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ISO 9001 certification, becoming the first manufacturer that
passed this quality management standard among China's wind
power equipment manufacturers. Wu Gang and I had more
contacts due to work on certification and I paid more attention to
Goldwind under his leadership.
In May 2002, Wu Gang became the chief executive of Goldwind,
which was then building a modern wind turbine assembly base
with an annual production capacity of 200 turbines of 600 kW-
1 MW, aspiring to compete with international wind power equip-
ment manufacturing giants with a strong commitment to build a
corporate culture of learning.
One day in June, experts from one internationally established
wind turbine manufacturer visited Goldwind, where Wu Gang
convened senior executives to listen to their research and
development. However, he was shocked, because what the experts
meant was: since they have entered into wind turbine equipment
manufacturing, is there a good reason for Goldwind to continue to
exist?
Figure 27.1
Wu Gang (right) of Goldwind at the CWP in 2011.
Wu Gang and his team made special investigations and analysis
before they came to a conclusion. He decided that, as long as
Goldwind can create value for customers, it can survive, regardless
of how powerful those international manufactures can be. This is
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