On the morning of November 25, students from the Organizational Communication course in the Master of Arts in Communication Studies (Communication Specialization) program at Beijing Normal–Hong Kong Baptist University (BNBU) visited the Huafa Group Brand Pavilion at Zhuhai Center Tower for an on-site field study. Under the guidance of Professor Pan Xiaohui, led by course teaching assistants Han Jinyu and Deng Miao, and with the support of student Deng Zihua, the class conducted an immersive learning activity to decode Huafa Group’s “Three-Horse Carriage” cultural model from a frontline perspective. This field study combined three experiential components—high-altitude observation, exhibition hall tour, and seminar discussion—creating an integrated and immersive classroom that enabled students to deepen their understanding of organizational culture and communication strategies in large enterprises.

Group photo during research

At the beginning of the field study, the head of Huafa Group’s Culture Department introduced the proposition that “culture is strategy,” offering a systematic explanation of the spirit of Huafa’s organizational culture, its construction strategies, and approaches to implementation, enabling students to immediately perceive how cultural “soft power” can be transformed into concrete “hard indicators.” The group then proceeded to the Sky Observatory on the 70th floor of Zhuhai Center Tower. From the 330-meter vantage point, students were able to take in panoramic views of Macau, Hengqin, and the Shizimen district, gaining a direct sense of the Greater Bay Area’s vibrant dynamism while also acquiring a unique geographical and spatial perspective for understanding the development trajectory of Huafa Group.

Visit to the observation deck of Zhuhai Center Tower

For the second stop, the group moved to the Huafa Group Brand Exhibition Hall on the second floor of the tower. Guided by the exhibition docent, students explored the nine major sections showcasing the Group’s development history, city operations, real estate development, technology industries, financial services, and more. Huafa deconstructs its mission, vision, and values into a three-tiered cultural framework: corporate culture serves as the spiritual steering wheel of the organization; labor union culture materializes into “tangible well-being”; and brand culture functions as a social amplifier that, through public welfare initiatives, enables the resonance between the enterprise’s “small goals” and the creation of “greater social value.”

Students listening to the development history of Huafa Group

The most engaging part of the field study was a special seminar that bridged theory and practice. Ms. Liu Anqi, Deputy Director of the President’s Office of Huafa Investment Holding Group, was invited to attend and provided students and faculty with an in-depth sharing of Huafa Group’s insights and experiences in corporate culture, organizational development, and labor union practices.

Course instructor Professor Pan Xiaohui participated online throughout the session, and the atmosphere was lively and engaging. During the interactive Q&A, students raised questions about challenges and strategic responses in organizational mergers within large enterprises, as well as how companies can embrace technological transformation amid the surge of AI innovation. Drawing on concrete cases from Huafa Group, Deputy Director Liu Anqi addressed each question in detail, emphasizing that the key to successful organizational integration lies in “culture first” and “institutional safeguards.” Regarding AI application, she noted that Huafa maintains an open mindset and actively promotes the deep integration of intelligent tools with core business scenarios to enhance operational efficiency and data-driven decision-making.

Site of the symposium

Through a multilayered process of “observation–understanding–dialogue,” this field study enabled students to deeply recognize that the cultural construction of major Chinese enterprises has moved beyond slogan-based communication and has evolved into an “operating system” that drives strategic implementation, mitigates risks, and enhances brand value. The visit vividly illustrated Huafa Group’s development trajectory—from a single-line business to a diversified holding group—and clarified its brand architecture, making its complex organizational structure and business layout easily comprehensible. Students remarked that the experience not only built a bridge between theory and practice but also allowed them to feel the “warmth” of theory in action, fostering a solid and profound understanding of how organizational communication operates and generates strategic value within real-world business environments.