With the expansion of the company's development, corporate management has become one of the main driving forces for the promotion of corporate business. This is also the future development trend.
As we all know, many companies in the LED display industry are born at the end of the micro-scale, experiencing numerous wind and rain to develop to the current scale, with the current pace of globalization of the market economy to speed up, LED display business management optimization work must also accelerate the process in order to be more effective Help companies take off. Next, we can learn and learn from their successful management experience through several well-known domestic companies.
Xiaomi and Tencent: Flattening Organizations and Minimizing Management
Xiaomi believes that in order to be close to customers and enter the hearts of customers in the Internet age, companies must shorten the distance with consumers and integrate them with consumers. Only in this way can consumers become Xiaomi's "employees", let consumers participate in Xiaomi's product design and development, and disseminate and promote Xiaomi's products. To achieve this, organizations must be as flat and simple as possible.
Millet's organization is completely flat. Each of the seven partners is divided into three groups: the organizational structure is basically three levels: the core founder-department leader-employee, and any decision is implemented in the form of a â€œplug-in-one-in-oneâ€ approach, which effectively guarantees efficiency. In order to avoid bloated teams, once the team reaches a certain size must be split, become an independent team of the project system.
Xiaomi's practice reflects a very important concept of the organizational design of the Internet era: simplicity, speed, and extremes.
Management must be simple, and management practices must be reduced in order to make things happen. Lei Jun said that Xiaomi has never punched the card system, there is no appraisal system, that is, emphasis on self-driven employees, emphasizing that others should be their own business, emphasizing the sense of responsibility. Everyone is working under the product belief and driven by a sense of responsibility instead of relying on management to create efficiency.
Huawei: Shrinking Business Units and Playing "Squad War"
Huawei has done more in organizational changes in the past year or two. Ren Zhengfei proposed that "simplifying organization management and making the organization lighter and more flexible is the goal of our future organization." Huawei will turn from centralization to small unit operations, â€œthrough modern small unit operations*, to find strategic opportunities ahead, and then quickly request powerful firepower from the rear and implement precision strikes with modern methodsâ€. This is the â€œsquad leaderâ€™s warâ€. .
To achieve this reform, Huawei began to establish a subsidiary company board of directors. In the past, Huawei had always been centralized, because the companyâ€™s resources were insufficient. Therefore, all resources must be gathered to form a powerful firepower to assault. Now, brand resources, financial resources, and customer resources are all in place. At this time, we need to change the array. We must decentralize some of our major business decisions to the boards of subsidiaries.
Reducing business units and small units to fight and playing "the war of the squad leader" is a trend of Huawei's organizational change. I think it is also a trend of organizational change in the future, because in the Internet era, to quickly capture opportunities and respond to markets, organizations must be streamlined and simple, and everyone should be value creators and everyone can work with value.
Alibaba: Human Capital Partners System
In the future, it may be knowledge-based employment capital. A small number of people holding or even not holding can achieve effective control of this enterprise. This is called the human capital partner system. In this regard, Alibaba is more representative.
Alibabaâ€™s shareholding structure is: Sun Zhiyi of Japanâ€™s Softbank Group holds 34.4% of the shares, Yahoo! accounts for 22.5%, Ma Yun only accounts for 8.9%, and Cai Chongxin accounts for 3.6%. Lu Zhaoyi and other senior managers and other social capitals (including employee shareholdings) It accounts for 30.6%. Yahoo's shares may also belong to Sun Yizheng, so Sun Zhengyi is the real shareholder of Alibaba. If speaking of equity, Alibaba should be regarded as a Japanese company, but Ma Yun and his startup partners actually control the day-to-day business decisions of the company.
This reflects a trend: In the age of the Internet, people do not necessarily have to increase their size and value through the contribution of knowledge, capabilities, and human resources. They can also obtain great wealth and value.
As experts have predicted, the future will enter the era of human capital value management . It has three features. First, human resources have become the leading factor in the creation of corporate value; second, human resources must not only receive salary treatment, but also participate in the sharing of benefits. Third, human capital must not only participate in the sharing of benefits, but also participate in the management of the enterprise. . In this regard, Haier has already gone ahead.
Haier: Autonomic Management and Staff Creation
In 2013, Haier advocated the "threeizations" of enterprise platformization, employee creation, and user personalization. Enterprise platformization means that the headquarters is no longer a management and control institution, but a platform-based resource allocation and professional service organization. In addition, management is proposed to be borderless and decentralized, and the back-end should be modularized and specialized. The front-end should emphasize individualization and customer orientation.
First, platformized enterprises and distributed management. Haier's corporate headquarters is transforming into a platform for resource management and talent integration. Instead of emphasizing centralized centralized control, companies are decentralizing their power to a place that best understands the market and customers.
Second, people are single-in-one and operate independently. The user-centric model of one-on-one has been implemented at Haier for several years and is continuously improving. The so-called single-win-win-win model is to use the accounting system to calculate the value each employee creates for the company and share the company's value based on the value created by the employees. This model has allowed Haier to form numerous small, self-directed entities. The employees are self-employed and self-driven.
Third, the employees have become more customer oriented. Haier has set up a special venture capital fund and cooperated with professional investment companies to support employees to conduct internal business ventures. As long as employees have good ideas and good ideas, the company can give funds to encourage him to form a team to start a business, and employees can hold shares.
From the above several cases, in the era of the Internet, enterprises in the organizational reform and human resources management are a systematic development, is no longer the past "simple and direct", and with the development of LED display industry, the future industry companies If you want to develop in an all-round way, you must be more concerned with business management.
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