By Reporter Linda Lin

"What has been the biggest change in the optoelectronic display industry over the past decade?" At the interview site in Nanjing Jianye District, Lu Jie did not rush to answer. After a brief pause, he responded in a slightly hoarse voice: "Not Mini LED, nor flexible panels, but an underestimated trend—the penetration of systemic operational thinking." With over two decades of experience in the optoelectronic display industry, this corporate leader has positioned "management" as the fulcrum behind technological leaps, redefining "execution" and "connectivity" in the sector.

A Steady "Operator" in the Technological Wave

Amid rapid advancements in optoelectronic display technology, the global supply chain faces unprecedented restructuring. According to a report by Future Market Insights, the global display panel market was valued at approximately $148.053 billion in 2023 and is projected to grow to $228.452 billion by 2033, with a compound annual growth rate (CAGR) of 4.4%. This growth stems not only from continuous upgrades in consumer electronics but also from surging demand for high-performance display solutions in emerging fields like IoT, new energy vehicles, and AR/VR.

However, behind technological upgrades lies heightened corporate demands for operational efficiency, resource allocation, and risk management. It is against this backdrop that Lu Jie has transitioned from engineer to manager, and ultimately to corporate strategist.

From 2003 to 2020, Lu Jie worked at TPO (later renamed Nanjing Innolux Optoelectronics), holding roles in quality control, customer quality management, and eventually serving as Director of the Customer Quality Engineering Department. During this period, he immersed himself in LCD panel production lines, gaining deep manufacturing expertise—from material compatibility to process optimization—while developing a clear understanding of "system bottlenecks." He admits: "When technology is controllable, the real causes of project failure are often decision-making delays, management disconnects, and information silos."

The Systemic Evolution of an Engineer

Since 2020, Lu Jie has fully spearheaded business strategy at NanJing Genova Electronic Technology Co., Ltd., transforming the company from a liquid crystal display (LCD) repair service provider into a systemic solutions supplier covering equipment manufacturing and communication instruments.

In an era where the optoelectronic display industry is maturing yet still plagued by management and coordination issues, Lu Jie’s focus shifts away from individual technologies or equipment. Instead, he zeroes in on the "invisible" aspects of corporate operations: organizational stability, cross-departmental collaboration efficiency, and information flow clarity.

His work over the years may seem mundane—building systems, creating models, streamlining processes. But to him, these are the core determinants of whether a manufacturing enterprise can "survive." The systematic solutions he has championed are natural outgrowths of this conviction.

Systemic Solutions Born from Management Challenges

Lu Jie rejects the traditional R&D approach of "moving from the lab to the field." Instead, he believes technology must emerge from the field, tackling real corporate pain points head-on. The systems he has led focus on recurring blind spots in manufacturing enterprises—strategic, operational, workforce, and coordination challenges.

Among these, the Multi-Plant Operation Collaboration System for High-End Manufacturing Enterprises V1.0 was one of his earliest architectural concepts. Addressing fragmented production across dispersed manufacturing bases, he replaced "manual coordination" with "data synergy," linking production nodes across regions via standardized protocols and visual interfaces. This allows headquarters to move beyond experiential judgment, instead gaining real-time visibility into bottlenecks, idle resources, and priority reinforcement areas. It is not just a software platform but a reorganization of manufacturing rhythm and order.

Another key achievement is the Compliance-Management-Based Workforce Decision Software for Manufacturing Enterprises V1.0. Many manufacturers hesitate to hire despite labor shortages, fearing "workforce compliance risks." Lu Jie recognized that "human resources" is often a high-stakes term in manufacturing. His solution replaces vague judgment with "rule-based logic," integrating legal, regulatory, and corporate policies into an intelligent "compliance alert + process verification" mechanism. The system’s goal is not to increase hiring but to ensure hires are safe, compliant, and manageable.

Not Just Solving Problems—Redefining Them

In addition to operations and human resources systems, Lu Jie also spearheaded the development of key achievements such as: Strategic Customer Value Analysis System for Technology-Based Enterprises V1.0, Intelligent Resource Scheduling Platform for High-End Equipment Services V1.0, Full-Lifecycle Cost Control System for Technology Enterprises V1.0. The problems these systems address do not stem from "trending topics," but from the complex, repetitive decision-making moments that enterprises face daily.

These systems share a common trait: they are not fixated on showcasing "how advanced the technology is," but instead focus on answering one question—"Do we finally have a clearer way to handle this problem?" What Lu Jie has built is a management language that enterprises can truly understand, apply, and provide feedback on.

From Systems to People: Observer and Participant in Industry Transformation

Lu Jie is in no rush to label these achievements as "success." To him, systems are always a process, not an endpoint—they represent an ever-evolving capability and a patience to examine industry challenges at their structural core. His focus has never been on whether a single product can dominate the market, but rather on whether, when the industry advances to its next phase, there are enough individuals who genuinely grasp the complexity of these problems and are willing to address them through systematic methods.

As a long-term practitioner in the optoelectronic display industry, he has used one organizational tool after another to outline a clear framework for "sustainable management capability" in this rapidly evolving field. And this, perhaps, is one of the rarest foundational competencies that future manufacturing enterprises will desperately need.