At the Intersection of Technology and Management — An Interview with Zhao Yuzheng, a Business Executive in China’s High-Technology Sector

Against the backdrop of China’s high-technology industries moving steadily toward deeper and more complex development, an increasing number of business leaders are transitioning from the role of “technology users” to that of “system enablers.” Zhao Yuzheng stands out as a representative figure in this shift. Over the years, he has focused on the planning and implementation of intelligent and information-based systems, participating in and advancing multiple industry-level initiatives. Through this work, he has consistently sought to address a fundamental question: how technology can generate long-term value in complex industrial environments, rather than remaining at the level of short-term concepts or isolated optimizations. It is through this accumulation of practice and reflection that he has gradually formed a clear and stable management methodology within the high-technology sector.

It is precisely within this industry context that Zhao Yuzheng’s professional background appears particularly illustrative. As a manager deeply involved in the development of high-technology industries for an extended period, his career trajectory cannot be defined by a single technical label. Instead, he is more widely recognized for his comprehensive capabilities in complex systems management, technology decision-making, and industrial coordination. In recent years, while continuing to promote the deployment of multiple intelligent and information-driven systems, he has also extended his focus to integrated technical service scenarios that support enterprise digital operations. In the governance and operations of Dongyu Cultural Industry Development (Xi’an) Co., Ltd., he has incorporated principles such as information system construction, data coordination, and process standardization into the company’s daily management and project execution.

From a global perspective, the high-technology sector is undergoing a transition from being “technology-driven” to being shaped by “system governance.” While breakthroughs in individual technologies remain important, enterprises are increasingly concerned with how technology can be embedded into business processes and aligned with organizational structures and management models. It was in this broader context that Zhao Yuzheng gradually formulated his understanding of industrial development. As he noted in the interview, “Technology itself is never the goal. The real challenge lies in how to turn technology into a capability that can operate sustainably.” This perspective has consistently informed his management practices across multiple industry scenarios. How this way of thinking takes shape in different sectors—particularly in enterprise environments where integrated technical services coexist with project-based operations—offers a revealing lens through which to examine his management approach.

In his work at Dongyu Cultural Industry Development (Xi’an) Co., Ltd., Zhao Yuzheng did not simply replicate technical pathways from a single industry. Instead, he chose to begin with management structures and information systems, promoting the systematic organization of internal business processes. He emphasizes that for technology-service-oriented enterprises, business chains often span multiple stages—ranging from demand alignment and solution delivery to system integration and operational iteration. Without clear data structures, stable information systems, and scalable technical architectures, organizational coordination costs can quickly escalate. “Systems should serve the organization, not force the organization to adapt to systems,” he said, summarizing the guiding principle behind his approach to information governance.

This line of thinking has gradually taken shape in practice. Through more standardized project management mechanisms and improved data coordination, the enterprise has enhanced the granularity of its management in areas such as cross-team collaboration, process traceability, and decision support. Zhao Yuzheng does not describe these changes simply as “technological upgrades.” Rather, he views them as an evolution in governance methods. “We are not implementing systems for the sake of having systems,” he explained. “We first need to understand what the organization actually requires, and only then decide how technology should be introduced.”

Notably, Zhao Yuzheng’s management philosophy consistently emphasizes a sense of boundaries. In his view, advanced technological tools must be appropriately aligned with a company’s business structure and delivery rhythm; technological logic should not fully override business logic. “If technology rises above business considerations, it may appear advanced in the short term, but in the long run it will inevitably create friction,” he observed. This judgment has led him to adopt a relatively measured approach when promoting internal change, allowing organizations to place greater emphasis on controllability and continuity during periods of adjustment.

During the interview, the reporter repeatedly attempted to steer the conversation toward his personal achievements, but Zhao Yuzheng consistently redirected the discussion back to teams and organizations. “The value of a manager does not lie in the display of personal capability,” he said, “but in whether a set of mechanisms can be established that are replicable and sustainable.” In his view, truly mature management allows an organization to operate efficiently even in the absence of direct individual intervention. This principle has become a core guideline in his work across multiple enterprises.

From a broader vantage point, Zhao Yuzheng holds a clear-eyed and pragmatic view of development trends within China’s high-technology industries. He does not deny the importance of technological innovation, but places greater emphasis on governance capacity and long-term planning. “The focus of future competition is likely not who possesses newer technologies, but who can manage technology more effectively,” he noted. In his assessment, enterprises must establish stable relationships among technology, talent, and institutional frameworks; otherwise, innovation cannot be sustained.

Accordingly, when the discussion turned to how multi-domain technical services and digital governance can be advanced in tandem, Zhao Yuzheng placed greater emphasis on “methodological boundaries” and “organizational fit.” He pointed out that such coordination is not a simple matter of technological accumulation, but rather a renewed understanding of management complexity—one that requires maintaining stability and controllability in delivery while also leaving room for business iteration. “Enterprise flexibility comes from organization, while system stability comes from architecture. There is an inherent tension between the two,” he added. “The task of management is to find a workable balance.” Guided by this view, he places greater emphasis in practice on tool adaptability and maintainability, rather than on the pursuit of technology that is merely newer or more powerful.

When discussing future plans, Zhao Yuzheng refrained from outlining sweeping visions, instead emphasizing the importance of gradual advancement. “We prefer to break work down into a series of verifiable, incremental steps, rather than attempting to complete a so-called transformation all at once,” he said. In his view, this approach not only helps reduce risk, but also aligns more closely with the resource constraints and organizational rhythms enterprises face at different stages of development. For Dongyu Cultural Industry Development (Xi’an) Co., Ltd., this means steadily enhancing process standardization, information governance, and data support capabilities while maintaining existing business strengths, rather than pursuing radical restructuring.

As the interview drew to a close, the reporter asked how he viewed his own role within the industry. After a brief pause, Zhao Yuzheng responded, “If I had to define it, I would rather see myself as a connector.” A connector of technology and industry, of long-term objectives and real-world conditions, and of different types of organizations and talent. “Real change often happens at these points of connection,” he said.

From this interview, it becomes clear that Zhao Yuzheng’s value does not lie in any single technology or isolated achievement, but in his understanding of complex systems and his long-term patience. His work within the high-technology sector illustrates a path distinct from that of traditional technology leaders: using management as the lever, technology as the tool, and industrial objectives as the ultimate orientation. In an era defined by speed and scale, such a steady and rational mode of thinking may well be the key to sustained enterprise development.