{"id":43781,"date":"2026-02-09T06:00:00","date_gmt":"2026-02-09T05:00:00","guid":{"rendered":"https:\/\/strtgy.design\/articles\/how-geelys-strategy-works-in-one-page-reverse-engineering-a-rmb-1-trillion-growth-machine\/"},"modified":"2026-02-09T11:18:37","modified_gmt":"2026-02-09T10:18:37","slug":"how-geelys-strategy-works-in-one-page-reverse-engineering-a-rmb-1-trillion-growth-machine","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/how-geelys-strategy-works-in-one-page-reverse-engineering-a-rmb-1-trillion-growth-machine\/","title":{"rendered":"How Geely’s Strategy Works, in One Page: Reverse Engineering a RMB 1 Trillion Growth Machine"},"content":{"rendered":"\n
IN VERY BRIEF Apply in your company.<\/strong> Get the MAKE PROGRESS\u00ae implementation roadmap.<\/a> Build your Growth Machine.<\/strong> Get your toolkit<\/a> . Master these techniques.<\/strong> Buy MAKE PROGRESS\u00ae, the book<\/a><\/td><\/tr><\/tbody><\/table><\/figure>\n\n
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\u201cIn a complex and rapidly changing world, only continuous progress can keep us ahead.\u201d<\/em><\/p>\n\n

Daniel Li, CEO of Geely Holding Group<\/p>\n\n

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Geely Holding released its five-year strategic plan<\/a> last Wednesday.<\/p>\n\n

Global brands, ecosystems, solid-state batteries, robotaxis, methanol engines, satellites. A dense, ambitious document, packed with numbers. <\/p>\n\n

It’s a press release, of course. But reading it, I wondered: how would the communication of this strategy have changed if they had used the MAKE PROGRESS\u00ae tools? <\/p>\n\n

Small disclaimer:<\/em> I don’t work at Geely. I have no confidential information. This is a strategy reverse engineering<\/strong> exercise, done entirely with public information. <\/p>\n\n

Strategy is the most visible aspect of any organization. You can read it in the products it launches, the markets it enters, the partnerships it forges, and the numbers it reports. <\/p>\n\n

One of the things I’m most passionate about is helping companies build sustainable strategies that allow them to avoid the pressure of competition. And to do so, I use the exact same tools both to design strategies and to reverse engineer those of others. <\/p>\n\n

That’s why at STRTGY, we’re building MAKE PROGRESS\u00ae as a shared standard for strategy execution<\/strong>. A standard that accelerates the quality of thinking and the speed of action. One that allows you to zag when everyone else zigs. <\/p>\n\n

The tool I’m showing you today with this real-world case study is called Strategy Focus Onepager<\/strong>. It works with multinationals with billions in revenue and teams of just three people. <\/p>\n\n

And today I’m showing it to you piece by piece, compiled with real Geely data.<\/p>\n\n

Why just one page?<\/h2>\n\n
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What you see above is the exact same canvas I use with my clients. I populated it with Geely’s public data and made it interactive on Miro so you can do the same with your company. Click here to get it: I want the canvas. <\/figcaption><\/figure>\n\n

An organization’s strategy doesn’t fail because it’s wrong. It fails because no one understands it. <\/p>\n\n

Hundreds of slides. Spreadsheets with formulas few can explain. Documents no one rereads after the first quarter. Words that mean different things to different departments. <\/p>\n\n

The Focus Onepager<\/strong> solves this problem. If the strategy doesn’t fit on one page, it’s not clear enough. And if it’s not clear, it won’t be executed. <\/p>\n\n

Each section represents a strategic decision. Every decision has a specific place. Let’s start from the bottom, at the deepest level. <\/p>\n\n

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Values<\/h2>\n\n
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What behaviors do we need to adopt to execute this strategy?<\/em><\/p>\n\n

In the MAKE PROGRESS\u00ae method, values \u200b\u200baren’t motivational posters hanging in the cafeteria. They’re the codification of positive behaviors<\/strong> the organization must foster to execute its strategy. They are operational culture: if the strategy dictates where<\/em> to go, the values \u200b\u200bdictate how<\/em> to behave along the way. When culture and strategy don’t match, the strategy fails. <\/p>\n\n

Geely doesn’t explicitly publish its internal corporate values. But we can find them in the group’s brand values<\/strong> , declared under the “See the world in full”<\/a><\/em> manifesto. These are brand values, of course, but in a coherent organization, brand values \u200b\u200breflect internal values, because you can’t promise the market something you don’t practice internally. <\/p>\n\n

Here they are, and the strategic behavior each enables:<\/p>\n\n