越美好，越要看另一面 高回报？风险在哪里？ 陌生人对你特别好？为什么？ 稳赚不赔？谁承担损失？ 当你只看到好的一面，你可能还没有看到全局。 二、变易：突然的“变”，往往是警讯 骗子开始可能只是与你建立关系。 然后突然： “马上转钱！” “最后机会！” “千万不要告诉别人！” 《易经》是“变化之书”。 情况突然改变，就是你应该停下来的时候。 三、时：不要让骗子决定你的时间 骗子最怕你做一件事： 等。 不要急着转账，不要急着点击，不要急着相信。 停下来，查证，再问一个你信任的人。 有时候，最正确的行动，就是暂时不行动。 四、因果：不要只看“果”，要追问“因” 有人说投资可以赚30%，不要先想自己可以赚多少钱。 先问： 钱从哪里赚来？为什么轮到我？ 如果连“因”都解释不清楚，就不要急着相信那个美丽的“果”。 《易经》最重要的防骗问题 每当有人要求你交出 钱、资料或信任 时，先问自己一句： “有什么是我还没有看到的？” AI时代，骗子越来越聪明。我们不可能认识所有骗局。 但我们可以训练自己拥有一种更重要的能力： 看变化、看时机、看因果、看全局。 《易经》不能保证你永远不会被骗。 但它可以让你在别人设的“局”里， 更早看见这个局。 最高明的防骗，不是认识所有骗局，而是在骗局控制你之前，先看懂它。 这就是《易经》在AI时代非常实用的智慧。

Why do intelligent people still get scammed? Often, it is not because they lack intelligence. It is because scammers know how to create the wrong situation for good judgement:  urgency, fear, greed, excitement or misplaced trust. This is where Yijing offers surprisingly practical wisdom. Yijing teaches us not merely to ask, “Is this opportunity good?” but to examine the person, situation, timing, relationship and changes taking place. 1. Yin Yang 阴阳 — Look at Both Sides When something appears extremely attractive, deliberately look for its opposite. High return? Ask about the risk. Great opportunity? Ask what could go wrong. Very friendly stranger? Ask why the sudden trust. Yin and Yang remind us: When you see only the good side, you are probably not seeing the whole picture. 2. Easy Change 变易 — Watch What Changes Scammers often begin by building trust. Then something changes. Suddenly there is an emergency. Suddenly you must transfer money. Suddenly there is a “l...

忘掉谷歌吧！一家超市可能发现了未来商业的秘密 如果我告诉你，今天最值得研究的管理模式之一，不在硅谷，而在中国河南的一家超市，你相信吗？ 它就是—— 胖东来。 零售业竞争激烈、利润有限、员工流动率高，企业通常想的是： 怎样让员工做得更多，成本更低？ 胖东来却反过来： 怎样让员工过得更好，同时把企业做好？ 员工有较高的薪酬、较多的假期，还有著名的**“不开心假”**；企业重视员工尊严，也尽量让员工下班后真正拥有自己的生活。 对顾客也一样。 少一点推销，多一点透明；少一点套路，多一点真诚。商品资料详细，提供各种免费服务，也有对顾客友善的退款安排。 结果呢？ 资料显示，胖东来2025年销售额达到约 235亿元人民币 ，比2024年的约170亿元增长约39%。 这就是我所说的： “胖东来悖论” 员工赚更多， 工作少一点； 顾客少被推销， 企业反而赚更多。 为什么？ 答案可能只有两个字： 信任 员工信任企业，更愿意用心服务。 顾客信任员工，不需要强迫推销。 顾客信任企业，就愿意一次又一次回来。 所以，企业真正应该问的，也许不是： “怎样赚更多钱？” 而是： “怎样创造更多信任？” 这也是胖东来最让我感兴趣的地方。 它不是把“爱”写成一句口号，而是尝试把爱变成企业的政策与实践。 关爱（Care） ——把员工和顾客当人，而不只是成本和收入。 勇气（Courage） ——不为了短期利润，把每一分钱都榨出来。 连接（Connection） ——建立人与人之间真正的信任。 这就是我所说的 爱的智慧（LQ） 。 **爱产生信任， 信任创造价值， 价值带来财富。** AI时代，未来最成功的企业，未必只是拥有最先进科技的企业。 也可能是 最懂人性的企业。 因为商业做到最后，还是人与人之间的关系。 不要从人身上榨取利润。 赢得人心，让财富自然流向你。

Forget Google. This Supermarket May Have Discovered the Future of Business What if I told you that one of the most fascinating management experiments today is not happening inside a Silicon Valley technology company? It is happening inside a supermarket in Henan, China. Its name is Pang Dong Lai（胖东来） . Retail is supposed to be a tough business: intense competition, relatively thin margins, demanding customers and constant pressure on labour costs. Yet Pang Dong Lai appears to break many of the conventional rules. It pays its employees unusually well (average Rmb 9,000, 3 times more than average), provides generous leave (30 to 40 days), discourages excessive overtime, has introduced its famous “Unhappy Leave,” compensates employees in some cases when they suffer serious grievances at work, and provides benefits around important life events such as marriage and childbirth. The underlying message is surprisingly simple: Your life does not belong to the company. What If Working L...

可持续发展的5大误区 一谈到“可持续发展”，很多人马上想到：环保、减碳、ESG。 其实，可持续发展可以很简单： 一件事情，如果能够不断重复，同时持续为自己、他人和世界创造价值，就是可持续。 但我们经常掉进以下5个误区： 误区一：可持续发展就是环保。 环保只是其中一部分。真正的可持续，还包括人才、绩效与治理。一家企业即使很环保，却把员工累垮、失去客户信任，也谈不上可持续。 误区二：可持续发展一定花钱。 好的可持续发展不是单纯增加成本，而是创造长期价值：减少浪费、留住人才、降低风险、建立信任。 误区三：这是ESG部门的事 。 错。可持续发展涉及战略、风险、人才和企业生存，首先应该是董事会和领导层的事。 误区四：照顾人，就要牺牲利润。 没有利润，企业无法持续；只顾利润，也可能无法长久。真正的挑战是： 人才 × 绩效 × 治理 = 可持续价值 误区五：可持续发展一定要做大事。 其实，它可以从最简单的行为开始——聆听。 聆听几乎不需要成本，却可以每天重复： 聆听 → 理解 → 连接 → 信任 → 价值 这也是我所提倡的 爱的智慧（LQ）。 所以，下次不要只问：“这件事环保吗？” 更应该问：“这件事，我能不能一直做下去，而且越做越有价值？” 如果可以，这才是真正的可持续。

Top 5 Misunderstandings About Sustainability The biggest misunderstanding about sustainability is the word itself. Many people immediately think ESG, carbon emissions and saving the planet . But sustainability is much broader: Sustainability means creating value in a way that you can continue doing again and again—without destroying the people, resources, trust or systems that make that value possible. From that perspective, here are five common misunderstandings. 1. “Sustainability is mainly about the environment.” Environment is important, but sustainability is also about people, performance and governance . A company that cuts carbon emissions but burns out its employees, loses customers' trust or takes excessive risks is not truly sustainable. 2. “Sustainability costs money.” Sometimes it does require investment. But good sustainability should ultimately create value , not merely consume resources. Reducing waste, retaining good people, preventing failures, improving p...

董事不够勤勉，真的可能坐牢？ 企业治理既要问责，更需要治理的勇气 很多人以为，董事只有诈骗、挪用公款或从中获利，才可能面对刑事责任。 但在新加坡，并非如此。 根据《公司法》第157(1)条，董事必须诚实行事，并在履行职责时保持 合理勤勉（reasonable diligence） 。违反有关规定，也可能构成刑事罪行。 换句话说： 你不一定要欺骗公司或从中获利。没有履行董事应有的合理勤勉义务，也可能面对刑事责任。 这就带来一个值得思考的问题： 严格问责，会让董事更加勤勉，还是更加怕事？ 想象一家企业突然陷入危机：现金紧张、银行追债、审计师提出问题、股价下跌。 这正是公司 最需要董事经验和判断力的时候 。 但也可能是董事最担心个人责任的时候。 如果董事首先想到的是： “我会不会惹上官司？是不是应该赶快辞职？” 而不是： “公司现在最需要我做什么？” 治理就可能出现另一个问题。 好的企业治理，当然需要问责。 董事不能只是参加会议、看PowerPoint，然后说： “我不知道。” 但治理也不能变成： “为了不出事，最好什么都不要做。” 真正优秀的独立董事，需要两种勇气： 第一，敢于说 STOP。 当管理层过度乐观、风险没有看清楚，甚至所有人都说“Go”时，敢于问： “What if we are wrong?” 第二，敢于说 GO。 当风险已经充分了解、控制到位、机会值得争取，也要敢于支持管理层前进。 这就是我所说的： Corporate Governance is the brakes that allow businesses to go faster. 好的刹车，不是让汽车永远停着。 而是让你 更有信心开得更快、更稳、更远。 所以，董事当然应该害怕失职。 但企业更需要的是： 知道责任有多重，依然敢于治理的人。 企业治理需要问责，更需要治理的勇气。

Should a Director Go to Jail for Not Being Diligent? Singapore's Companies Act Section 157 raises a difficult question: where should we draw the line between director accountability and encouraging directors to take responsible business risks? Singapore directors should understand something important: diligence is not merely a matter of good practice. It is a legal duty. Under s157(1) of the Companies Act, a director must act honestly and use reasonable diligence in discharging the duties of office. A breach can also constitute a criminal offence under s157(3). You don't necessarily have to steal money, commit fraud or personally benefit. A failure to exercise the reasonable diligence required of a director can itself expose you to criminal liability. Nor does criminal liability under s157 necessarily depend on first establishing financial loss to shareholders. This makes Singapore noteworthy when compared with jurisdictions such as the UK and New Zealand, where breach of the ...

When we talk about sustainability, we often think about climate change, carbon emissions, ESG and saving resources. But I prefer an even simpler definition: A sustainable way is something you can do again and again because it continues to create value for yourself, for others and for the world. By this definition, sustainability is not only about what companies do. It is also about how we live, lead and relate to people. And one of the most sustainable practices I have found is Love Intelligence (LQ) —particularly the simple act of listening . Listening is a renewable resource Listening costs almost nothing. Yet we can practise it every day, with our employees, customers, colleagues, friends and family. And strangely, the more we listen, the more value we can create. When I truly listen to someone, I understand more. When I understand more, I make fewer assumptions. When I make fewer assumptions, I make better decisions. The other person also feels heard and respected. ...

你最大的敌人，可能是自己的 Ego——《孙子兵法》早有答案 我们总以为，敌人在外面。 竞争对手、难搞的同事、争夺升职的人，或挑战我们权威的人。 但很多时候， 我们最大的敌人，其实是自己的 Ego（自我）。 Ego 会告诉我们： “我一定要证明我是对的。” “我不能丢脸。” “他凭什么挑战我？” “我要让他们知道谁才是老大。” 于是，我们开始打一场原本根本不需要打的仗。 2500年前，孙子早就看懂了 《孙子兵法》的最高境界，从来不是打更多的仗。 而是： 不战而屈人之兵，善之善者也。 为什么很多领导者会陷入不必要的争斗？ 很多时候，是因为 Ego 一定要赢。 顾客投诉——我们马上辩解。 员工反对——我们马上强调权威。 竞争对手攻击——我们马上反击。 有人公开批评——我们觉得非回应不可。 但孙子会问你一个完全不同的问题： 你真正要达到的目的是什么？ 你赢了一场争论，也许爽了五分钟。 但如果因此失去顾客呢？ 你压服了员工，也许证明了自己的权威。 但如果因此失去他的信任呢？ 你公开打败了对手，也许保住了面子。 但如果因此制造了一个一辈子的敌人呢？ 赢了战斗，不等于赢了战争。 不要让别人控制你的情绪 孙子说： 致人而不致于人。 让别人跟着你的节奏走，而不是让别人牵着你走。 这不只是战争智慧，更是领导智慧。 如果别人骂你一句，你马上生气—— 到底是谁在控制谁？ 如果竞争对手稍微刺激你，你就冲动做出错误决定，对方已经占了上风。 如果别人一批评，你就非回应不可，对方已经找到了控制你的按钮。 真正强大的领导者，不是反击最快、声音最大的人。 而是能够告诉自己： “我不需要马上反应。我可以选择如何回应。” 这才是真正的力量。 最难战胜的人，是自己 孙子强调： 知彼知己。 “知己”不只是知道自己的优势和弱点。 更要认识自己的 Ego。 什么事情最容易激怒你？ 什么话会让你马上进入防御状态？ 你为什么那么需要别人的认同？ 什么人最容易挑动你的情绪？ 哪些仗，你其实不是为了结果而打，而只是因为—— 你输不起？ 当你开始看见这些，你的行为就会改变。 你不再为了证明自己而战。 你开始为了真正的目标而行动。 这就是我所说的： Win Without Fighting——不战而胜 有时候，你真正需要打败的那个人，并不站在你的对面。 他就在你的心里面。 当你能够驾驭自己的 Ego，很多战争还没开始，就已经...

Sustainability Is No Longer an ESG Issue. It Is a Board Survival Issue. In the AI era, the companies that win will not simply be those that adopt AI fastest, but those that create value without destroying the people, trust and systems that make that value possible. What if AI makes your company more efficient…and less sustainable? Imagine a board meeting in 2027.  Management proudly announces:  “AI has reduced our operating costs by 25%.”   Excellent news.  Then come the questions nobody asked earlier. Employees are anxious and disengaged because jobs are being redesigned faster than people can adapt. Customers discover that their data has been used in ways they did not expect. An AI-generated decision discriminates against a group of customers. A critical supplier is using questionable labour practices. Energy consumption from AI infrastructure is rising. Regulators begin asking questions. The company has become more efficient, but less sustainable. Tha...

Your Biggest Enemy May Be Your Ego — Sun Tzu Has the Answer We normally think our enemies are outside us. A competitor.  A difficult colleague.  A rival for promotion.  Someone who challenges our authority. But very often, **the most dangerous enemy is inside us: our ego.** Ego tells us:  “I must prove I am right.” “I cannot lose face.”   “How dare he challenge me?”   “I must show them who is boss.” And suddenly, we enter a battle that never needed to be fought. Sun Tzu Understood This 2,500 Years Ago in the classic Art of War Sun Tzu's highest philosophy of warfare was not about fighting more. It was about **winning with as little fighting as possible.** 不战而屈人之兵，善之善者也。 To subdue the enemy without fighting is the highest excellence. Why do leaders fight unnecessary battles? Very often, because their ego needs to win. A customer complains—we defend ourselves. An employee disagrees—we assert authority. A competitor attacks—we immediately retaliate. ...