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    Zhang Xue’s motorcycle has gone viral nationwide. The phrase “not a single penny” has taken social media by storm. After being taken out of context and widely circulated, this statement quickly sent ripples through public opinion. However, a deeper issue has come to the surface. When the government supports businesses, does “giving money” really have to be the only way? This question touches on the core of a paradigm shift in the concept of attracting investment. Now is the time to redefine what it means for the government to support businesses. The best support is letting go; the best environment is fairness; and the best competition is determined by the market.
    There’s a common phenomenon within business development teams. Newcomers, after working for a while, often struggle to identify what companies are looking for. While veteran team members have plenty of experience, their approaches were developed through trial and error in the past. Business development managers understand that with targets being pushed down year after year, relying solely on a few key veterans isn’t sustainable. They want to systematically develop their teams but can’t find a practical training program. So, what is the best way to effectively improve professional capabilities in business development?
    Over the course of a month, the “Straight Talk” column in the Liaoning Daily published a series of short commentaries. Though each piece was brief—just a few hundred words—they were direct and cut straight to the heart of the matter. The more I read, the more I realized they highlighted common issues faced by most localities. Many regions are grappling with similar challenges regarding the business environment, the work ethic of officials, and development philosophies. The commentary ranges from how to conduct consultation meetings and field visits to how to establish a proper view of political achievements and cultivate Party spirit. This high-frequency, high-density series of articles serves as a systematic “collective health checkup” for investment promotion officials. This “health report” also holds up a mirror for localities to reflect on and examine their own investment promotion efforts. On the surface, these are issues of work style. Let’s start with
    “Attracting investment” has quietly evolved into “selective investment attraction.” This is not merely a change in wording, but a shift in the logic of development. When it comes to selective investment attraction, why do we select? What do we select? And how do we select?
    At the end of the day, attracting investment is a competition for talent. It’s easy to put up a sign promoting market-oriented investment promotion, but developing the right people is where the real challenge lies. With the new year underway, it’s worth starting by focusing on building the capabilities of our team.
    The "Evolving with Resilience" Beijing Closed-Door Exchange Meeting organized by the Investment Promotion Network has concluded. Directors of investment promotion bureaus, representatives from overseas offices, and investment promotion leaders from across the country gathered here, each bringing their own insights. Even before the meeting began, the venue was already buzzing with lively discussion, as participants spoke freely and collaborated to tackle challenges.
    While conducting field visits and research, I heard some investment promotion directors remark that attracting investment has increasingly come to resemble a grueling test of physical and mental endurance. Yet when it comes time for quarterly or annual reviews, very few projects have actually been signed and implemented. The most direct reason is that most of their time is spent on fruitless meetings and sifting through information.
    With a full-scale push to attract investment, there has been quite a stir this year. The battle to attract investment has already begun. Mobilization is essential, but it must be sustainable. For local governments, this is not merely a formality; it must yield tangible results.
    Beijing and Hotan are 4,000 kilometers apart. Industrial assistance to Xinjiang is not a one-time infusion of resources, but a sustained effort to build self-sustaining capacity. What truly “connects” these two ends are concrete, on-the-ground actions: the depth to which projects take root, the strength of the teams that grow, and the visibility of the city’s image.
    Ultimately, industrial assistance to Xinjiang boils down to the question of “what will remain.” Projects can be introduced and funds can be invested, but once the assistance efforts are withdrawn, what truly endures is the capacity of the people.
    A campaign to correct the performance-oriented mindset of local officials is currently in full swing. Launched shortly after the Spring Festival and expected to conclude by the end of July, it is unprecedented in recent years in terms of its high-level focus and clear direction. Meanwhile, local government work reports are being released one after another, packed with investment promotion targets.
    The theme of the 2026 Investment Promotion Network Closed-Door Exchange is “Evolution: Adapting with Resilience.” On March 19, we will gather in Beijing to kick off the first closed-door exchange for investment promotion professionals. We look forward to engaging in in-depth discussions, analyzing trends, and exchanging insights with representatives from regional offices, directors of investment promotion bureaus, and investment promotion leaders across the country.
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