Ben Lang Yin Yuhang: Found "other me" in the entrepreneurship

Entrepreneurs have always been driven by passion and skill. The "Lenovo Star" approach, which focuses on practical learning from the ground up, has attracted both new startups and established technology firms. Many participants have used this experience to find their "other self," accelerating their personal breakthroughs and business transformations.

Yin Yuhang, the general manager of Guangzhou Benlang New Materials Co., Ltd., began his academic journey in 1978 by majoring in "Inorganic Non-Metallic Materials Engineering." He continued his studies, entered an institute, studied abroad for an MBA, and later returned to China to become the director of Fotao Group. His path to leadership was smooth and promising.

However, Yin Yuhang was not content with his current success. In 2000, he left his position as a state-owned enterprise general manager and started a business with friends. "The original idea wasn’t about big dreams; it was simply to work in a field I knew well and change my life," he recalls. Focused on R&D in super-hard materials, Benlang has grown into one of China’s leading companies in that industry.

In 2010, Yin joined the third session of the "Lenovo Star" training program. At the time, his company had already achieved significant success. His goal wasn’t to attract investment, but to leverage Lenovo’s 20 years of hands-on experience to transform himself. During the Gobi hike, he realized how easy it is for a company—and its people—to fall into inertia. The experience reminded him that he was still on the road, constantly chasing his dreams.

Yin believes that methods like "recovery," "team building," "into the mold," and "bounce out the screen to see the picture" from "Lenovo Star" subtly influence a company’s future development. "First, it changes me personally, then influences the entire team, and eventually leads to a major transformation within the company."

"Before 2010, as a manager, I always took the lead and made decisions alone. I didn’t rely on the team’s strength. When the company was small, it didn’t matter much. But I didn’t realize my shortcomings until I completed the team-building training," he said. After the course, he re-evaluated his team structure, implemented a mix of old and new members, delegated power to partners and employees, and linked individual achievements to personal values, ultimately boosting team motivation.

"After completing the training, I’ve unconsciously applied these methods in every new phase—whether starting a new company, forming a new team, or facing new challenges. For example, during our recent Gobi walk, my 'Dream Team' used these principles very effectively."

"Walking the Gobi is like running a business. First, you need a solid strategy, a strong team, and clear goals. Everyone must be willing to contribute. In four days, there were 16 teams, none of whom knew each other. Building a team was crucial. We selected a captain, two vice captains, and assigned roles based on strengths. We created team slogans and songs to boost cohesion and aimed to win the 'Gold Medal Team Award.' In the end, one of our teams won the award."

After the "Lenovo Star" Gobi trek, Liu Chuanzhi emphasized the importance of teamwork. "Everyone encourages and supports each other, and leaders set the overall strategy. But in a team, it's not enough to just have 'group gallbladder'; you also need 'loneliness' as an entrepreneur. When the company faces big challenges, you must step forward and stand up for your team."

Since participating in the "Lenovo Star" program in 2010, Benlang’s revenue increased from 400 million yuan to 600 million yuan by 2012—a 50% rise. "We've completely shifted from my 'solo dance' to a 'group dance' involving all employees. In the future, I will gradually become 'invisible,' but the company still needs a 'core staff'—the CEO."

Yin believes that entrepreneurs with technical backgrounds often face limitations in management. "The 'Lenovo Star' training helps scientists become better entrepreneurs by learning to use teams to compensate for personal weaknesses. I believe many graduates can grow into effective CEOs without specific problems."