All employees from Panacro's management layer gathered in the beautiful Huangshan Mountain for the training of “empowering the managers” on a golden autumn day. In the training, we are honored to invite Mr. Zhang, who has 25 years of working experience in Huawei and holds the position of general manager in many overseas countries of Huawei, to give the lecture.

In the first training session, Chris, Vice Management President of Panacro, gave us an insightful talk on the importance of corporate culture around "Panacro Manager Standards", "Echelon Building of Talents", "On-the-job Management", "Onboarding and Promotion" and other aspects. In the second training session, Mr. Zhang empowered the participants from several dimensions, including "the power of managers", "shaping and practicing of core values", and "the creation of corporate culture and competitive advantages".

The training resonated with everyone, and all managers had their own feelings and insights, and they were willing to share them with other colleagues. From their feelings, we see the cohesiveness and combativeness of Panacro's management layer, and we believe that under their leadership, Panacro will have a team that can go into battle and win.

Chen Jinxia Senior Project Manager

It offers us a good opportunity to improve management ability and expand our horizons, and also made me deeply aware of the role a qualified middle-level management personnel play in the development of the enterprise and the importance of enhancing their management abilities when it comes to enterprise development".

Among the training courses, the one that made my blood boil the was The Wolfish Management. It's uplifting and motivating. To create a wolfish culture, the leader, as the alpha wolf, is responsible for acutely capturing business opportunities, locking targets and formulating combat strategies, and the backbone of the wolf pack execute unconditionally and efficiently. Everyone shares out the work and cooperate with one another to finally achieve the goal.

Panacro's core value of "constant self-criticism" represent a principle that not everyone can live up to. People are prone to seeing problems of others, while it is difficult to see their own.

As society and enterprises keep evolving, each of us can only develop ourselves and further promote the sustainable development of enterprises by insisting on self-criticism.

The role and significance of the business level and management ability of the middle and senior management for the development of an organization is much more important than we can imagine. Therefore, we should continuously reflect on our work, enhance management awareness, and make much more efforts to enhance management ability in the future. Only by enhancing the understanding of ourselves can we realize our gaps; only through continuous learning and exploration, can we achieve high efficiency and high performance to better reach our goals. In the future, I will take the initiative to undertake more under the premise of completing my own work, and run towards the goal under the leadership of the alpha wolf.

Feng Longyan, Director of Eastern Region

Strengthen corporate culture. "Material will eventually run out, and only culture can live on". The construction of enterprise culture is an effective way to implement enterprise development strategy, improve the level of business management, and motivates employees to go further. Especially in the CRO industry, it needs more to rely on corporate culture to enhance the cohesion of employees, so as to unlock the potential of employees and maximize the value for the company by upholding the value of “customer-centric & striver first.

Improve management system and enhance team execution. Competitiveness cannot be generated without execution, leading to development power of the enterprise out of the question. The company upholds the core value of “customer-centric & striver first. Under a comprehensive performance management system, we reasonably set goals, monitor the implementation, perform evaluation and feedback in an object way, so as to enhance the abilities of employees and the execution of the team.

Zhao Yuping, Associate Medical Director

The two sessions of manager training touched me a lot, and I have a strong sense that in Panacro, employees unite as one from top to bottom, the strategy can be put into real practice and the system is well-balanced.

For managers, the first step is to raise the level of thought. There is regular output through self-learning and external training. At the same time, the managers should cooperate with the implementation of the company's system and continuously improve the team's internal job qualification system. At the corporate level, the managers should actively put implementation of the company's strategy in place. And respond to the company's "horse-racing" culture, so that the winners are motivated and the losers are convinced.

The development of Panacro cannot be achieved without the hard work of all people in their respective positions. But a company needs to rely on organization and process if it is to walk further. As a saying goes, the camp of the army is fixed, while veterans leave and new recruits come in every year, just like running water. A fixed camp comes from a continuous cultural propaganda, a sound system and organization and a management process independent from human will.

The managers play a decisive and driving role in the sinking of performance and profits. The performance indicators are decomposed at each level, and the targets are implemented to individuals, so that each employee can start from a company level, fully understand the performance assessment indicators and work hard to complete them, and finally maximum value of individuals.

As inheritors of the corporate culture, and implementers of the company's strategy, the managers should have the ability to implement the company's strategy, the ability to continuously win battles and continuously improve the organization's combat effectiveness. The managers should highly recognize the company's corporate culture, and their daily management should strictly align with the company's core values and adhere to the company's corporate culture. The managers should take the initiative to become the main force in terms of the company's business undertaking, work in the main battlefield of front-line operations, demonstrate core competencies and consolidate the organization. At the same time, Panacro will also optimize the result-oriented salary system and promotion path, so as to activate the team's motivation and make Panacro a customer-trustworthy clinical CRO company with strongest execution!” Said Zhao Min, Founder and CEO of Panacro.