The basic connotation of Lift's corporate culture theory refers to the six management theories that reveal his revolutionary ideas, namely the founding theory, definition theory, values theory, humanism theory, revolutionary theory, and corporate culture criticism theory.

Establishing a doctrine. Corporate culture is a new management theory that emerged in the context of the oil crisis in the United States through comparative research between American and Japanese corporate management. The theory of corporate culture has brought global enterprise management into a new stage.

Definition theory. The definition of corporate culture has long been established by classic writers and cannot be interpreted or romanticized arbitrarily. The Z Theory suggests that a company's culture is primarily composed of its traditions and culture, and should also include its values. "Seeking Advantages" believes that corporate culture is a set of values, behavior norms and environmental atmosphere built for enterprise employees by absorbing the essence of traditional culture and combining with modern advanced management strategies. The American Corporate Spirit believes that corporate culture is a culture that creates and accepts new values, new perspectives, and new spirits. To sum up, the corporate culture is based on the principle of people first, that is, it is a set of values and environmental atmosphere built for employees by respecting people's personality and values, promoting people's development, absorbing the essence of traditional culture, creating and accepting new values, new vision, and new spirit, and combining modern advanced management strategies.

Value theory. This theory emphasizes that corporate values are the core of corporate culture, and that corporate values are about people, that is, values about people. Whether corporate values are about people or things, in other words, whether they show respect for individuals and focus on human development, is a sign of distinguishing and dividing true and false corporate cultures. The old management of corporate culture, which saw things but not people, prioritized "enterprise development", "safety production", "capital expansion", "GDP", etc., all of which were based on things.

Humanistic theory. This theory emphasizes that without putting people first, there can be no corporate culture. Corporate culture opposes the practice of "management and punishment", which is not corporate culture. Corporate culture has achieved four breakthroughs in theory, thus declaring it as a people-oriented management theory: (1) it has changed the direction of thinking for the development of enterprise management; ⑵ Proposed the principle of "people-oriented"; Place the people-oriented values at the center of all elements of the enterprise; Putting people first has become a magic weapon for global enterprises to succeed.

Revolutionary theory. This theory distinguishes corporate culture from all previous old management in five aspects: (1) placing "soft management" in a prominent position; ⑵ Propose that the value of a person is higher than profit; ⑶ Scientifically define "people-oriented" ("Successful enterprises always regard ordinary employees as the fundamental source of improving quality and productivity,... all have a deep-rooted basic purpose, which is to respect individuals, make employees winners, and let them stand out." "Seeking Advantages") ⑶ Scientifically define "corporate culture"; The corporate culture of a company should be composed of its corporate environment, values, heroes, ceremonies, and communication networks, with values at the center. "The corporate environment is the biggest influencing factor in forming corporate culture, and corporate culture is the embodiment of all the strategies that a company must adopt to achieve success in this environment; Introduce many typical enterprises.

Corporate culture criticism theory. This theory not only proposes 10 standards such as the "originality" of distinguishing true and false corporate culture, 6 methods such as the "conceptual method", and 7 construction models such as "seeking ancestors", but also proposes a simple and popular method of using the "six looks" to distinguish true and false corporate culture:

At first glance, the proposition is: are employees the most valuable asset of a company, or are other assets the most valuable;

Second look at action: what has been done for employees or what is required of them;

Three aspects of the system: guiding employees to pursue excellence or forcing them to obey absolutely;

Four evaluation criteria: positive motivation and induction, or pressure and punishment;

Five factors to consider: advocating progress or being backward and conservative;

Six looks at leaders: consistency in words and deeds, or inconsistency in words and actions.

(Selected from Wang Changgen's "Beautiful Management" and "Walking on the True Way - Critique Theory of Corporate Culture")