【编者按】

随着AI浪潮的兴起，企业迫切需要能够真正带来突破性增长的战略引领。在权威机构 Vault 发布的 2026 亚太咨询榜单中，君智战略咨询连续第四年登榜，并凭借独创的战略体系与显著的客户成果，荣获 Vault 亚太「最具创新力」与「最具商业发展前景」咨询机构，双榜第一。

Vault 是国际公认最具权威性和影响力的全球咨询风向标。其创立于1996年，总部位于美国纽约，每年以全球上万名咨询顾问及行业专家的匿名调研为核心依据，对全球咨询公司开展综合评估。长期以来，Vault 排名被《纽约时报》《华尔街日报》《福布斯》等国际主流媒体广泛引用。

作为唯一登顶 Vault 两项榜单的中国咨询机构， 君智董事长谢伟山受邀 Vault 全球总经理埃里克·斯图茨克（Eric Stutzke）展开深度对话。埃里克认为：“君智助力了100多家企业实现可持续增长，通过市场验证，其战略思想与方法论能有效帮助全球企业实现竞争突破。”

对话中，谢伟山分享了他对中国市场的独到见解，以及对 AI 时代商业竞争本质的前瞻洞察，以下为对话实录：

【正文】

埃里克·斯图茨克：君智咨询 2026 年在 Vault 亚太咨询榜单排名中，获得了“最具创新力咨询公司”和“最具商业发展前景公司”双第一。能够斩获这样的成绩，您认为最主要的原因是什么？

谢伟山：我认为首要驱动因素，是君智始终以致力于帮助客户取得实际成果为最终目标，帮助客户持续实现营收与利润双增长。为达成这一目标，我们正在重塑咨询服务的交付模式。

第二个驱动因素是，我们既深入学习西方成熟咨询实践的知识理论，与此同时也在实践中发现，以《孙子兵法》《道德经》为代表的东方智慧，能够切实帮助企业在商业竞争中脱颖而出，取得出色的经营成果。因此，君智将东西方两种智慧进行融合。可以说，君智团队是在东西方文明的交汇处，找到了企业战略的新物种。

Noah Xie：I think the first driver is we are committed to driving the outcome and the result for our clients. What we do is help our clients grow their revenue, profit, and the business. To achieve that goal, we are reshaping the way we provide consulting services, and how we set internal KPIs.

The second driver is we have spent a lot of effort understanding the knowledge and theories of effective Western consulting practices. Meanwhile, we have also discovered that Eastern wisdom, such as The Art of War and Taoism, can be very effective in helping companies stand out in business competition and achieve great business results. Kmind has managed to blend the best of the East and of the West. We are creating a new species based on this perfect blend.

埃里克·斯图茨克：作为“最具创新力咨询公司”，能否请您分享君智独特的方法论工具？以及如何将这套方法论实践应用于客户企业，并帮助其取得成果？

谢伟山：谈及创新，我认为要打造一家有创新力的咨询公司，必须兼具科学与艺术两种力量。其实君智的很多战略灵感来源自《孙子兵法》。在我看来，它不只是一部兵书，更是一部讲述如何赢得竞争的著作。《孙子兵法》提出：凡战者，以正合，以奇胜。想要克敌制胜，既要以正合，也要以奇胜，打出对手完全料想不到的攻势。君智将这套思想运用到咨询实践中。以正合，是帮助客户优化产品、运营以及日常业务，提升企业的经营效率，这是根基。在此之上，我们推动客户跳出固有思维、大胆创新，唯有如此才能突破边界，战胜对手。

所以，我们在向客户交付咨询报告时，也会提供两份文件：第一份是战备报告，聚焦夯实企业基础能力，主要借鉴西方咨询的管理体系；第二份是出奇制胜的战役报告，我们从东方智慧汲取灵感，为客户设计极具突破性的创新奇招，帮助企业赢得竞争，迈向新的发展阶段。

另一方面，君智通过实践积累和经验总结，不断创新工具方法论。比如，为助力客户进行产品设计，君智独创“战略品三角锥” 模型，有效帮助客户打造具备竞争优势、实现热销的战略产品。该模型以“顾客需求、时代趋势、商业模式”三大价值为基础。通过实践，我们发现一款产品只有同时满足这三点，才拥有强大的市场吸引力。同时，模型的核心以战略中轴为支柱，将产品与消费者心智相连，代表我们始终以客户需求与情感作为核心出发点。

今年四月，我带着这套模型走进了哈佛大学与耶鲁大学，面向藤校学子进行分享，收获了很好的反响。未来，我们还会把人工智能系统嵌入模型中，帮助客户更高效地运用这套创新方法论实现可持续增长。

Noah Xie：In terms of innovation, I would like to share my ideas on some of the fundamental methodologies at Kmind. A lot of our inspiration is from The Art of War, and I believe that it's not just a book about war, it's more about how to win competition.

In October of this year, my book, Art of Strategy, will be published. It will include my in-depth perspectives on competition, the consulting industry in China, and a lot of stories about Kmind.

I believe that to build a successful consulting company, you need to master the power of both science and art. In The Art of War, Sun Tzu said that to win a battle against your enemy, you should not only deploy your armies conventionally, but you also need to initiate a surprise attack–something that your enemies would never think about. We bring that idea to our consulting practices.

In terms of conventional deployment, we help our clients improve their product, operations, and daily business operations. That is the fundamental part. Beyond that, we also push our clients to be innovative, to be counterintuitive, because that is the only way to go beyond the limit and out-compete their competitors. When we deliver our consulting reports to our clients, we will have two reports: one about how to improve their fundamental capabilities, and a second about how to design a very innovative and surprise-oriented initiative that can help them advance to the next level.

In terms of the first report, the fundamental operations, it is mainly based on the Western consulting practices. But the second part, the surprise part, mainly gains inspiration from Eastern wisdom.

Another part of innovation is how we help clients design their products. We have designed a model called the Strategic Product Pyramid, that can effectively help our clients design strategic products that can out-compete and outsell competitors. The pyramid connects three very important pillars: the customer's demand, the overall macro-trend, and the business model. Only when the products can fit these three basic requirements can it be a compelling product. Additionally, around the pyramid, we have a line that connects the products with the hearts and the minds of consumers. It represents our focus on the demand and requirements of customers.

I brought this model to Harvard and Yale University in April of this year, and the model was well received. Going forward, we will embed our artificial intelligence systems into the model to help our clients better leverage these innovative methods.

埃里克·斯图茨克：您连续四年前往藤校，与全球顶尖学者、企业家进行战略分享。君智能够吸引西方学术界与商界关注的独特魅力是什么？

谢伟山：君智仍是一家非常年轻的公司。过去数年间，我们助力大批中国企业成长为行业全球领军者，先后帮助七家客户实现营收突破百亿元。依托一线实战，我们沉淀出大量新知，坚信这套知识与视角能够为全球企业创造价值。这也是我选择前往藤校分享实战经验与研究成果的初衷。我们从哈佛大学开启系列分享，四年来收获了热烈的反响。我认为，这背后主要有以下几个原因：

第一，君智的战略专业知识本身具备极高价值，无论是商业实践还是学术研究，都有重要的参考意义。

第二，君智的专业知识全部来源于咨询实践，在中国高度竞争的市场环境中得到验证。我相信，这套经验同样具备全球普适性，能够在全球市场竞争中，为跨国企业带来新的启发。

第三，君智的方法论融合了西方理论与东方智慧，这也是它引起西方学者和企业家关注与好奇的原因之一。

第四，回望过去二十年，全球实体经济利润率持续下行，白热化竞争愈演愈烈。全球企业都面临同一个命题：如何在高度竞争的时代生存并实现发展。君智的战略方法论，恰好契合全球商业趋势与市场需求。

Noah Xie：Kmind is still a very young company. We were established 11 years ago, and over the past several years we have managed to help a lot of Chinese enterprises become leading players in their industries. We have also managed to help seven of our clients break their revenue threshold of 10 billion RMB. We gained a lot of new knowledge based on our practices on the front line, and we believe this knowledge and perspective can offer great value to global businesses. That is why I decided to share my experience and knowledge with Ivy League universities four years ago. We started with Harvard University, and the knowledge we shared was well received. I think there are several reasons for this.

First, the knowledge itself is valuable, and it is also highly relevant to both the business and academic worlds.

Second, Kmind's knowledge is based on our real practice, which is tested in the competitive Chinese market. Our cases and theories are mainly from the Chinese market. However, I believe this knowledge is relevant globally, and can offer insights to MNCs and global companies.

Third, Kmind's methodologies combine Western consulting practices with Eastern wisdom, which is also one of the reasons why they have attracted attention and curiosity from academics and entrepreneurs in the West.

Fourth is the global trend. If you take a look at the profit rate of the economy, it has actually gone down over the past 20 years. This is a result of hyper-competition globally, which means that companies globally face the same question: how do we better survive and thrive in the hyper-competition age? Kmind's strategic methodologies are highly aligned with these global business trends and market demand.

埃里克·斯图茨克：近几年，越来越多的跨国企业宣布退出中国市场，核心原因是什么？在您看来，当海外企业来到中国市场，它们最需要关注的是什么？

谢伟山：的确，我们看到不少跨国企业正在退出中国市场。表面来看，中国本土企业发展迅猛、战斗力强劲，对不少跨国企业造成威胁。但我认为，背后的核心原因是本土企业与跨国企业对于如何在中国市场竞争和立足的理解，存在差异。这一现象并非由产业政策因素导致，而是多重因素的叠加。

一是在竞争认知层面。众所周知，中国企业一直努力学习西方商业思想以及商学院的理论体系，中国企业与企业家为此投入巨大。而相较于西方竞争对手，中国企业还拥有传统东方智慧的加持，更适配中国本土的市场竞争环境，这是很多中国企业的主场优势。

二是中国的竞争理念中，蕴含“和谐”的思想智慧。我们认为，企业可以各有差异，各居其位，不必陷入零和博弈，完全可以实现“万类霜天竞自由”，在竞争中共存，实现多方共赢。

三是中国市场独有的特质。我认为，中国市场的独特性是西方跨国企业应该重点关注的因素。目前，北京、上海、苏州、无锡、杭州等城市汇聚大量产业带集群。产业集群内部，高校实验室、产业主体、相关企业和供应链集聚，极大提升创新效率。这些要素推动中国产业高速迭代，造就了具备创新力且成本优势突出的供应链体系。

四是中国市场规模巨大。中国市场在全球 GDP 和全球经济中占据了较大份额。对于希望保持全球竞争力的跨国企业而言，理解并参与中国市场，可以为其增长和创新提供宝贵的机会，能够在中国市场取得成功，可以帮助其构建更强大的全球竞争力。

Noah Xie：Yes, we do see that a lot of multinational companies are leaving the Chinese market.

On the surface, we see that Chinese enterprises are developing very fast, they are very effective, and I think behind that, there lies a different understanding of how to compete and thrive in the Chinese market. I think that this kind of situation is not merely driven by policies, but there are several underlying reasons behind it.

First is about the knowledge of competition. As you know, in China, we already put a large effort into learning Western theories, Western philosophies, and also practices from business schools. Chinese companies and entrepreneurs have made a great investment in learning these Western ideas and theories. Compared with the Western competitors, we are also empowered by the traditional Chinese wisdom, especially in terms of how to compete in the Chinese market. This is one of the advantages that lots of Chinese companies possess.

Secondly, in China, competition is always associated with the idea of harmony. Meaning that everyone can be different, and everyone can hold their unique positions. They don't need to initiate a zero‑sum game. Instead, everyone can compete and coexist to reach a win‑win result.

Thirdly, I must mention the uniqueness of the Chinese market. If you look at the industry clusters and the supply chain in China, it is fantastic. In major cities such as Beijing, Shanghai, Suzhou, Wuxi, and Hangzhou, there are major industrial clusters. In those clusters, university labs, industries, companies, and supply chains are all highly concentrated, providing great efficiency for innovation. All of these factors enable the Chinese industry to develop and evolve rapidly. As a result, the supply chain in China is highly efficient, innovative, and cost‑effective.

I think the uniqueness of the Chinese market is something Western MNCs should pay close attention to. Success in the Chinese market can help companies build stronger capabilities for global competition.

Lastly, because of the sheer size of the Chinese market, it occupies a great amount of share of the global GDP and the global economy. For MNCs seeking to maintain their global competitiveness, understanding and engaging with the Chinese market can provide valuable opportunities for growth and innovation.

埃里克·斯图茨克：IDC数据显示，2025 年全球科技企业总研发投入1.2 万亿美元，同比增长 9.7%。在AI与科技浪潮下，全球科技企业的技术竞赛日益激烈，但最终胜出者必然是少数，您认为脱颖而出的关键是什么？

谢伟山：我认为，很多人工智能与科技企业正面临一大难题：在手握先进技术后，他们自然而然地认为，能够完成技术的商业化落地，寻找到合适的应用场景。但这种 「技术优先」的思路，容易造成技术创新和真实市场需求的脱节，为技术与 AI 的商业化落地带来阻碍。实际上，科技企业需要转变思路，不要只盯着技术本身，而是要聚焦市场与用户。技术应当围绕用户的真实痛点出发，来思考技术可以帮助用户解决哪些实际问题。总而言之，很多科技企业需要跳出技术本位思维，真正转向以用户为中心。

Noah Xie：I think a lot of AI and tech firms are facing a significant challenge. They have a lot of great technology, and naturally, they're thinking about how they can commercialize this technology, and how they can find the scenarios to adopt and apply this technology. However, this technology‑first approach may lead to a disconnect between technological innovation and real market needs, which could create challenges for the commercialization of AI and technology.

I think these tech firms need to change their thinking. Instead of just focusing on the technology itself, focus on the market and the consumers. For example, they should base their technology on the pain points of clients and think about what technology can help clients address problems and issues in their daily life.

Overall, I'd like to say that many tech firms need to move beyond this tech‑heavy thinking. Instead, they should adopt customer‑centric thinking.

埃里克·斯图茨克：AI正在快速改变商业世界，许多传统咨询工作的门槛正在降低。您认为战略咨询的核心价值是否会被替代？君智又是如何应对行业的变化？

谢伟山：前面我提到以用户为中心的重要性。如今企业秉持这种思路、找准用户痛点之后，可以借助 AI 放大业务规模。但随之而来会出现一个问题：在中国市场，一旦企业跑出一套可规模化的商业模式，大量竞争对手就会跟风模仿，争抢同一块市场蛋糕，企业利润随之被稀释，蓝海市场很快就会演变为红海。

AI 时代，随着技术愈发成熟、效率持续提升，同质化的残酷竞争会愈演愈烈。君智方法论的独特价值就在于，我们擅长帮助企业守住蓝海，建立独有的竞争优势，实现可持续发展。企业唯有构建独一无二的价值优势，才能真正活下来、活得好。

而以《孙子兵法》为代表的东方智慧，提供了传统西方咨询体系少见的独特视角。我认为，流传两千余年、经过实践检验的《孙子兵法》，能够为全球企业提供独一无二的竞争指导。时至今日，这套思想依旧可以深刻影响整个商业世界。我想，这也是我在哈佛大学分享时，我的观点能够深深吸引西方学界与企业家群体关注的重要原因。

Noah Xie：In my previous answer I talked about the importance of customer‑centric thinking. Nowadays, when companies adopt this kind of thinking and identify the pain points of customers, they can then leverage the power of AI to quickly scale their business. But what is the natural result of this? If you look at what's happening in China, when you create this scalable business model, a lot of competitors will follow and imitate. As a result, your profit will decline because your competitors are all focused on the same thing. They want their own piece of pie, and the blue ocean will quickly be transformed into a red ocean.

I think what makes Kmind's methodology so unique and valuable is our expertise in helping clients secure the blue ocean and to prevent the blue ocean from becoming the red ocean, enabling clients to find their unique competitive advantage to sustain competitiveness. In the age of AI, as technology matures and efficiency increases, the competition will become even more intense. This is going to lead to more homogeneous and cutthroat competition. Only by gaining a unique competitive advantage can companies really survive and thrive. I think Kmind can make unique contributions by applying the wisdom of The Art of War, which has been tested over the past 2,000 years. I still believe that it has a very significant influence on the whole business world today.

Additionally, the ancient Eastern wisdom represented by The Art of War brings a unique perspective that is less commonly found in traditional Western consulting practice. I believe that is also the reason why, when I went to Harvard and shared my perspective and thinking, the knowledge was so attractive to western academics, scholars, and entrepreneurs.