A debate between two manufacturing giants instantly ignited workplace discussions. Cao Dewang's remark, "If Dong Mingzhu is laid off, I will hire her as Fuyao's CEO tomorrow," directly brought the value of top talent into focus — this is not just about money, but a contest of scarcity.

Why is everyone fixated on Dong Mingzhu? Because Gree's thirty-year growth story is a concentrated reflection of her decision-making ability, brand influence, and industry discourse power. From frontline salesperson to leader, she transformed Gree from a small local factory into a global home appliance giant. Who wouldn't want to hold onto such "intangible assets"?

But there's a practical issue: can Gree really do without her? The brand tone, technological approach, and public perception have long been strongly tied to her personally. A different leader at the helm would be hard-pressed to carry this banner in the short term.

Cao Dewang hit the core with one sentence: "Training a Dong Mingzhu isn't something that can be bought with one or two hundred million." Her strategic control, dedication to core technologies (such as resolutely refusing to use "aluminum instead of copper" to cut costs), and decisive rejection of acquisition temptations — these are the scarce qualities of top-tier entrepreneurs.

From the confrontation between these two giants, we can see the underlying logic of talent and value. Truly high-value individuals are never short of opportunities. Dong Mingzhu's capabilities can quickly reorganize resources and generate growth in any manufacturing sector. This "transferable scarcity" is the most significant chip in personal and organizational competition.

The same applies to investment and entrepreneurship — whoever masters scarce decision-making and execution capabilities holds the key to growth.