As I mentioned in the previous issue, we are now in a new era of rapid market and disruptive changes. Standing still or resisting change risks being left behind. To stay competitive, we must evolve. That is why every business unit across the Group is undergoing different forms of transformation, where corporate culture plays an important role behind the scene. So, why is cultural transformation so important?

It all begins with our 1,000-year vision: “Guided by the principles of Si Li Ji Ren, constant entrepreneurship and autopilot leadership, we strive to be the most trusted enterprise for a healthier and happier world beyond 1,000 years”.

This vision emphasises our unwavering belief in our core values — “Si Li Ji Ren”, “Constant Entrepreneurship” and “Autopilot Leadership Model”. Practicing these elements consistently over the past 137 years will make corporate culture become our unique competitive advantages. They represent our most valuable soft powers, which are difficult to replicate and even harder to

“Leading Change” & “100 – 1 = 0”

During this cultural transformation journey, we received feedforward from colleagues questioning the inclusion of “Leading Change” and “100 – 1 = 0” as core components.

In an ever-changing macro environment driven by technological innovations, the only constant is change. Only with agility will a company be able to progress from good to great. As leaders, we must remain vigilant, resilient, and adaptive, to guide our teams to embrace challenges.

Leading Change” – Transforming from Top-down

After the launch of V&L, a series of workshops were conducted for the Board and Group core team. In these sessions, I emphasised that “Leading Change” must begin with the leaders. Leaders should lead by example, demonstrating clear conviction and determination for “change”. Only when employees recognise the significance of change can the entire organisation progress together, creating true transformation from top-down, and bottom up.

The essence of “Leading Change” includes:

• “Vision-driven”: Present an ambitious and inspiring vision and goals, exert influence and steadfastly lead the team to drive transformation forward;

• “User-centric”: Gain a deep understanding of Users’ diverse needs, commit to delivering unique value to users and consistently exceed their expectations;

• “Demonstrate Agility & Adaptability”: Proactively embrace and adapt to change, make wise and decisive choices quickly, and learn effectively from failures and mistakes;

• “Strive for Excellence”: Maintain strong confidence, embrace challenging tasks, face challenges head-on and take proactive steps.

“100 – 1=0”: The DNA of Lee Kum Kee

The “100 – 1 = 0” principle has been the fundamental DNA of Lee Kum Kee. Over the years, we have continuously invested heavily to ensure product quality. Without this commitment and value, Lee Kum Kee would not be where it is today. “Quality is our life” and this philosophy extends beyond our Sauce business to all services and products across the entire Group. It is how we earn customers’ trust and live up to being the most trusted enterprise.

Some have questioned whether “100 – 1 = 0” contradicts our “6677” philosophy. In fact, there is no conflict between the two; they apply to different contexts. “6677” encourages exploration, risk-taking and innovation which led to our bold move into the Chinese herbal health products industry in 1992, resulting in the establishment of Infinitus. On the other hand, “100 – 1 = 0” emphasises rigorous execution and our uncompromising commitment to quality. These two values work hand in hand to drive our growth.

A Continuous Cycle of Learn, Practice and Coach

Successful cultural transformation begins with a change in mindset, where everyone has a role to play in this process.

“Learn”: Before critiquing others, have you reflected on your own practice of V&L? What are you doing well? What can you improve? Learning starts with self-awareness — not only by understanding the 45 V&L components but learning through others, taking actions, and coaching. Getting insights from successful examples is often the quickest way to progress.

“Practise”: With increased self-awareness, taking action becomes essential. By putting V&L into practice and continuously testing it, we can truly experience how to embed culture into our daily work. This hands-on approach is the most effective way to learn.

“Coach”: Teaching others compels us to organise and reflect on our experiences, which deepens our understanding of V&L.

The cycle of learning, practising, and coaching forms a continuous loop. I encourage every colleague, regardless of their position, to fully engage in this cycle: embody the spirit of V&L and promote it throughout the organisation. We can ensure V&L truly takes root when everyone participates.

Walk the Talk and Lead by Example

To effectively implement V&L, I have already taken concrete steps with the Group’s core management team, including the launch of 360-degree V&L assessments. Through reviews within the teams, we are identifying each individual’s strengths and development areas, converting feedforward into action plans and embedding them into personal development goals.

Cultural transformation is never one’s own effort. It requires mutual influence and shared commitment from every team member. Action is the gist of change and real transformation occurs only when each of us takes a proactive step.

Moving forward, we will collect V&L case studies internally to make these concepts more tangible. These stories will serve as references to help everyone better apply V&L in their daily work and life.

I firmly believe that our corporate culture will guide us through business cycles, enabling us to withstand challenges and endure the test of time. Let us move forward with determination, walk the talk, and make V&L the foundation of our ongoing cultural transformation as well as lead us towards realising our 1,000-year vision.

Mr. Sammy Lee
Executive Chairman
Lee Kum Kee Group