Rewrite the Technological Landscape

Interestingly, when the management and standards of the computer business department became stricter, not many people were fired, and few people offered to resign, but the complaints before had actually become less and less, and many People who used to complain about the company every day began to work honestly.

What's more interesting is that some people who know that they will be fired sooner or later will pull some people who used to complain about the company with them to leave together.

As a result, these people who used to complain about the company with me not only did not follow, but also stopped complaining about the company, and what's more, they directly kept a distance from them, trying to draw a clear line.

This is the workplace.

Although the matter of the computer business department has been reversed, Meng Qian is not at ease, because the company is destined to continue to expand the scale of acquisitions in the future, and the company's management system really needs to be further improved, especially in employee induction training and employee corporate culture. Education requires a lot of effort.

Otherwise, the situation in the computer business department will happen again and again.

When the company scaled to tens of thousands or even hundreds of thousands of people, Meng Qian didn't have the energy to intervene in each department.

At the beginning of May, Zhou Weikun explained the management system reform plan to Meng Qian in the conference room of Dafeng Group. The IBM team has experienced a long-term observation in Dafeng Group.

Under Meng Qian's helpless urging, he finally took out the reform plan, but this reform plan was not completely designed by IBM, because Meng Qian put forward a request at the beginning, that is, the entire plan reform must be completed from process to result. With the participation of Sun Xiaojing and others, Dafeng Group does not intend to completely drop the pick.

In the final plan, Zhou Weikun put forward four main reform contents.

The first thing is to set up a self-inspection center within the company, which is responsible for discovering hidden problems in the company's development process. Initiated a company-wide "review meeting" on Meng Qian.

As for the staff selection criteria of the self-inspection center, what is needed is the kind of honest employees who are not afraid of offending others, and we must try our best to avoid the self-inspection center from being worldly.

The second thing is to further clarify the rights. With the emergence of more and more middle and high-level managers in the company, Meng Qian will further decentralize the rights, but at the same time introduce the vertical diffusion system and horizontal restriction system proposed by IBM.

A simple understanding of the vertical diffusion system of management rights is that Meng Qian dismantles more authority and delegates it to senior executives, who then dismantles their own authority and delegates authority to middle management, and middle management also dismantles their own authority Continue to decentralize, and the step-by-step decentralization of authority is not directly decided by the company, but by each management level, and each person is responsible for their next level.

Of course, the final formulation of the system needs to be reviewed, but the review will also be jointly voted by the managers at the corresponding level and the managers at the upper and lower levels, rather than being decided by a certain person or department in the company.

As for the horizontal restraint system, for departments that overlap, everyone also has the right to appeal, explain, question and other rights in addition to independent rights.

The third thing is to focus on building a training system, providing each employee with a complete set of training programs from the grassroots to the management level, and assisting each employee to create their own career development plan. Through training, the company will help employees develop to a certain stage Timely and targeted forward-looking training.

Zhou Weikun gave the simplest example. After a salesman is hired, the company first conducts the most basic sales training and regular training for enterprise employees, but at the same time, let the salesman see the various development directions he can choose in the company. .

After the employee has a certain amount of experience, start to assist the employee to formulate a personal career development plan. If the employee is suitable and wants to go to the management, the company will conduct management training at about the same time. When he has the potential to be promoted from subjective to manager And when it conforms to the employee's self-planning, the company will conduct further management training for him.

In the process of continuous promotion of employees, through training, employees can better go to the next level.

The desired result of the entire training system is that the recruited employees of Dafeng Group can find a career development path that can last for ten years, twenty years or even a lifetime in a relatively short period of time. How should he go, give him a platform to go on.

Of course, in order to build such a complete and sophisticated training system, it is impossible to do it with the current training center capabilities of Dafeng Group, so IBM will help Dafeng Group to do this in the early stage. Meng Qian pays IBM 100 million per year Consulting fee.

The fourth thing is to add a self-inspection center to the original management system, adopt a new rights model, and create a dynamic management system after making good use of the training system.

The goal of this dynamic management system is to enable the Dafeng Group to have the ability to adapt to changing circumstances, so that even if one day the Dafeng Group becomes a giant ship, it can guarantee to change direction in time under any circumstances.

In addition to these four main reform directions, Zhou Weikun also put forward a number of suggestions, including letting the company's operation department start operating Meng Qian, creating a brand story, and creating a founder story.

Another suggestion that has been debated on the spot is to strengthen the principle of market priority.

Dafeng Group has always been a development model in which the market and R\u0026D go hand in hand. Money needs to be earned and R\u0026D needs to be carried out without any delay.

However, after observing IBM for a period of time, Zhou Weikun said that Dafeng Group now has a vague concept, and even the marketing department is subject to the technology department.

Zhou Weikun's remarks immediately aroused the displeasure of several managers in the technical department. Zhou Weikun expressed his attitude in a responsible manner, "Time has proved one thing to us. All successful companies in the world must give priority to the market. How much investment in research and development, but the premise must be the market priority.

Because the essence of an enterprise is a profit-making organization, and the essence of products is user-oriented, market priority is an unavoidable problem.

In fact, there is no problem with the model of Dafeng Group itself. As far as I know, the earliest strategy of Dafeng Group is to make money first, use the money earned to support R\u0026D, and then use R\u0026D to promote profitability, so as to achieve a virtuous circle.

But now the problem of Dafeng Group is at the level of R \u0026 D to promote profitability, which has led to the phenomenon that the company really regards technology as the basis of profitability.

Everyone must be clear about one thing. Technology is not the foundation of profitability. Technology is the foundation of maintaining the company's long-term development, and the market is the foundation of maintaining the company's profitability.

For large companies, R\u0026D is not used to promote profits, but to ensure profits.

The difference is subtle but vast. For small businesses, the harm of not being able to tell the difference is not very big, but for large companies, the harm of not being able to recognize the difference is very big. IBM has encountered this problem before. "

In order to make the executives of Dafeng Group better understand this issue, Zhou Weikun listed the situation of many companies, including how IBM suffered from Waterloo because of ignoring the market, and how it was reborn by emphasizing the market.

Among them, Zhou Weikun also mentioned Apple, "I don't know if any of you know Cook, he is a person who was poached from IBM by Jobs himself.

When he was at IBM, I had several exchanges with him. He is a marketing genius, and what Jobs liked about Cook was his marketing ability.

Even a person like Jobs who likes to build a corporate image for users to change the world with products, in fact, he knows very well in his heart that the market is the most important.

We need to pay attention to the market while not underestimating R\u0026D, but we must not let R\u0026D become a hindrance to market development, which is a tragedy for enterprises. "

Zhou Weikun used his expertise to slowly convince the management of Dafeng Group.

The system reform of the entire Dafeng Group will be announced on May 10, which is a very meaningful day for the Dafeng Group.

Because during the weekend from May 8th to May 9th, Dafeng Group moved.

Thank you for your rewards that can't be seen from the top! Thanks to Anla Keabahu for the reward!