Why go Beyond Curiosity?

Please note, AI has helped me to translate Chinese Language.

Who is the Author?

Early Environment and Personality

1.When and where was Zhou born?

Born in October 4, 1970, in Henan, China , a generation with limited material wealth but high freedom (“free-range childhood”).

Lacked technology like the internet or video games, allowing natural creativity.

2.How did Zhou describe his personality as a child?


Lacked technology like the internet or video games, allowing natural creativity.

2.How did Zhou describe his personality as a child?

Nonconformist, mischievous, and curious. Not obedient or

traditionally “well-behaved.”

3.What early experiences shaped his creativity and manual
skills?

Making toys from scraps (wood, rubber bands, wax).
Creating DIY bubble gum and open-air “cinemas” from glass
slides and flashlights.
Enjoying hands-on inventions, nurturing curiosity and practical problem-solving skills.

4.How did Zhou’s upbringing influence his academic abilities?

Despite being a mischievous child, he was academically strong. Early exposure to reading and self-directed learning built a foundation for analytical thinking, manual skills, and curiosity—later key to his technology career.

5.Who were Zhou’s parents and how did they influence him?

Father: Zhou Xuebin, originally wanted to be a pilot, became cautious and conservative after failing political checks.
Mother: Hu Shaoxian, supportive but practical.
Parents emphasized education as a route to success but did not suppress his curiosity or creativity.

6.How did Zhou begin learning to read?

Early exposure through family slogans, signs, and books. Learned to read by observing surroundings and using dictionaries taught by his father.

7.How did his schooling affect him?

Initially skipped grades, but later placed in regular classes due to size and maturity concerns.
Often mischievous, causing chaos in class but maintaining strong academic results.
Experienced both strict and supportive teachers, shaping his rebellious yet curious nature.

8.What hobbies did Zhou develop as a child?

Collecting and trading stamps.
Reading a wide range of literature including Chinese classics, foreign novels, and biographies.
Drawing and creating comics or illustrations in class.
Experimenting with small inventions and mechanics.

9.How did reading shape him?

Encouraged imagination, independent thinking, and a lifelong love for learning.
Fostered the combination of technical curiosity and humanistic perspective, later useful in entrepreneurship.

10.How was Zhou’s adolescent school life?

Attended Zhengzhou No.8 Middle School, academically strong but often disruptive.
Loved practical jokes, drawing on textbooks, and organizing pranks.
Developed early independence and resilience by navigating authority challenges.

11. Did he have early entrepreneurial or creative instincts?

Exchanged his valuable stamp for a DIY toy, showing prioritization of curiosity and learning over conventional value.
This demonstrated a mindset of valuing experience and skill-building over immediate material gain.

12.How did music and pop culture influence him?

Exposure to artists like Teresa Teng shaped early emotional experiences and subtle cultural learning, though he remained cautious in expression due to societal norms.

13.When did computers enter his life?

Around early adolescence, while still experimenting with radios and electronics.

Exposure to foreign developments, like IBM PCs and Apple’s 1984 advertisement, sparked fascination with computing and technology.

How did these experiences prepare him for future entrepreneurship?

A mix of curiosity, creativity, independence, technical experimentation, and literacy.

Developed problem-solving, hands-on skills, rapid learning, and an appreciation for combining humanistic insight with technology—core traits for his later ventures like 360.

Why did Zhou Hongyi want to rename his book from” Disruptor’’ to Beyond Curiosity?

Two reasons:

1.He feels he has become more peaceful and less like a “disruptor.” Earlier, he was a bull charging through a china shop, breaking rules and business models, which brought both success and enemies. Now, he calls himself “Uncle in Red” instead of “Big Cannon Zhou.”

2.“Disruptor” no longer describes his work. In today’s digital era, the main role belongs to traditional industries. Internet firms like his (360) should act as supporters—helping businesses with digital transformation and cybersecurity, not stealing the spotlight.


Who are the three main audiences Zhou Hongyi aims to reach with his book?

1) University students, to encourage them to clarify their goals early.

2) Young professionals entering the workforce, emphasizing the importance of hard work and smart effort.

3) Early-stage entrepreneurs, sharing practical experiences and the importance of first-principles thinking and focus.

What role does curiosity play in Zhou Hongyi’s life and career?

Curiosity has been a driving force behind his achievements in digital security and his exploration of new fields. From childhood, his strong curiosity led him to extensive reading and learning, which shaped his career and personal growth.

What happens to curiosity as people grow older, according to Zhou?

Many people lose their curiosity as they mature, becoming closed-minded and quick to judge new things based on past experiences. Zhou warns that losing curiosity at a young age is like becoming "old" mentally and limits personal growth and enjoyment.

How does Zhou suggest cultivating curiosity?

By asking "foolish questions" without fear of looking ignorant, being humble, and maintaining a youthful mindset. He admires those who stay hungry for knowledge and are willing to admit what they don’t know.

What is more important than curiosity for continuous growth?

Learning ability and intrinsic motivation. Zhou observes that many stop learning after school because they lack external incentives, but lifelong learning driven by interest is crucial, especially for entrepreneurs.

How does Zhou describe his own learning and work ethic?

He was deeply motivated by his passion for computers, often working tirelessly without feeling like he was "working." His internal drive and love for programming kept him engaged and productive.

What is Zhou’s current perspective on his career and learning?

At 53 (as mentioned in the book), he continues to learn and adapt, leading 360 into new industries like automotive and AI. He believes maintaining curiosity and motivation is essential to keep work meaningful and to keep pace with changing times.

What is the main message Zhou wants to convey through his book?

The book is not about preaching success formulas but about sharing authentic experiences to inspire readers to be interesting, adaptable, and continuously evolving individuals.

What was Zhou’s early entrepreneurial experience like?

He dreamed of starting a company from high school, inspired by Silicon Valley’s innovation spirit. He chose to develop an antivirus hardware card, despite limited resources, and faced many challenges including lack of equipment, skepticism, and even being mistakenly suspected of theft during his university days.

How did Zhou and his team overcome early obstacles?

They creatively used available resources, such as borrowing computer time at school, working tirelessly day and night, and persevering despite suspicion and hardship.

What does Zhou’s story reveal about the entrepreneurial mindset?

It highlights resilience, resourcefulness, passion, and the willingness to face adversity head-on while maintaining optimism and focus on the goal.

What role does curiosity play in his life?

Zhou sees curiosity as his greatest asset. As a child, he devoured books and explored everything from computers to art and poetry. Curiosity gave him creativity, aesthetic taste, and career direction.

What happens if anyone lose curiosity?

You become “old” even at 20. People lose openness, rush to conclusions, and miss new opportunities. He warns against rigid mindsets like “carving a mark on a boat to find a sword.”

How can one cultivate curiosity?

By asking “silly questions” without worrying about face. He admires those who stay humble and childlike, always asking “why” and “how.” For him, the best people are “not pretentious, not posturing, a little silly.”

What goes beyond curiosity?

Lifelong learning and inner drive. Many stop learning once they leave school, relying on external motivation. Zhou insists self-driven learners, fueled by interest, achieve more. He himself plans to pursue a PhD at 50+. Passion, not duty, kept him programming nights on end.

How does Zhou view success and work?

He never felt like just an employee—work was always for self-fulfillment, not just money or loyalty to a company. True success comes from sustained curiosity, intrinsic motivation, and constant learning—not external recognition.

What is his current mission?

In the “second half” of the internet era, he wants 360 to be a strong “supporting actor” in digital civilization, securing cyberspace and enabling traditional industries, rather than being a disruptive star.

What is the book’s ultimate purpose?

Not to sell “chicken-soup success formulas,” but to show young people how to live curiously, keep up with the times, and remain interesting. Success has many paths; what matters is staying open, driven, and relevant.

Why was Zhou Hongyi once arrested by the school police at Peking University?

It happened during his early days at Beida (Peking University) when he was still a computer science student. Zhou had a very strong curiosity about technology, especially operating systems and software internals.

At that time, most students only used computers for coursework. But Zhou was different—he liked to “hack around”:

He reverse-engineered software to understand how it worked.

He explored network systems and sometimes bypassed restrictions set by the school.

He would crack into accounts or systems, not to cause damage, but simply because he wanted to “see how it works inside.”

The problem was, in the late 1980s/early 1990s, this behavior was not well understood. To school authorities, it looked like illegal intrusion or sabotage.

So when he broke into a system without permission, the campus police treated it seriously and detained him for questioning.

Was he actually guilty of a crime?

Not really in the modern sense. He wasn’t stealing or destroying data—he was curious, testing boundaries, and experimenting with technology. But because “hacking culture” was new in China back then, the university saw it as a big violation of discipline.

What impact did this arrest have on him?

1.Reputation: It gave him the nickname of being “rebellious” or even “dangerous” in the eyes of teachers and classmates. Some labeled him as a troublemaker.

2.Drive: Instead of being crushed, Zhou wore it almost like a badge of honor—it reinforced his self-image as someone who wasn’t afraid to challenge rules or authority.

3.Career Direction: This incident foreshadowed his later life as an entrepreneur who constantly disrupted established norms—whether in software (3721), security (Qihoo 360), or later, his views on AI.

In short: Zhou Hongyi was arrested by Peking University’s school police not because he was a criminal, but because his early “hacking experiments” were misunderstood as violations. It highlighted both his insatiable curiosity and his rebellious streak—two traits that shaped his entire entrepreneurial career.


What challenges did Zhou Hongyi face after being taken by the school police, and how did it affect his access to resources?

After the incident with the school police, rumors spread, and Zhou and his team were stigmatized as "notorious." Many refused to let them use computer labs, fearing association. However, two kind administrators in the Information Control Department offered their lab, solving their computer access problem.

How did Zhou proceed with product development after securing computer access?

Zhou needed to produce antivirus cards in batches, so he traveled between Xi’an and Shenzhen to procure circuit boards and have them processed by factories. He then returned to Xi’an to package and assemble the products himself, marking his first entrepreneurial trip to Shenzhen, China’s Special Economic Zone.

What was the significance of Shenzhen and the timing of Zhou’s visit in 1993?

Shenzhen was a symbol of China’s reform and opening-up, especially after the 1992 Southern Tour that accelerated economic liberalization. Globally, the internet was emerging, with Tim Berners-Lee inventing the World Wide Web. Zhou felt China was fortunate to be at a pivotal moment of economic and technological transformation.

What difficulties did Zhou encounter traveling to Shenzhen?

Zhou was unaware he needed a “border pass” to enter Shenzhen, leading to a complicated journey involving multiple bus transfers and delays, a practice known as “selling piglets,” where passengers were forced off and onto different buses with extra fees. Eventually, he obtained the pass and arrived in Shenzhen.

How did Zhou experience Shenzhen’s electronics market?

He was amazed by the bustling SEG Electronics Market in Huaqiangbei, likening it to a treasure trove. He found a stall offering circuit board processing services and made his first purchase with borrowed money, marking a milestone in his entrepreneurial journey.

What was Zhou’s process for assembling and packaging the antivirus cards?

Back in Xi’an, Zhou and his classmates manually soldered components, packaged the cards, and created adhesive labels. Despite the tedious work, they enjoyed the process and felt confident that once the product was ready, their company could take off.

How did Zhou’s product perform at the national “Challenge Cup” competition?

The antivirus card won second prize at the prestigious national student innovation competition. Zhou proudly presented the product, named “Master Antivirus Card,” and was eager to bring it to market.
What challenges did Zhou face when trying to sell the product?

They lacked a factory and manpower for mass production, so they improvised by using their advisor’s office as a workshop. Packaging was done manually after printing flat boxes. Initial sales were through simple posters on campus, selling a few dozen units.

What problems arose with product performance in real-world use?

The antivirus cards caused software conflicts and hardware issues on users’ computers, sometimes preventing startup. Customers became frustrated and demanded support, forcing Zhou to act as a technician and customer service, which humbled him and shattered his early overconfidence.

What realization did Zhou have about marketing and sales?

He realized selling products was harder than expected and that the market environment was far more complex than the lab. He decided to sell the product to fund better equipment for future development.

How did Zhou attempt to sell the product in Beijing, and what was the outcome?

Zhou stayed near Tsinghua University and approached companies like Rising and Lenovo. He was rejected due to inexperience and lack of connections. A software company offered to take the technology but with unfavorable terms, which he declined. Ultimately, he failed to sell the product.

What did Zhou learn about sales channels and pricing from his first experience with agents?

He learned that agents take significant risks and costs, so they demand a large margin. Initially shocked by their low purchase price offer, Zhou understood the importance of sharing risk and agreed to their terms, which helped sell about 1,000-2,000 units.

How did Zhou’s perception of entrepreneurship change after this experience?

He realized entrepreneurship was harsh and full of setbacks. He understood the value of learning from mistakes and that failure was a necessary step toward success.

What technical mistakes did Zhou make with his antivirus product?

He was stubbornly focused on hardware and failed to transition to software-based antivirus solutions, which were more adaptable and updatable. This rigidity caused them to miss market opportunities.


What internal conflicts arose within Zhou’s team?

Disputes over profit sharing emerged, with technical staff feeling entitled to more pay, while Zhou wanted to reinvest earnings. Lack of contracts and experience worsened tensions, leading to team fragmentation.

What was Zhou’s key takeaway about entrepreneurship from these conflicts?

Coordinating complex human interests and managing relationships is as crucial as technical skills. Technical expertise alone is insufficient for success.


How did Zhou’s first startup end?

The antivirus card project failed, but Zhou gained invaluable lessons about product-market fit, sales, negotiation, team management, and the realities of entrepreneurship.

What unexpected benefit did Zhou gain from his first startup failure?

He developed a deep passion for software by collecting and studying thousands of software programs and games, which helped him build software thinking and skills.

When Zhou Hongyi first arrived at Founder’s Xinjiang branch, how was he received?

He wasn’t welcomed warmly at all. Zhou carried a reputation for being “arrogant” and “crazy,” so the Xinjiang branch treated him as an outsider and left him with little responsibility. But instead of being discouraged, he used that time as a chance to prove himself.

What did he work on during his early days in Xinjiang?

He immersed himself in developing practical systems:

1.A banking menu system that made teller operations faster.

2.A visual programming tool that simplified development for non-experts.

3.An automation tool for form printing, which improved office efficiency.

4.These projects didn’t just solve real problems—they also demonstrated his ability to bridge technology and usability, which was rare at the time.

How did he transition back to Beijing headquarters?

1.His work in Xinjiang gained attention, and when he returned to Beijing, he was tasked with leading Founder’s Internet product initiatives.

2.This was a huge shift: he went from being sidelined in a remote branch to heading a cutting-edge division at HQ.

What was his biggest contribution at headquarters?

1.He created “Skyscraper” (Skyscraper BBS system).

2.At the time, online forums were just starting in China. Zhou designed one of the earliest large-scale BBS platforms, allowing thousands of students to communicate online.

3.It became a cultural phenomenon at Peking University—students were suddenly engaging with each other online, debating, sharing resources, and building communities.

4.This project planted the seed of Zhou’s later obsession with the Internet as a social and disruptive force.

Did Zhou face challenges inside Founder despite his success?

1.Yes, quite a few. Founder was a state-backed, conservative company, primarily focused on publishing and core software. Many executives didn’t see the commercial future of the Internet and thought Zhou’s projects were “toys.”

2.He felt constrained by the bureaucracy.
His vision for Internet-based products often clashed with management’s priorities.

3.The company culture valued stability, while Zhou thrived on innovation and speed.

4.This mismatch created growing frustration.

What triggered his decision to leave Founder?

Two main reasons:

1.Strategic Misalignment:

– Zhou wanted to bet on the Internet, while Founder remained rooted in traditional businesses.

2.Personal Drive:

He realized he couldn’t wait for the company to catch up. He wanted to move fast, experiment, and take risks—things impossible under the corporate structure.

So, despite having a stable career, he made the bold choice to step out on his own.


How does this period reflect Zhou’s character and later success?

1.Resilience:

From being sidelined in Xinjiang to leading projects in Beijing, he always turned challenges into opportunities.


2.Vision:

He saw the Internet’s potential long before most people in
China did.

3.Entrepreneurial Spirit:

Even within a large state enterprise, he behaved like a startup

founder—experimenting, innovating, and pushing boundaries.

4.Restlessness with Bureaucracy:

His eventual break from Founder foreshadowed his path of creating disruptive companies like 3721 and later Qihoo 360.

In short:

Zhou Hongyi’s Founder years were a training ground. They taught him how to build real products, survive in a rigid corporate culture, and ultimately confirmed that his future had to be outside the system—driving Internet innovation on his own terms.

What was the initial philosophy and approach Zhou Hongyi adopted for 3721?

1.Zhou emphasized “do no evil to users” as the core principle, seeing it as a foundation for company success and self-redemption.

2.From July 2001, he focused on offline sales and channel expansion, despite major agents refusing to cooperate.

3.He learned from Huang Yong (founder of West Coast Ogilvy PR) to personally engage with sales: “You won’t know until you go yourself.”

4.Zhou was inspired by Lenovo’s Yang Yuanqing and Founder/Founder PC colleagues, realizing the need to personally engage small agents to build a robust distribution network.

How did Zhou develop 3721’s sales and distribution strategy?

1.Studied successful companies, including Business.com and “small-region exclusive agency” model, which assigns a single agent per region to handle sales, avoiding cross-region competition.

2.Focused on densely populated areas: Yangtze River Delta, Pearl River Delta, Fujian, and Chaozhou-Shantou.

3.Conducted intensive travel and personal meetings: e.g., multiple cities in one day to secure agent loyalty.

4.Created financial incentives: 30% for 3721, 70% for agents—motivating them to aggressively promote products.

5.This strategy led to a large, flat, and efficient agent network, boosting revenue and market penetration.

6.By the end of 2002, 3721’s sales exceeded 200 million RMB, with gross profit of 60 million RMB.

What challenges did 3721 face with RealNames and Microsoft?

1.In March 2002, Microsoft terminated its contract with RealNames, leaving them owing $25 million.

2.Zhou seized the opportunity, negotiating with Microsoft to take over RealNames’ business, resulting in a strategic alliance with Microsoft in October 2002, allowing Chinese users to access the Internet in Chinese without extra software.

How did 3721 compete with Baidu?

1.Baidu emerged as a competitor using ad plugins and search engine technology, copying 3721’s address bar plugin and encouraging users to delete 3721.

2.Zhou retaliated, escalating plugin conflicts across IE installations.

3.Multiple companies created similar address bar plugins, leading to user confusion and dissatisfaction.

4.In 2003, Baidu sued 3721 twice for unfair competition, resulting in court battles that became a routine operational stressor.

5.Zhou realized Baidu’s growing power and the importance of search technology, which 3721 lacked in comparison.
Did Zhou try to collaborate with Google?

6.Zhou sought Google’s search technology as a faster way to compete against Baidu.

9.Leveraged IDG investor networks to arrange a meeting with David Drummond and Al Gore in Silicon Valley.

10.Paid $100,000 intermediary fee to secure access.

The meeting was unproductive:

1.Google showed indifference and lack of strategy for China, leaving Zhou disappointed and feeling slighted.

2.Google later entered China in 2005, facing challenges and eventual exit.

Why did Zhou consider selling 3721?

1.By 2003, 3721 had dominant traffic and revenue, but Zhou lacked confidence and foresight for search technology expansion.

2.Investor pressure and competing acquisition offers made selling attractive.

Evaluation of options:

1.Sina: Offered $20M, equity-based, but not focused on search.

2.Sohu: Offered $35M, potential integration issues.

3.Alibaba: Offered $60M, aligned in enterprise services, but still unclear on future strategy.

4.Yahoo: Offered $120M, with ICP license advantages and global brand recognition.

Decision influenced by:

1.Yahoo’s seriousness, higher offer, and strategic fit.

2.Zhou’s psychological fatigue and desire to ensure 3721’s survival and impact.

How was the sale to Yahoo executed?

1.Signed:

in Hong Kong, November 21, 2003, at 3:07 am, with Zhou and Yahoo’s John Marcom as signatories.

2.Terms:

-Yahoo acquired 3721 Hong Kong network software company for $120M cash.

-Beijing 3721 retained ICP license and operational independence, forming a technical alliance.

-Zhou remained a shareholder and manager, but IDG and JAFCO exited fully.

How did Zhou view Yahoo and his role post-acquisition?

1.Treated Yahoo China as his new “battlefield,” dedicating full emotional energy.

2.Inspired by Yahoo’s founders (Jerry Yang and David Filo) for pioneering free and open Internet principles.

3.Observed Yahoo’s struggles during dot-com bubble, including poor tech investments (e.g., Broadcast.com acquisition), revenue loss, and declining stock value.

Zhou’s immersion highlighted his entrepreneurial passion and commitment, but also his realization of challenges in multinational corporate settings.



Why does Zhou 3721 journey matter?


Key lessons Zhou highlighted from the 3721 journey:

1.Channel and agent networks are essential for penetration in China’s vast market.

2.Direct personal involvement accelerates learning, confidence, and results.

3.Crises strengthen resilience—both financial and psychological.

4.Strategic foresight matters: neglecting search technology gave Baidu room to grow.

5.Partnerships with global companies require patience and realistic expectations.

6.Exit decisions must balance financial, strategic, and emotional considerations.

This captures all major events, decisions, business strategies, competitor interactions, Google/Yahoo dealings, and Zhou Hongyi’s reflections up to 3721’s sale.

Let's together explore Zhu journey

1.The Birth of 360 Security Guard

Why did 360 Security Guard start?

In 2006, the founder believed Internet security would become a major trend and wanted to prove himself. He formed a team from Qihoo to create “Rogue Killer”, a program to remove the 100 most common rogue software programs at the time.

Who were the key team members?

Fu Sheng (傅盛), who had worked with the founder since the 3721 days, was a key product manager who helped turn ideas into real products.

How did they enhance their service?

They partnered with Kaspersky, buying licenses worth 2–3 million yuan annually and bundling them with the software. “Rogue Killer” was renamed 360 Security Guard, offering free malware removal, system diagnostics, and antivirus protection.

How did the market react?

The launch disrupted the rogue software underground industry, angering developers. Users quickly adopted 360 Security Guard.

Were there conflicts with other companies?

Yes. A major feud occurred with Yahoo China when 360 identified Yahoo’s “Yahoo Assistant” as rogue software. Yahoo executives accused the founder of revenge, while he defended his actions as protecting users and fairly distributing 3721 bonuses.

What was the impact of this conflict?

The controversy increased 360 Security Guard’s visibility. It tested the founder’s business judgment and moral courage.

Why 360 Antivirus Went Free!

What inspired the decision to make 360 Antivirus free?

In 2009, inspired by Chris Anderson’s “Free”, the founder realized software could be distributed at near-zero cost. Security software is essential and should be free. At the time, only a small fraction of China’s 200 million Internet users bought licensed antivirus software.

How was the first version received?

Initially, 360 Antivirus used BitDefender engines and offered a free six-month period. However, it was heavy, slow, and not user-friendly. Users complained, and critics dismissed it as a failure.

How did they improve the software?

They introduced micro-innovations:

1.Improved engine efficiency to report only active threats.

2.Deferred boot-time scans to avoid slowing computers.

3.Simplified the interface to three main buttons.

4.Added a non-intrusive “do not disturb” mode for full-screen applications.

What was the result?

By September 2009, 360 Antivirus 1.0 launched officially, gaining rapid adoption. Competitors like Kingsoft and Rising had to adjust their business models. By 2010, free antivirus increased China’s software security coverage and created new revenue streams from complementary products.

How did 360 expand beyond antivirus?

Using its user base, 360 launched 360 Browser, reaching 255 million active users. They expanded into portals, navigation, search, software, games, and hardware, creating a broad ecosystem built on free security software.

The “3Q War” and Tencent

What was the “3Q War”?


The “3Q War” was a major public conflict in 2010 between 360 Security Guard and Tencent over dominance in China’s security software market. It was triggered when Tencent began forcibly installing QQ Doctor (later QQ Computer Manager) on users’ computers, which conflicted with 360 Security Guard.

Why was it called the “3Q War”?

The name came from the three main players: 360, QQ (Tencent), and Qihu/360’s software ecosystem. The conflict represented both a technical battle and a public relations struggle for market control.

What risks did 360 face?

Users risked losing control of their computers due to forced Tencent installations. 360 also faced the threat of rapid user attrition and market share loss.

How did 360 respond technically?

They developed 360 Privacy Protector, a tool that exposed software behaviors to users. This helped users identify and block unwanted installations or actions by QQ Doctor.

How did Tencent escalate the conflict?


Tencent accused 360 of misrepresenting their software’s behavior, claiming that 360 was misleading users and harming QQ’s reputation. Tencent also leveraged media channels to defend itself and attack 360 publicly.

How did the media react?

The dispute drew massive public and media attention, turning the competition into China’s first large-scale Internet software war. Users followed the controversy closely, and downloads of 360 Security Guard surged as public support grew.

What strategies did 360 use to defend itself?

1.Open communication with users to explain technical issues.

2.Transparency about Tencent’s forced software behavior.

3.Strengthening their software to avoid conflicts and improve user experience.

4.Leveraging the narrative of “protecting users” to gain public trust.

What were the legal battles!

Tencent filed lawsuits against 360, accusing them of unfair competition. 360 countered with legal defenses highlighting user rights and the anti-competitive behavior of Tencent’s forced installations. These lawsuits lasted several years and shaped China’s software competition laws.

How did users influence the outcome?

Users played a decisive role. Public sympathy for 360 grew because it positioned itself as the protector of user freedom. Users “voted with their downloads,” increasing adoption of 360 Security Guard despite Tencent’s aggressive tactics.

What was the final result?


While both companies remained powerful, 360 secured a leading position in the free antivirus market. The battle forced Tencent to adjust its strategies, including more transparency and less intrusive installations. The “3Q War” established 360’s reputation as a user-centric company and strengthened its ecosystem of products.

What triggered the “3Q War”?

In 2010, Tencent installed QQ Doctor (later QQ Computer Manager) on users’ computers, which conflicted with 360 Security Guard. This threatened 360’s user base.

How did 360 respond?

They developed 360 Privacy Protector to show users software behaviors on their systems.

What was Tencent’s reaction?

Tencent accused 360 of misrepresenting QQ’s actions.

What was the outcome?

The conflict became the “3Q War”, attracting massive media attention and marking a critical battle for dominance in China’s security software market.

What were the broader implications for China’s software market?


1. It accelerated the adoption of free security software.

2.Showed the importance of user trust and transparency.

3.Highlighted the risks of monopolistic practices and forced installations.

4.Set a precedent for public accountability and media influence in the tech sector.

What lessons did the founder take away?



1. Business battles can be tests of moral courage.

2.Protecting users can be a competitive advantage.

3.Conflicts, if managed wisely, can increase visibility and market share.

4.Legal battles and public perception are as important as technical superiority.

What is 360 IPO?Why does IPO matter?

The 360 IPO refers to the initial public offering of Qihoo 360, a Chinese internet security company founded by Zhou Hongyi.

1. Company Background:

Name: Qihoo 360 Technology Co. Ltd (commonly called 360).

Founded by: Zhou Hongyi.

Business: Internet security software, antivirus products, and online platforms.

2. IPO Details:

Stock Exchange: New York Stock Exchange (NYSE).

Listing Date: As mentioned, 360 successfully went public in 2011.

Opening Price: $27 per share.

First Day Performance:

Opened at $27, surged to a high of $34.4 per share.

Closed at $34, a 134.48% increase on the first day.

3. Investor Returns:

IDG and Sequoia Capital were early investors.

Example of returns:

Dinghui Venture invested $5 million in 2006 → value $200 million at IPO (40× return).

Sequoia invested $7 million → value $505 million at IPO (72× return).

4. Significance:

The IPO represented the culmination of Zhou Hongyi’s long-term strategy, connecting his security software, community platforms, and broader online services.

It showcased how meticulous preparation (e.g., three-year audits done in advance) and timing can lead to a highly successful public listing.

5. Cultural Impact:

The IPO marked a milestone in Chinese tech companies going global.

Zhou’s approach, likened to “dominoes falling” from one business success to another, highlighted a carefully orchestrated business ecosystem.

In short, the 360 IPO was Qihoo 360’s debut on the NYSE, generating enormous investor returns and marking a major milestone in Chinese internet company globalization.


What was Zhou Hongyi’s perspective on 360’s stock price during the IPO?


Zhou considered focusing on the stock price meaningless. He emphasized building the business so that investors could earn more money in the long term.

How did 360 manage to list on the NYSE so quickly?



The speed of 360’s listing was due to extensive early preparation. The company’s three-year audits were nearly complete by the time the listing approval process began. Zhou stressed that doing the right thing at the right time and controlling the rhythm of actions was key to overcoming obstacles.

What were the results of 360’s IPO?


Opening surge: +86.2% to $27/share.

Intraday high: $34.4/share.

Closing: $34/share, a 134.48% first-day gain.

What returns did early investors get?

Dinghui Ventures (2006, $5M) → $200M, 40x return.

Sequoia Capital (2006, $7M total) → $505M, 72x return.

How does Zhou view his IPO strategy in hindsight?

He acknowledges the process as an adventurous journey

rather than a meticulously pre-planned strategy. From the “3Q

battle” to unexpected events, it was a bold, dynamic

adventure, not a domino-like plan.

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البيئة المبكرة والشخصية

1. متى وأين وُلد تشو؟

وُلد في 4 أكتوبر 1970 في خنان، الصين، في جيل كان محدود الثروة المادية لكنه يتمتع بحرية عالية (“طفولة حرة”). افتقر إلى التكنولوجيا مثل الإنترنت أو ألعاب الفيديو، مما أتاح له إبداعاً طبيعياً.

2. كيف وصف تشو شخصيته كطفل؟

غير مُطابق للمعايير، مشاكس وفضولي. لم يكن مطيعاً أو “مؤدباً” بالمعنى التقليدي.

3. ما التجارب المبكرة التي شكّلت إبداعه ومهاراته اليدوية؟

صنع ألعاب من الخردة (خشب، أشرطة مطاطية، شمع).

صنع علكة منزلية و”سينما” في الهواء الطلق باستخدام شرائح زجاجية ومصابيح.

استمتع بالاختراعات اليدوية التي غذّت فضوله ومهاراته العملية في حل المشكلات.

4. كيف أثرت نشأته على قدراته الأكاديمية؟

رغم أنه كان طفلاً مشاكساً، إلا أنه كان متفوقاً أكاديمياً. تعرّض مبكراً للقراءة والتعلّم الذاتي مما أسّس لقدرته التحليلية ومهاراته اليدوية وفضوله—وهي مفاتيح لاحقاً لمسيرته في التكنولوجيا.

5. من هم والدا تشو وكيف أثّرا فيه؟

الأب: تشو شُويبِن، كان يريد أن يصبح طياراً، لكنه أصبح حذراً ومحافظاً بعد فشله في الفحوص السياسية.

الأم: هو شاو شيان، داعمة لكنها واقعية.

الوالدان شددا على التعليم كطريق للنجاح، لكنهما لم يقمعا فضوله أو إبداعه.

6. كيف بدأ تشو تعلّم القراءة؟

تعرّض مبكراً للشعارات العائلية، اللافتات، والكتب. تعلّم القراءة بمراقبة البيئة واستخدام القواميس التي علّمه والده كيفية استعمالها.

7. كيف أثرت دراسته عليه؟

تخطى صفوفاً في البداية، ثم أعيد إلى الصفوف العادية بسبب حجمه ونضجه. كان كثير الشغب، يثير الفوضى في الصف لكنه يحافظ على تفوقه الأكاديمي. واجه معلمين صارمين وداعمين، ما شكّل طبيعته المتمردة والفضولية.

8. ما الهوايات التي طورها تشو كطفل؟

جمع وتبادل الطوابع.

قراءة أدب واسع يشمل الكلاسيكيات الصينية والروايات الأجنبية والسير الذاتية.

الرسم وصنع القصص المصورة أو الرسوم في الصف.

تجارب مع اختراعات صغيرة وميكانيكا.

9. كيف شكّلته القراءة؟

شجعت على الخيال والتفكير المستقل وحب التعلم مدى الحياة. دمجت بين الفضول التقني والمنظور الإنساني، ما أفاده لاحقاً في ريادة الأعمال.

10. كيف كانت حياة تشو المدرسية في المراهقة؟

درس في مدرسة تشنغتشو رقم 8 المتوسطة، متفوق أكاديمياً لكنه كثير الإزعاج. أحب المقالب العملية، الرسم على الكتب، وتنظيم المزاح. طور استقلالية مبكرة وصلابة من خلال تحدي السلطة.

11. هل كان لديه غرائز ريادية أو إبداعية مبكرة؟

استبدل طابعه القيّم بلعبة يدوية، ما أظهر تفضيله الفضول والتعلم على القيمة المادية التقليدية. دل ذلك على عقلية تثمّن التجربة وبناء المهارة أكثر من المكاسب الفورية.

12. كيف أثّر فيه الموسيقى والثقافة الشعبية؟

تعرض لفنانين مثل تيريزا تنغ الذين شكّلوا تجارب عاطفية مبكرة وتعلّماً ثقافياً خفيفاً، لكنه بقي حذراً في التعبير بسبب المعايير الاجتماعية.

13. متى دخلت الحواسيب حياته؟

في بدايات المراهقة، بينما كان لا يزال يجرب أجهزة الراديو والإلكترونيات. أثار إعجابه التطورات الأجنبية مثل حواسيب IBM وإعلان أبل عام 1984، مما أشعل افتتانه بالحوسبة والتكنولوجيا.

كيف هيأت هذه التجارب لريادة الأعمال لاحقاً؟

مزيج من الفضول والإبداع والاستقلالية والتجارب التقنية والمعرفة. طور مهارات حل المشكلات، والقدرات العملية، والتعلّم السريع، وتقديراً للجمع بين البصيرة الإنسانية والتكنولوجيا—وهي صفات أساسية لمشاريعه لاحقاً مثل 360.

لماذا أراد تشو هونغيي إعادة تسمية كتابه من “المُعطِّل” إلى “ما وراء الفضول”؟

سببان:

يشعر أنه أصبح أكثر هدوءاً وأقل “إزعاجاً”. سابقاً كان مثل ثور يقتحم متجر خزف، يكسر القواعد ونماذج الأعمال، مما جلب له النجاح والأعداء. الآن يلقب نفسه “العم بالأحمر” بدلاً من “المدفع الكبير تشو”.

“المعطِّل” لم يعد يصف عمله. في العصر الرقمي الحالي، الدور الرئيسي للصناعات التقليدية. شركات الإنترنت مثل شركته (360) يجب أن تعمل كداعم—تساعد الشركات في التحول الرقمي والأمن السيبراني، لا أن تخطف الأضواء.

من هم الجمهور الثلاثة الرئيسيون الذين يستهدفهم كتاب تشو هونغيي؟

طلاب الجامعات، لتشجيعهم على توضيح أهدافهم مبكراً.

الشباب الداخلون إلى سوق العمل، لتأكيد أهمية العمل الجاد والجهد الذكي.

رواد الأعمال في المراحل المبكرة، عبر مشاركة التجارب العملية وأهمية التفكير من المبادئ الأولى والتركيز.

ما دور الفضول في حياة ومسيرة تشو هونغيي؟

كان الفضول القوة الدافعة وراء إنجازاته في الأمن الرقمي واستكشافه لمجالات جديدة. منذ الطفولة، قاده فضوله القوي إلى قراءة واسعة وتعلم متنوع، مما شكّل مسيرته ونموه الشخصي.

ماذا يحدث للفضول مع تقدم الناس في العمر بحسب تشو؟

كثيرون يفقدون فضولهم عند النضج، فيصبحون منغلقين وسريعي الحكم على الأمور الجديدة بناءً على خبراتهم السابقة. يحذّر تشو أن فقدان الفضول في سن مبكرة يعني أن تصبح “عجوزاً” ذهنياً وتحدّ من نموك واستمتاعك بالحياة.

كيف يقترح تشو تنمية الفضول؟

بطرح “الأسئلة الغبية” دون خوف من الظهور كجاهل، مع التواضع والحفاظ على عقلية شابة. يُعجب بالذين يظلون جائعين للمعرفة ومستعدين للاعتراف بما لا يعرفونه.

ما هو الأهم من الفضول للنمو المستمر؟

قدرة التعلّم والدافع الداخلي. يلاحظ تشو أن كثيرين يتوقفون عن التعلم بعد المدرسة بسبب غياب الحوافز الخارجية، لكن التعلّم مدى الحياة بدافع الاهتمام أمر حاسم، خصوصاً لرواد الأعمال.

كيف يصف تشو أسلوب تعلمه وأخلاقياته في العمل؟

كان مدفوعاً بشغفه بالحواسيب، يعمل بلا كلل دون أن يشعر أنه “يعمل”. دفعه حبه للبرمجة للاستمرار في الانخراط والإنتاجية.

ما منظور تشو الحالي لمسيرته وتعلّمه؟

في سن 53 (كما ورد في الكتاب)، لا يزال يتعلم ويتكيف، يقود 360 إلى صناعات جديدة مثل السيارات والذكاء الاصطناعي. يؤمن أن الحفاظ على الفضول والدافع ضروريان لإبقاء العمل ذا معنى ومواكباً للعصر.

ما الرسالة الرئيسية التي يريد تشو إيصالها من خلال كتابه؟

الكتاب ليس لوصف صيغ النجاح، بل لمشاركة تجارب حقيقية لإلهام القراء أن يكونوا أشخاصاً مثيرين للاهتمام، متكيفين، ومتطورين باستمرار.

ما كانت تجربة تشو الريادية المبكرة؟

كان يحلم بتأسيس شركة منذ أيام المدرسة الثانوية، متأثراً بروح الابتكار في وادي السيليكون. اختار تطوير بطاقة أجهزة مضادة للفيروسات رغم محدودية الموارد، وواجه تحديات عديدة منها نقص المعدات والشكوك وحتى الاشتباه فيه بالسرقة خلال أيام الجامعة.

كيف تخطى تشو وفريقه العقبات المبكرة؟

استخدموا الموارد المتاحة بذكاء، مثل استعارة وقت الحاسوب في المدرسة، والعمل بلا كلل ليلاً ونهاراً، والمثابرة رغم الشبهات والمصاعب.

ماذا تكشف قصة تشو عن عقلية الريادة؟

تسلّط الضوء على الصمود، والابتكار في استخدام الموارد، والشغف، والاستعداد لمواجهة التحديات مباشرة مع الحفاظ على التفاؤل والتركيز على الهدف.

ما دور الفضول في حياته؟

يرى تشو أن الفضول أعظم أصوله. كطفل التهم الكتب واستكشف كل شيء من الحواسيب إلى الفن والشعر. الفضول منحه الإبداع، الذوق الجمالي، واتجاهه المهني.

ماذا يحدث إذا فقد أي شخص الفضول؟

يصبح “عجوزاً” حتى في عمر 20. يفقد الانفتاح، يتسرع في إصدار الأحكام، ويفوّت الفرص الجديدة. يحذّر من العقليات الجامدة مثل “نحت علامة على قارب للبحث عن سيف”.

كيف يمكن للمرء أن ينمّي الفضول؟

بطرح “الأسئلة السخيفة” دون القلق على المظهر. يُعجب بمن يبقون متواضعين وطفوليين، يسألون دائماً “لماذا” و“كيف”. بالنسبة له، أفضل الناس هم “غير متصنّعين، غير متكبّرين، وبقليل من السذاجة”.

ما الذي يتجاوز الفضول؟

التعلم مدى الحياة والدافع الداخلي. كثيرون يتوقفون عن التعلم بمجرد مغادرة المدرسة، معتمدين على الحوافز الخارجية. يؤكد تشو أن المتعلمين ذاتياً، المدفوعين بالاهتمام، يحققون أكثر. يخطط هو نفسه لمتابعة الدكتوراه بعد الخمسين. الشغف، لا الواجب، هو ما جعله يبرمج طوال الليالي.

كيف ينظر تشو إلى النجاح والعمل؟

لم يشعر يوماً أنه مجرد موظف—العمل كان دائماً لتحقيق الذات، لا فقط من أجل المال أو الولاء لشركة. النجاح الحقيقي يأتي من الفضول المستمر، الدافع الداخلي، والتعلم المتواصل—وليس من الاعتراف الخارجي.

ما مهمته الحالية؟

في “النصف الثاني” من عصر الإنترنت، يريد أن تكون 360 “ممثلاً داعماً” قوياً في الحضارة الرقمية، تؤمّن الفضاء السيبراني وتمكّن الصناعات التقليدية، بدلاً من أن تكون نجماً مزعزعاً.

ما الهدف النهائي للكتاب؟

ليس بيع “وصفات نجاح جاهزة”، بل إظهار للشباب كيف يعيشون بفضول، ويواكبون العصر، ويبقون ممتعين. للنجاح مسارات عديدة؛ الأهم هو البقاء منفتحاً، مدفوعاً، ومرتبطاً بالزمن.

لماذا اعتُقل تشو هونغيي من قبل شرطة الجامعة في جامعة بكين؟

حدث ذلك في أيامه الأولى بجامعة بكين (بييدا) عندما كان لا يزال طالب علوم الحاسوب. كان لدى تشو فضول قوي بالتكنولوجيا، خصوصاً أنظمة التشغيل وبرامجها الداخلية. في حين كان معظم الطلاب يستخدمون الحواسيب فقط للدروس، كان تشو مختلفاً:

كان يقوم بعكس هندسة البرمجيات لفهم كيفية عملها.

كان يستكشف الشبكات ويتجاوز القيود المفروضة من الجامعة.

كان يخترق الحسابات أو الأنظمة، ليس للتدمير، بل فقط لأنه أراد أن “يرى ما بداخلها”.

لكن في أواخر الثمانينيات/أوائل التسعينيات، لم يكن هذا السلوك مفهوماً. بالنسبة للسلطات، بدا كاختراق غير قانوني. لذا عندما دخل نظاماً دون إذن، تعاملت شرطة الحرم بجدية واحتجزته للتحقيق.

هل كان مذنباً فعلاً؟

ليس بالمعنى الحديث. لم يكن يسرق أو يدمّر البيانات—كان فضولياً يختبر الحدود. لكن لأن “ثقافة الهاكرز” كانت جديدة في الصين آنذاك، اعتبرت الجامعة ذلك خرقاً كبيراً.

ما تأثير هذا الاعتقال عليه؟

السمعة: منحه لقب “متمرّد” أو حتى “خطر” في نظر المعلمين والطلاب.

الدافع: بدلاً من أن ينكسر، ارتدى الأمر كوسام شرف—عزّز صورته الذاتية كشخص لا يخشى تحدي القواعد أو السلطة.

الاتجاه المهني: مهّد الحادث لمسيرته لاحقاً كرائد أعمال يكسر الأعراف—سواء في البرمجيات (3721)، الأمن (360)، أو لاحقاً آراؤه في الذكاء الاصطناعي.

باختصار: تم اعتقال تشو هونغيي من شرطة جامعة بكين ليس لأنه مجرم، بل لأن تجاربه المبكرة في “الاختراق” أسيء فهمها كانتتهاكات. وقد أبرزت هذه الحادثة فضوله الذي لا يُروى ونزعته المتمردة—وهما سمتان شكّلتا مسيرته الريادية كلها.

رحلة شينزن الأولى وتجربته الريادية

بعد التخرج، كان حلم تشو أن يصبح رائد أعمال. في أوائل التسعينيات، كانت شينزن مركزاً جديداً للإصلاح والانفتاح في الصين، تجذب الشباب الطموحين من كل مكان. ذهب تشو هناك بدافع الفضول والإصرار على تجربة عمله الخاص.

ما العقبات التي واجهها تشو هونغيي في شينزن؟

الخبرة المحدودة: لم يكن لديه أي خبرة عملية في إدارة الأعمال.

الموارد: لم يكن يملك المال ولا العلاقات.

البيئة القاسية: كانت شينزن مليئة بالمنافسة، ولم يكن السوق ناضجاً بعد.

خيبة الأمل: محاولته الأولى لم تحقق نجاحاً يُذكر، وواجه صعوبات مالية وضغطاً شخصياً.

ما الذي تعلّمه من تجربة شينزن؟

أن ريادة الأعمال أصعب بكثير من أحلام الطلاب.

الحاجة إلى قاعدة معرفية صلبة وفهم عميق قبل القفز إلى تأسيس شركة.

رغم الفشل، لم يفقد شغفه بالابتكار أو رغبته في بناء شيء عظيم.

عودة إلى بكين

بعد التجربة المريرة، عاد إلى بكين ليعمل في معهد بحوث الكمبيوتر، حيث حصل على استقرار وفرصة لإعادة التفكير. لكن الحلم لم يخمد أبداً.

تأسيس 3721

في أواخر التسعينيات، عندما بدأ الإنترنت في الصين، لاحظ تشو أن المستخدمين يواجهون صعوبة في تذكر عناوين الويب بالإنجليزية. فابتكر فكرة خدمة كلمات مفتاحية صينية: يستطيع المستخدم ببساطة كتابة كلمة صينية في المتصفح للوصول إلى الموقع الصحيح.

كيف عملت 3721؟

سجلت الشركات كلماتها الأساسية.

المستخدمون يكتبون الكلمة في المتصفح بدلاً من URL.

3721 توجههم مباشرة إلى موقع الشركة.

لماذا كانت 3721 ابتكاراً مهماً؟

حلّت فجوة في السوق الصيني، حيث الإنجليزية عائق.

ساعدت في تعميم الإنترنت محلياً.

جعلت الإنترنت أكثر سهولة لملايين الصينيين.

التحديات التي واجهها 3721

اعتبرها البعض نوعاً من “القرصنة على المتصفحات”.

تعرض تشو لهجمات من منافسين ومن الإعلام.

لكن الخدمة استمرت في النمو بسرعة.

بيع 3721 إلى ياهو

في 2003، اشترت ياهو الصين شركة 3721 بحوالي 120 مليون دولار، وهو مبلغ ضخم في ذلك الوقت.

كان ذلك أول “خروج كبير” لتشو وأكد مكانته كرائد أعمال بارز.

تأسيس Qihoo 360

بعد 3721، أسس تشو شركة Qihoo 360، التي ركزت على الأمن السيبراني.

فكرته الجوهرية: الحماية المجانية أولاً، ثم بناء نماذج أعمال لاحقة.

ابتكار نموذج الأمن المجاني

في وقت كان فيه المنافسون يبيعون برامج مضادة للفيروسات بأسعار باهظة، طرح تشو منتجاً مجانياً، ما أحدث صدمة في السوق.

أدى هذا إلى:

اجتذاب مئات الملايين من المستخدمين بسرعة.

إجبار المنافسين على خفض الأسعار أو تغيير استراتيجياتهم.

تأسيس موقع 360 كأحد أهم شركات التكنولوجيا في الصين.

حرب 3Q (مع تينسنت)

في 2010، اندلعت معركة شرسة بين Qihoo 360 و Tencent (QQ).

اتهمت 360 شركة تينسنت بالتجسس على مستخدميها عبر برنامج QQ.

ردت تينسنت بحجب إمكانية تشغيل QQ على أجهزة الكمبيوتر التي ثبتت عليها 360.

أدت الحرب إلى جدل وطني هائل، وتدخلت الحكومة لفرض تسوية.

النتيجة:

عززت سمعة تشو كمحارب لا يخاف عمالقة التكنولوجيا.

زادت شعبية 360 بين المستخدمين العاديين، الذين رأوا فيها “مدافعاً عن الحقوق الرقمية”.

الاكتتاب العام لشركة Qihoo 360

في 2011، طرحت Qihoohttp:// 360 أسهمها في بورصة نيويورك، وجمعت أكثر من 175 مليون دولار.

منح هذا تشو اعترافاً دولياً.

جعل 360 واحدة من شركات الإنترنت الصينية الرائدة عالمياً.

أثبت نجاح نموذج الأمن المجاني كإستراتيجية.

📌 هكذا غطينا:

طفولة تشو وبكين.

الاعتقال الجامعي.

تجربة شينزن.

3721 (وتحالفه مع ياهو).

تأسيس Qihoo 360.

حرب 3Q مع تينسنت.

الاكتتاب العام.

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المرحلة الجديدة: من “المتمرد” إلى “الممثل الداعم”

بعد أن عاش سنوات من الصراعات، اتخذ تشو هونغيي موقفاً جديداً. لم يعد يرى نفسه بطلاً يصارع الآخرين أو يهز السوق، بل اعتبر أن دوره الآن أن يكون “الممثل الداعم القوي” في المسرح الكبير للحضارة الرقمية.

يصف هذه المرحلة بـ “النصف الثاني من عصر الإنترنت”.

يعتقد أن وقت “الانقلابات” و“الاضطرابات” قد انتهى.

المطلوب الآن هو التعاون مع الصناعات التقليدية، ودعم التحول الرقمي، وتأمين الفضاء السيبراني.

لماذا هذا التحول في الرؤية؟

مع نضوج الإنترنت، أصبحت التكنولوجيا جزءاً لا يتجزأ من المجتمع والاقتصاد.

لم يعد يكفي السعي وراء النمو بأي ثمن؛ بل يجب التفكير بالمسؤولية والأمن والاستدامة.

يرى أن الشركات التكنولوجية يجب أن تساعد الصناعات الأخرى بدلاً من تدميرها.

الذكاء الاصطناعي والسيارات الذكية

خلال السنوات الأخيرة، ركّز تشو اهتمامه على الذكاء الاصطناعي، خصوصاً في تطبيقاته العملية:

السيارات الذكية: يؤمن أن السيارات ستصبح “هواتف ذكية على عجلات”، وأن الذكاء الاصطناعي سيعيد تعريف النقل.

الأمن السيبراني في عصر الذكاء الاصطناعي: يحذر من أن المخاطر تتطور مع التقنيات الجديدة، مما يجعل الأمن أهم من أي وقت مضى.

تمكين الصناعات التقليدية: يكرر أن الذكاء الاصطناعي ليس لتدمير الوظائف، بل لمساعدة القطاعات القديمة على التطور.

فلسفة تشو هونغيي حول الحياة والعمل

الفضول أولاً: يعتبر الفضول أغلى ما يملك، وهو ما يحافظ على روحه شابة حتى مع تقدمه في السن.

التعلّم مدى الحياة: يرى أن التوقف عن التعلم يجعل الإنسان “عجوزاً” مهما كان عمره.

الدافع الداخلي أهم من الخارجي: النجاح الحقيقي لا يأتي من المال أو الألقاب، بل من الشغف الداخلي والمتعة في العمل.

النجاح ليس وصفة جاهزة: لا يقدّم نفسه قدوة مطلقة للشباب، بل مثالاً على أن الطريق متعدد، والأهم أن تبقى متصلاً بالعصر، فضولياً، ومندفعاً.

خلاصة رسالته للشباب

لا تخف من الفشل المبكر—التجارب الصعبة تصنع الشخصية.

لا تفقد الفضول—إنه سر البقاء شاباً ومبدعاً.

لا تتوقف عن التعلم—التكنولوجيا تتغير بسرعة، ومن يتوقف يتراجع.

لا تعش لأجل “النجاح” بمعناه الضيق؛ عش حياة مليئة بالمتعة والمعنى.