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Zhang Ruimin has removed Haier's "beyond recognition"

2019-5-5 14:14| 发布者: 左二爷| 查看: 240| 评论: 0|来自: 成都耍耍论坛www.scshuashua114.com

摘要: On March 28, 2019, Professor Lichade·daweini, Professor of Strategy at Tucker Business School at Dartmouth College, came to Haier for research. Daweini has pointed out in his new book, the pan-indust ...
On March 28, 2019, Professor Lichade·daweini, Professor of Strategy at Tucker Business School at Dartmouth College, came to Haier for research. Daweini has pointed out in his new book, the pan-industrial revolution, that the widespread use of 3D printing technology will open the era of mass customization.

In the exchange with Daweini, Zhang Ruimin, chairman of the board of directors of Haier Group, pointed out that "3D printing must be accompanied by '3D printing organizations'." In his view, the pan-industrial revolution is dominated by 3D printing, but the goal of 3D printing is to meet the individual needs and experiences of users. If there is no organization to connect technology with users, technology will not be targeted.
In the end, Daweini changed his mind. "I was persuaded by you(Zhang Ruimin). "He agrees that only from the technical and organizational aspects can 3D printing really work.
At present, the world is undergoing a transformation from the traditional industry to the Internet industry to the era of the Internet of Things industry. The times are evolving, and Haier is constantly innovating.
An enterprise covers many elements such as technology, market, product, organization, and culture. Some are known for their technological research and development, and some are active in marketing. Zhang Ruimin believes that the core competitiveness of the company is the ability of the company to create user value. In order to build this ability, Haier chose the reform path of self-innovation with organizational management innovation: removing the decades-old hierarchical system, dismantling the huge corporate architecture, and replacing it with innovative organizational structures such as platforms and micro-micro.
It's harder to break tissue now than it was to break the fridge.
In the traditional industrial era, consumer demand converged, and enterprises pursued quality and scale. "Doing big and strong" became the saying of entrepreneurs at that time. During this period, Haier continued to evolve from the original insolvent and failing collective small plants. The annual production capacity of refrigerators and refrigerators alone exceeded 10 million units, and the annual sales revenue of the entire group exceeded 200 billion yuan to achieve global distribution. The world's first brand of white appliances.
In the words of Zhang Ruimin, starting from December 1984, Haier started from 0 to 1, starting from nothing, and the company relied on a quality premium; From 2005 to 2015, Haier from 1 to N, the company did big and strong, relying on brand premium.
Since then, the global economy has undergone a transition and evolution from the traditional industrial era to the Internet era and the Internet of Things era. After entering the Internet era, consumers have the right to choose the right to speak. With the help of the Internet, they can stay at home and compare prices globally. In the user-centered business climate, the consumer market presents the trend of diversification, segmentation and personalization of demand.
At this time, many advantages accumulated by traditional companies over the decades have become disadvantages in the blink of an eye-the more products that ignore user needs and are manufactured on a large scale, the more difficult it is to sell, and the more backlog of stocks; The larger the traditional production capacity, the longer the channels and the more personnel, the heavier the burden on the enterprise. Whenever you walk into a home appliance store, the most common scene is a price reduction advertisement written in big red letters. Home appliance manufacturers have been shopping for prices and cutting meat for profits all year round, largely because of closed-door design, mass production of homogenous products, and can not meet the needs of users.
Zhang Ruimin fell into meditation, and the changes of the times forced him to experience a painful self-subversive innovation.
"Why do you have to subvert yourself? Because the times have changed, what kind of times, what kind of model; Times change, business models have to change. "Zhang Ruimin often hangs on the tip of his mouth and says," Take the times as a teacher, as a teacher, and as a person. "
Since 2015, Zhang Ruimin has used Haier as a management laboratory to implement a momentary incomprehensible change -- from large-scale manufacturing to mass customization to achieve a true "one-in-one", enterprise and user integration.
Over the years, Zhang Ruimin has set up a "positive triangle" structure based on the Western management system. Haier has modeled more than 200 fixed management processes established by GE, and companies have cultivated strong executive teams ... These are precisely the cornerstones and pillars that have supported the Haier Empire in the past decade., It is precisely for Haier to win the halo of countless believers to worship. It is precisely in Zhang Ruimin's heart that he is proud of. However, as Zhang Ruimin said, the original successful practice must now be abandoned. "It is more difficult to smash the organization than to smash the refrigerator."
"In the age of the Internet of Things, entrepreneurs should no longer have imperial thinking. "This is a sentence that Zhang Ruimin exhorts Chinese entrepreneurs, and he has already torn apart the Haier Group, the world's largest white goods empire,: Now, when you walk into Haier again, It has been difficult to find the appearance of the past -- the division system that has been used for decades and the numerous business departments have been dismantled, and the huge corporate architecture has disappeared without a trace, replacing it with innovative organizational structures such as platforms and micro and Micro.
Traditional enterprises are set up according to the production line flow, such as the procurement department, production department, marketing department; Today, there are only three types of people in Haier after the change-platform owners, micro-owners and founders. Traditional enterprises produce first, and then look for customers to sell; "Micro" is the opposite-first there are users, full interaction with users, and then customized production products. The employees of traditional enterprises are employed by Haier and paid by the enterprise; The relationship between "small microowner" and Haier is a dynamic partner. Haier hands over the right to operate, use human rights, and distribution rights to Xiaowei. Haier holds a certain share and implements "user pay".
Employees become entrepreneurs, their identities change, and they have to face the pain of transformation. For decades, employees have been hired, paid and trained by companies to be strong enforcers, but now employees suddenly find that what companies need most of their ability is not execution, but entrepreneurship and user creation.
A world-class Internet of Things model
After nearly four years of changes, more than 200 small businesses have emerged on the Haier platform, of which more than 100 have annual revenue of over 100 billion yuan and 19 have a microvaluation of over 100 million. And developed a series of new ideas such as "Raytheon" game books, oil-free compressor refrigerators, and smart ovens.
Traditional companies produce products first, and then look for customers to sell. Sunchuanbin's Haier's "micro-micro" is the opposite -- there are users and then products. One Haier user reported that the washing machine was full of dirt. When it was proposed that there was no special washing washing machine for children, it actually received a response from 50,000 or 60,000 users.
Previously, as an employee of a traditional company, Sunchuanbin was hired by Haier and paid by the company. The main daily task is to implement the leadership's decisions and orders; When he became a "small microowner," Sunchuanbin's relationship with Haier was a dynamic partner. Haier handed over the right to operate, use human rights, and distribution rights to Xiaowei. Sunchuanbin's team's salary was instead "paid by the user." After the non-washing washing washing machine developed by Haier Xiaoxiao was listed on the market, sales amounted to 200,000 units and sales amounted to 700 million yuan.
"In the future, Haier is no longer a product, but a creator. If it is a product, it will be bound by itself, but if it is a creative person, there will be many new products and new ideas. Zhang Ruimin believes that "the core competitiveness of the company is the ability of the company to create user value." What technology needs to be brought in. "

In the 2019 New Year message, Zhang Ruimin said: "In the past, Haier dedicated a world brand name for the motherland; Now, Haier will dedicate a world-class Internet of things model for the motherland. "
Of course, change must come at a price. Over the past two years, Haier has laid off as many as 26,000 employees, accounting for nearly half of the total. Some of these are employees who do not meet performance targets, some are employees who do not have orders, some are jobs that companies no longer need, and they include a large number of middle and senior managers -- in a flat organization structure, middle and senior levels are often not used.
In the center of the vortex of contradictions, Zhang Ruimin compared his situation to Wang Anshi in the reform. The phrase "change is not scary, ancestors are not enough, and people are not enough to say" has also become a comfort for the changing CEO.

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