I. A Review of the Qujing Incident

Qujing, a former vice president at Baidu, one of China’s leading internet companies, recently found herself at the center of a controversy that led to her resignation. The incident began when Qujing posted several videos on Douyin, the Chinese version of TikTok, which quickly garnered widespread attention. In her videos, Qujing mentioned that she required team members to be on standby 24 hours a day, and failure to answer phone calls promptly could be considered as not meeting job requirements. This statement drew criticism from netizens who believed her management style was too harsh. Additionally, Qujing also shared her views on employee resignations, stating that employees should create value for the company rather than only considering personal interests. This perspective also sparked controversy, ultimately leading to her departure from Baidu.

Qujing’s case is not an isolated incident in the tech industry. In recent years, there has been a growing trend among executives to build their personal brands or “IP” (Intellectual Property) through social media platforms. This phenomenon is particularly prevalent in the internet sector, where the lines between personal and professional life are often blurred. Executives are increasingly using their personal accounts to share their thoughts, experiences, and insights, hoping to establish themselves as thought leaders and influencers in their respective fields.

However, as the Qujing incident demonstrates, this approach is not without its risks. When an executive’s personal views and statements conflict with their company’s values and culture, it can lead to serious consequences, both for the individual and the organization. In Qujing’s case, her comments were seen as insensitive and out of touch with the realities faced by many employees, leading to a public backlash and damage to Baidu’s reputation.

The incident raises important questions about the role of personal branding in the internet industry and the challenges executives face in navigating this landscape. On the one hand, building a strong personal brand can be a valuable asset for executives, helping them to advance their careers and establish themselves as leaders in their field. On the other hand, the risks associated with this approach are significant, particularly when an executive’s personal views and statements are at odds with their company’s values and culture.

II. The Current State of Personal IP Building Among Internet Executives

In today’s digital age, personal branding has become increasingly important for executives across all industries. However, this trend is particularly pronounced in the internet sector, where the ability to build and maintain a strong online presence is seen as a key factor in success. For many executives, building their personal IP is not just a way to advance their careers, but also a means of establishing themselves as thought leaders and influencers in their field.

The importance of personal IP for executives’ career development cannot be overstated. In a highly competitive and fast-paced industry like the internet, having a strong personal brand can be a major differentiator. Executives who are able to establish themselves as experts in their field, with a unique perspective and a compelling personal narrative, are more likely to be sought after by top companies and offered high-profile roles.

Moreover, in the internet industry, where innovation and disruption are constant, having a strong personal brand can also help executives to build credibility and trust with stakeholders, including investors, partners, and customers. By sharing their insights and experiences through social media and other channels, executives can demonstrate their expertise and thought leadership, building a loyal following and establishing themselves as go-to sources for industry knowledge and analysis.

However, the prevalence of personal IP building among internet executives also raises concerns about the blurring of lines between personal and professional identities. When executives use their personal social media accounts to share their views and opinions, it can be difficult to separate their individual perspectives from those of their company. This can lead to confusion and misunderstandings, particularly when an executive’s statements are controversial or at odds with their organization’s values and culture.

Furthermore, the close association between an executive’s personal IP and their company’s image can also create risks for the organization. When an executive’s personal brand is closely tied to their company, any negative publicity or controversy surrounding the individual can also reflect poorly on the organization. This can lead to damage to the company’s reputation, loss of customer trust, and even financial losses.

The Qujing incident at Baidu is a clear example of these risks. By sharing her personal views and experiences on social media, Qujing inadvertently created a public relations crisis for her company, leading to widespread criticism and ultimately her resignation. The incident highlights the delicate balance that executives must strike between building their personal brand and maintaining the integrity and reputation of their organization.

III. The Dilemma Faced by Executives in Personal IP Building

The Qujing incident at Baidu highlights several key challenges that executives face when building their personal IP in the internet industry. These challenges stem from the inherent tensions between an individual’s personal views and their professional responsibilities, as well as the unique characteristics of the digital landscape in which they operate.

Conflict Between Personal Statements and Corporate Culture

One of the primary challenges that executives face when building their personal IP is the potential for conflict between their individual views and the values and culture of their organization. In the internet industry, where companies often have strong and distinct cultures, this can be a particularly fraught issue.

Executives who share their personal opinions and experiences on social media and other platforms risk alienating or offending colleagues, customers, and other stakeholders who may have different perspectives or values. This can lead to internal tensions and conflicts within the organization, as well as external criticism and backlash.

Moreover, when an executive’s personal views are seen as being at odds with their company’s culture and values, it can undermine their credibility and effectiveness as a leader. Employees may question whether the executive truly embodies the organization’s mission and principles, leading to a loss of trust and respect.

In the case of Qujing at Baidu, her comments about employee management and work-life balance were seen by many as being out of touch and insensitive to the realities faced by workers in the tech industry. This led to widespread criticism and ultimately her resignation, demonstrating the high stakes involved when an executive’s personal views clash with their company’s culture.

Contradiction Between Personal Image and Professional Role

Another challenge that executives face when building their personal IP is the potential for contradiction between their personal image and their professional role. In the digital age, where the lines between personal and professional life are increasingly blurred, it can be difficult for executives to maintain a consistent and coherent personal brand while also fulfilling their duties as a leader and representative of their organization.

Executives who share personal details and experiences on social media and other platforms may inadvertently reveal aspects of their character or behavior that are at odds with their professional image. For example, an executive who posts photos of themselves engaging in risky or controversial activities outside of work may undermine their credibility as a responsible and reliable leader.

Moreover, executives who build their personal IP around a particular persona or set of values may find it difficult to adapt or evolve their brand as their professional responsibilities change over time. An executive who is known for their bold and unconventional approach to leadership may struggle to maintain that image if they are promoted to a more traditional or conservative role within their organization.

The Qujing incident illustrates the risks involved when an executive’s personal image and professional role are in conflict. By sharing her personal views and experiences on social media, Qujing opened herself up to criticism and scrutiny that ultimately undermined her effectiveness as a leader at Baidu.

Uncontrollability of Public Platform Statements

A third challenge that executives face when building their personal IP is the uncontrollability of statements made on public platforms. In the digital age, where social media and other online channels allow for the rapid dissemination of information, executives have little control over how their words and actions are perceived and interpreted by others.

Statements made by executives on social media and other public platforms can quickly go viral, reaching a wide audience and taking on a life of their own. Even if an executive’s intentions are good, their words can be misinterpreted, taken out of context, or used to support agendas and causes that they do not endorse.

Moreover, once a statement is made on a public platform, it can be difficult or impossible to retract or clarify. Executives who make controversial or offensive comments may find themselves facing a backlash that cannot be easily contained or controlled, leading to damage to their personal and professional reputations.

The Qujing incident demonstrates the risks involved when executives make statements on public platforms. By sharing her views on employee management and work-life balance on Douyin, Qujing exposed herself to criticism and backlash that quickly spiraled out of control, leading to her resignation and damage to Baidu’s reputation.

IV. Industry Issues Reflected by the Qujing Incident

The Qujing incident at Baidu is not an isolated case, but rather reflects broader issues and challenges facing the internet industry as a whole. These issues relate to the culture and values of internet companies, the role of executives in shaping that culture, and the need for effective crisis management and communication strategies.

Lack of Corporate Culture Building in Internet Companies

One of the key issues highlighted by the Qujing incident is the lack of strong and cohesive corporate cultures within many internet companies. In an industry that is known for its fast-paced and constantly evolving nature, many companies have prioritized growth and innovation over the development of clear and consistent values and norms.

This lack of a strong corporate culture can create a vacuum in which executives and employees alike may struggle to find a sense of purpose and direction. Without clear guidelines and expectations for behavior and communication, individuals may be more likely to express views and opinions that are at odds with the company’s overall mission and goals.

Moreover, when a company lacks a strong and cohesive culture, it can be more difficult to respond effectively to crises and challenges when they arise. Without a shared set of values and principles to guide decision-making and communication, executives and other leaders may struggle to present a united front and provide clear and consistent messaging to stakeholders.

The Qujing incident suggests that Baidu, like many other internet companies, may have work to do in terms of building a strong and cohesive corporate culture. By failing to provide clear guidelines and expectations for executive behavior and communication, the company left itself vulnerable to the kind of public relations crisis that ultimately led to Qujing’s resignation.

Blind Pursuit of Personal IP Building by Executives

Another issue reflected by the Qujing incident is the blind pursuit of personal IP building by executives in the internet industry. In an environment where personal branding and thought leadership are highly valued, many executives may feel pressure to establish themselves as influencers and experts in their field.

However, when this pursuit of personal IP becomes an end in itself, rather than a means of supporting the overall goals and values of the organization, it can lead to problems. Executives who are more focused on building their own brand than on contributing to the success of their company may make decisions and take actions that are ultimately counterproductive or even harmful.

Moreover, when executives prioritize their personal IP over their professional responsibilities, it can create a culture of individualism and self-promotion that undermines teamwork and collaboration. This can lead to a lack of trust and cohesion within the organization, as well as a sense of disconnect between leaders and employees.

The Qujing incident suggests that some executives in the internet industry may be pursuing personal IP building without fully considering the potential risks and downsides. By sharing controversial views and opinions on social media, Qujing may have been seeking to establish herself as a thought leader and influencer, but ultimately ended up damaging her own reputation and that of her company.

Imperfect Crisis Management Mechanisms in Enterprises

Finally, the Qujing incident highlights the need for more effective crisis management mechanisms within internet companies. In an industry where public relations crises can quickly spiral out of control, companies need to have clear and well-established protocols for responding to and managing negative publicity and backlash.

However, many internet companies may lack the necessary expertise and resources to effectively manage crises when they arise. Without a dedicated crisis management team or a clear plan for responding to negative publicity, companies may struggle to contain the damage and prevent the situation from escalating.

Moreover, even when companies do have crisis management mechanisms in place, they may not always be effective in practice. In the case of Baidu, the company’s response to the Qujing incident was widely criticized as being slow and inadequate, suggesting that its crisis management protocols may need to be reviewed and strengthened.

The Qujing incident underscores the importance of having robust and well-tested crisis management mechanisms in place, particularly for companies operating in the fast-paced and high-stakes world of the internet industry. By investing in the necessary expertise and resources to effectively manage crises when they arise, companies can minimize the damage to their reputation and bottom line, and emerge stronger and more resilient in the long run.

V. The Way Out for Personal IP Building of Internet Enterprise Executives

The Qujing incident at Baidu has exposed the various dilemmas and challenges faced by executives in the internet industry when it comes to building their personal IP. However, this does not mean that personal IP building is a futile or misguided endeavor. Rather, it highlights the need for a more thoughtful and strategic approach that takes into account the unique characteristics and demands of the internet industry.

Strengthen Corporate Culture Building and Form a Consensus on Values

One of the key ways that internet companies can support healthy personal IP building by executives is by investing in the development of a strong and cohesive corporate culture. This means taking the time to clearly articulate the company’s mission, values, and principles, and ensuring that these are consistently communicated and reinforced throughout the organization.

By establishing a shared set of values and norms, companies can provide a framework for executive behavior and communication that is aligned with the overall goals and priorities of the organization. This can help to prevent the kind of conflicts and contradictions that can arise when executives pursue personal IP building without regard for the broader context in which they operate.

Moreover, a strong corporate culture can help to foster a sense of unity and purpose among employees, even in the face of the rapid change and disruption that is characteristic of the internet industry. When executives and employees alike are working towards a common goal and guided by a shared set of values, they are more likely to be able to navigate challenges and setbacks in a constructive and collaborative way.

Standardize Executives’ Personal IP Building to Coordinate with Corporate Image

Another important step that internet companies can take to support healthy personal IP building by executives is to establish clear guidelines and standards for how this should be done. This means providing executives with the tools and resources they need to build their personal brand in a way that is consistent with the overall image and reputation of the company.

For example, companies can provide training and coaching to help executives develop their communication skills and present themselves in a professional and credible manner on social media and other public platforms. They can also establish guidelines for the types of content and topics that are appropriate for executives to discuss in their personal capacity, and provide feedback and guidance to help ensure that these are aligned with the company’s values and priorities.

By taking a proactive and supportive approach to executive personal IP building, companies can help to ensure that this is done in a way that is strategic, purposeful, and ultimately beneficial to both the individual and the organization. This can help to prevent the kind of blind pursuit of personal IP that can lead to conflicts and contradictions, and instead foster a more collaborative and mutually reinforcing relationship between executives and their companies.

Improve Crisis Management Mechanisms and Enhance Response Capabilities

Finally, internet companies need to invest in the development of robust and effective crisis management mechanisms to help them navigate the challenges and risks associated with executive personal IP building. This means having clear protocols and procedures in place for identifying potential crises before they escalate, and for responding quickly and effectively when they do arise.

One key aspect of effective crisis management is having a dedicated team or individual responsible for monitoring social media and other public platforms for potential issues or concerns related to executives’ personal IP. This team should be empowered to take swift and decisive action to address any problems that arise, whether that means issuing a public statement, engaging in direct outreach to stakeholders, or taking other steps to mitigate the impact of negative publicity.

Another important element of effective crisis management is having a clear and well-defined communication strategy in place. This means having pre-approved messaging and talking points that can be quickly deployed in the event of a crisis, as well as a plan for how to engage with media and other stakeholders to ensure that the company’s perspective is accurately and effectively conveyed.

By investing in the development of strong crisis management capabilities, internet companies can help to minimize the risks associated with executive personal IP building, and ensure that they are able to weather any storms that may arise. This can help to protect the reputation and credibility of both the individual executives and the company as a whole, and ultimately support the long-term success and sustainability of the organization.

VI. Thoughts on the Healthy Development of Internet Enterprises

The challenges and opportunities associated with executive personal IP building are just one aspect of the broader landscape of the internet industry. To truly support the healthy and sustainable development of this industry, there are a number of key principles and practices that companies need to embrace.

People-Oriented Approach and Emphasis on Employee Values Guidance

One of the most important principles for the healthy development of internet companies is a people-oriented approach that prioritizes the well-being and growth of employees. This means creating a work environment that is supportive, inclusive, and empowering, and that provides opportunities for employees to develop their skills and advance their careers.

At the same time, internet companies need to recognize the importance of values and ethics in guiding the behavior and decision-making of their employees. This means investing in programs and initiatives that help to cultivate a strong sense of purpose and integrity among workers, and that provide guidance and support for navigating the complex and often ambiguous ethical challenges that can arise in the course of their work.

By prioritizing the well-being and development of their employees, and by providing clear and consistent guidance on values and ethics, internet companies can help to foster a culture of trust, collaboration, and innovation that is essential for long-term success in this rapidly evolving industry.

Balance Commercial Interests with Social Responsibility

Another key principle for the healthy development of internet companies is the need to balance commercial interests with social responsibility. As businesses that have a significant impact on the lives of millions of people around the world, internet companies have a unique obligation to consider the broader social and ethical implications of their actions and decisions.

This means being transparent and accountable about the ways in which they collect, use, and protect user data, and being proactive in addressing concerns around privacy, security, and other key issues. It also means being willing to engage in difficult conversations and make tough choices when it comes to balancing the pursuit of profit with the need to act in a socially responsible and ethical manner.

By embracing their role as corporate citizens and taking a proactive and responsible approach to social and ethical issues, internet companies can help to build trust and credibility with users, regulators, and other key stakeholders. This, in turn, can help to create a more stable and sustainable business environment that supports long-term growth and success.

Strengthen Self-Discipline and Foster a Healthy Industry Ecosystem

Finally, the healthy development of the internet industry requires a commitment to self-discipline and the cultivation of a healthy industry ecosystem. This means that companies need to be willing to hold themselves and each other accountable for their actions and decisions, and to work together to establish clear standards and best practices for the industry as a whole.

One key aspect of this is the need for greater transparency and openness among internet companies. This means being willing to share information and insights with each other, and to collaborate on initiatives that can help to address common challenges and opportunities. It also means being open to feedback and criticism from users, regulators, and other stakeholders, and being willing to make changes and improvements based on this input.

Another important element of a healthy industry ecosystem is the need for clear and consistent regulation that supports innovation and growth while also protecting the rights and interests of users. This means working closely with policymakers and other stakeholders to develop regulatory frameworks that are flexible, adaptive, and responsive to the rapidly changing nature of the internet industry.

By embracing self-discipline and collaboration, and by working to foster a healthy and sustainable industry ecosystem, internet companies can help to create a more stable and supportive environment for innovation and growth. This, in turn, can help to ensure the long-term success and viability of the industry as a whole, and support the development of new technologies and business models that can benefit people around the world.

VII. Conclusion: The Future Development Path of Internet Enterprises

The Qujing incident at Baidu has served as a wake-up call for internet companies, highlighting the complex challenges and opportunities associated with executive personal IP building in this rapidly evolving industry. As we look to the future, it is clear that the way forward for internet companies will require a thoughtful and strategic approach that balances the need for innovation and growth with the imperative of social responsibility and ethical leadership.

The Warning from the Qujing Incident for Internet Enterprises

The Qujing incident has underscored the risks and pitfalls of executive personal IP building in the internet industry, particularly when it is pursued without regard for the broader context and implications. The backlash and criticism that Baidu faced in the wake of Qujing’s controversial statements on social media highlight the need for companies to take a more proactive and intentional approach to managing the personal brands of their executives.

This means recognizing that personal IP building is not just a matter of individual expression or self-promotion, but rather a complex and multifaceted process that requires careful consideration of the potential impacts on the company, its employees, and its stakeholders. It also means being willing to set clear boundaries and expectations for executive behavior and communication, and to hold individuals accountable when they cross those lines.

At the same time, the Qujing incident has also highlighted the importance of having robust crisis management and communication strategies in place to mitigate the fallout from controversial or damaging statements by executives. By investing in the development of these capabilities, internet companies can help to protect their reputation and credibility in the face of unexpected challenges and setbacks.

The Correct Way to Build Executive Personal IP in Enterprises

While the Qujing incident has exposed the risks and challenges of executive personal IP building, it has also pointed the way towards a more effective and sustainable approach to this important aspect of leadership in the internet industry. This approach recognizes that personal IP building is not an end in itself, but rather a means of supporting the overall goals and values of the organization.

To build executive personal IP in a way that is aligned with the company’s mission and values, internet companies need to take a more strategic and collaborative approach. This means providing executives with the tools, resources, and support they need to develop their personal brands in a way that is consistent with the overall image and reputation of the company.

It also means fostering a culture of openness, transparency, and accountability, where executives are encouraged to share their insights and experiences in a way that is authentic and credible, while also being mindful of the potential impacts on the company and its stakeholders. By creating an environment that supports healthy and productive personal IP building, internet companies can help to cultivate a new generation of leaders who are equipped to navigate the complex challenges and opportunities of the digital age.

The Key to Achieving Long-term Development for Internet Enterprises

Ultimately, the key to achieving long-term development and success for internet companies lies in a commitment to values-driven leadership and social responsibility. In an industry that is characterized by rapid change, disruption, and uncertainty, companies that are able to stay true to their core values and mission are more likely to weather the storms and emerge stronger and more resilient.

This means embracing a people-oriented approach that prioritizes the well-being and development of employees, and that seeks to create a work environment that is supportive, inclusive, and empowering. It also means being willing to balance commercial interests with social responsibility, and to engage in difficult conversations and make tough choices when it comes to issues of privacy, security, and ethics.

By fostering a culture of self-discipline, collaboration, and accountability, and by working to build a healthy and sustainable industry ecosystem, internet companies can help to create a more stable and supportive environment for innovation and growth. This, in turn, can help to ensure the long-term success and viability of the industry as a whole, and support the development of new technologies and business models that can benefit people around the world.

As we look to the future, it is clear that the internet industry will continue to play a vital role in shaping the course of human progress and development. By learning from the lessons of the past and embracing a more values-driven and socially responsible approach to leadership and innovation, internet companies can help to build a brighter and more sustainable future for all.

The Qujing incident at Baidu has served as an important reminder of the challenges and opportunities facing the internet industry today, and has highlighted the need for a more thoughtful and strategic approach to executive personal IP building and leadership. By taking these lessons to heart and working to cultivate a culture of integrity, transparency, and accountability, internet companies can help to chart a course towards a more prosperous and fulfilling future for themselves, their employees, and society as a whole.

Related:
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