The next station of the hottest Haier is the Inter

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Haier's next stop: IOT

how many enterprises put their hopes of success on legendary leaders. When IBM was about to collapse, Gerstner went to save life. Ge is dying. Welch went and saved his life. But after the legendary leader left, the enterprise may not be able to work again

why is rendanheyi popular among GEA (general electric appliances, Ge appliances, acquired by Haier in 2016) in the United States and the merged enterprises in dozens of countries around the world? Simply put, we put people's value first. This kind of management has never been done in the past

I have read all the works of Drucker. I think he is concerned about two kinds of people, namely external users and internal employees. The only correct and effective definition of an enterprise is to create users

who creates users? Employees

therefore, he believes that enterprises should be as flexible as guerrillas. The middle level of an enterprise is of little use, because the value of a middle-level manager depends not on how many subordinates he manages, but on how many achievements he creates. If the result created is 0, the position should not exist

today we are in the Internet era, and rendanheyi has its universality. The reason is that no matter where it is, it reflects that human value is the first. Both Americans and Japanese hope to embody value. When we merged Sanyo, they lost money for many years. We think it does not reflect the value of people

before our merger, employees were responsible for the boss. After our merger, we changed. Employees no longer listen to the boss, but to the users. This idea can be accepted by all countries in the world, so simply put, traditional management focuses on things, rendanheyi management focuses on people, and people-centered

management is not about controlling subordinates, but giving them power.

many enterprises came to Haier to learn. After seeing rendanheyi, they said it was good, but they couldn't

why can't I learn from them? I found that many leaders could not let go of their power. Rendanheyi requires leaders to delegate decision-making power, employment rights and remuneration rights. But since then, some leaders have thought that without these powers, how can they manage and control employees? But we ask, why should employees listen to the leaders? We need to listen to users. Therefore, in our view, management is not to control subordinates, but to give them power. Rendanheyi does not delegate the three powers, but returns to the three powers. The power should belong to the employees, but is taken away by the leaders

when talking about rendanheyi, we should also mention amoeba. Kazuo Inamori is an entrepreneur whom I respect very much. He thinks his amoeba is good. But I think the biggest problem of amoeba is that every amoeba group is still under the control of leaders. How the amoeba team acts is under the control of the leaders, and has nothing to do with the market. In addition, he does not give any material incentives, only spiritual incentives

I communicated with Kazuo Inamori. I suggested him that, first, the team should not be controlled by leaders, but should be directly connected with the market. Second, why not give material rewards to the group? In fact, material rewards can best reflect the value of the group

when we first applied rendanheyi to Sanyo, Sanyo employees could not accept it. Why? Because employees are used to listening to leaders. When we merged Sanyo Baidian, they had lost money for eight years. At that time, I asked a question, who will bear the loss for eight years? No one is responsible. Employees can get as much money as they should

I often quote General MacArthur as saying that Japan has the best soldiers and the worst generals in the world. Their employees' professionalism ranks first in the world. The tasks assigned by the leaders can be accomplished very well. But the question is, what if the leader doesn't need what the user needs

we didn't send anyone to GEA or Sanyo. We just want to change this idea. Rendanheyi is equivalent to a salad. Different cultures of different countries and enterprises are equivalent to different vegetables. You can guarantee your original shape, but the salad dressing is uniform, that is, rendanheyi. Now, the team spirit in Japan can also become user-centered and listen to users rather than leaders

the United States is the same. They have the most powerful linear management in the world, and the world has learned from it. Now it is too difficult to turn linear management into non-linear management, but now GEA has also changed. The reason is to focus on personal value and reflect what you have created

rendanheyi is fixed land rent

the implementation of rendanheyi needs to understand the concept of value-added. Coase's institutional economics has two very important concepts: one is fixed wage, the other is fixed rent

one of the most effective measures for the success of China's reform and opening up is the household contract system. This system turned the farmers' rations into fixed land rent, first the state, then the collective, and finally the farmers themselves. The enthusiasm of farmers immediately increased unprecedentedly. However, most enterprises in the world now implement fixed wages, and the employees are not motivated. In a sense, we now have a concept of fixed land rent. You must create certain value and share it on it

therefore, from the perspective of contract theory, it is a simple truth, whether it is a fixed wage system or a fixed land rent system. Fixed land rent plus divided land rent is rendanheyi

Haier's next stop: IOT

Haier's next goal is to detonate IOT. It is predicted that IOT will start to detonate in 2019 or 2020. Now we understand IOT as a sensor. In fact, sensors are a necessary condition for IOT, just as mobile Internet is a necessary condition for e-commerce. Without mobile Internet, there will be no e-commerce

the difference between IOT and Internet business logic is that Internet creates bilateral and multilateral markets, so it is a trading platform. IOT is an interactive platform. What the trading platform brings is that you can choose countless things. But when you have more and more choices, your satisfaction will be less and less, because the transaction is not centered on you. For example, we are not users of Google and Facebook, we are just their products. They get our data, guide us to buy through algorithms, and control us. But it is wrong to fool users at any time

now is the era of IOT, and you (the user) must be the center in the future, because the joint concept definition of the fuselage and tail of cr929 project with potential suppliers should focus on your experience. This is probably the biggest difference. IOT cannot be done by means. It cannot be said that I have become an IOT enterprise after I have made many sensors. It is hard to say whether Haier can detonate IOT, but this is our goal

IOT needs dialectical thinking and systematology

to be an IOT enterprise, which is very beneficial to China's traditional culture. There are two main reasons, one is dialectical thought, the other is system theory

the dialectical thought comes from the changes, difficulties and simplicity of the book of changes, which many foreign companies and cultures do not have. The only constant in the market is change, so this is one of our advantages

the second is system theory. China has always regarded things as a whole. Classic management is to do a very detailed separation and divide the enterprise into departments one by one. Now Haier has removed the Department, and its effectiveness will be much higher than that of the DC hydraulic system. The enterprise is a whole system

in this era, culture plays a very important role. Deming invented total quality management in the United States, but the Americans failed to do so. In Japan, he was worshipped and carried forward. This is because the United States is individualistic and Japan stresses team spirit. The key principle for implementing total quality management is that the next process is the user, while the United States is individualistic. Employees are concerned about their own work and will not care about the next process. Therefore, total quality management cannot be implemented. It is the same now. China's system theory is very, very useful for our era management of IOT, because what IOT wants to do is system rather than cutting

the applicable scope of breakthrough for Chinese enterprises is ecology

where are the opportunities for Chinese enterprises in the future? I think corporate brands can be divided into three categories:

the first category is traditional product brands, such as Nike and Adidas, which Chinese enterprises simply can not catch up with. Why? First, it has a product premium, and it can go ahead in research and development. Second, they have the most extensive sales network and R & D network in the world. So according to its model, Chinese enterprises have no way to catch up

the second category is platform brands in the Internet era. Like the e-commerce platform, it can be done at once. When it comes to product brands, you are either a famous brand enterprise or a wage earner of a famous brand enterprise. Many Chinese enterprises are OEM to famous brands. When it comes to platform brands, they either own the platform or are owned by the platform

I think the next step should be to build an ecological brand and focus on users. In this ecosystem, a win-win system should be formed to create value for users. User centered, different from the original brand. Many traditional product brands are now missing. The most typical one is Japan. How many product brands did Japan originally have! Not now. The reason is that it can not form an ecology. If it is only a trading platform, this brand is also more difficult, because it only has a price war, and the price war is only a zero sum game in the end

our goal is to turn Haier into an ecological enterprise. Many scholars in the world now believe that enterprises will die, but organizations will not die. So we hope Haier will become a network organization. Bureaucratic organizations will certainly die out in the future. It is unlikely that the organization will be mature now. Therefore, how to do ecological organizations is just a matter of exploration. But I think it must be a direction. Because all enterprises, like computers, are a node of interconnection. If a computer is not connected to the Internet, it is nothing. If it is connected to the Internet, it can do anything

a century old store is a wrong goal

enterprises should not aim at a century old store. An enterprise should aim to become an ecological enterprise. If it becomes an ecological enterprise, it will not be the original structure, but an ecological organization

why pursue a century old store? It doesn't mean much. Some enterprises have existed for a long time. How many times have they committed suicide. When IBM was about to collapse, Gerstner went there and was saved. Ge is dying. Welch went and saved his life. But it depends on the hero. If the hero leaves, the enterprise may not be able to work again

the problems we are facing now are: first, all Chinese enterprises are competing on the world stage, and they are no longer facing low-level competitors in the past. Second, now all enterprises have to transform. I think many enterprises may not realize how to transform. They all think I can live on now, including many enterprises that visit Haier. After reading it, they say that rendanheyi is very good, but I still do it now

Copyright © 2011 JIN SHI