Rooting and Launch
Starting from 2019, Da Tai Yi laid its development foundation in a steady manner. During the two-year preparatory stage, the enterprise completed initial resource organization and structural preparation. In 2021, the Taiyi System was officially launched, marking Da Tai Yi's entry into the launch phase. For an enterprise, what matters most in the initial stage is not speed but direction and fundamental skills. The implementation of the Taiyi System gave Da Tai Yi its first clear business vehicle, opening the path toward systematic development.
Cultural and Organizational Consolidation
In 2022, Da Tai Yi completed its cultural foundation and blueprint construction. Corporate culture is not just slogans; it permeates organizational operations and talent collaboration. The strategic blueprint defined the coordinates for subsequent business layouts. That year, Da Tai Yi prioritized 'internal strength,' creating conditions for the next stage of development.
In 2023, the goals of the First Five-Year Plan were achieved, and Da Tai Yi entered the systematic development phase. Building on earlier cultural consolidation and blueprint implementation, the enterprise began refining its operational model through practice. In 2024, the five founding teams officially converged, systematically enhancing the top-level system planning. The gathering of organizational strength made Da Tai Yi more capable in decision-making, collaboration, and resource allocation.
Upgrading to System Incubation
In 2025, Da Tai Yi upgraded to the Da Tai Yi System Incubator and launched the Hundred-System Incubation Strategy. This upgrade means Da Tai Yi is no longer just operating a single business system but shifting toward a platform model that supports the incubation and growth of multiple sub-systems. The system incubation strategy aligns with the organizational and management capabilities the enterprise has accumulated over the years, leaving room for diversified growth.
In 2026, Da Tai Yi proposed the working direction of 'strengthen leadership, establish standards, and build systems.' At the organizational level, leadership building is reinforced; at the management level, standards are unified; and at the business level, systemic capabilities are consolidated. These nine characters serve as internal requirements and provide a clear path for building mature sub-systems.
Toward Long-Term Development
From 2027 to 2029, Da Tai Yi will continue to optimize operational efficiency, advance standardized replication, and gradually expand across the national market. Standardization is not rigidity; it is about codifying proven methods so that different regions and teams can share the same capabilities. Through this phase, the enterprise aims to build a more stable growth foundation.
According to the plan, by 2030 Da Tai Yi will complete the goals of the Second Five-Year Plan and continue progressing toward long-term system development objectives. Looking ahead, Da Tai Yi will uphold cultural leadership and organizational building, using system incubation as a link to grow together with more partners and teams. Development is a long road, and every step of accumulation paves the way for the next.