165438+1On October 5th, Zhang Ruimin, the founder of Haier, resigned as the chairman and became the honorary chairman of the new board of directors. Zhou Yunjie, the general manager and president for many years, took over. The news was sudden, but everything was reasonable, and naturally it didn't cause much response. This also confirms peter drucker's famous saying: "A truly outstanding enterprise is often dull and boring." Haier quietly completed the transfer of power, which probably means that Haier's management is in a stable state.
This is what Zhang Ruimin wants most.
Among Zhang Ruimin's many honors, what he values most is the title of "Top 50 Management Thinkers in the World". Among the "post-40s" entrepreneurs represented by Zhang Ruimin and Ren, Zhang Ruimin thinks that management theory is the most important.
Worldwide, the development of large enterprises always faces two problems: first, the bureaucratic system leads to slow decision-making and low efficiency, and second, it is easy to lose entrepreneurial spirit and sensitivity to the market. In order to solve these two "chronic diseases", for more than 30 years, Zhang Ruimin learned from the western classic management theory and combined with the internal practical experience of enterprises, and successively launched effective organizational management strategies. According to the established strategic development plan, Haier was placed in the position of the top brand of global household appliances in an orderly manner, and he himself became a recognized management master among global entrepreneurs. Among entrepreneurs in China, Zhang Ruimin has created the most management theories, published the most famous management sayings and won the most international management awards.
Zhang Ruimin's international reputation not only stems from building the world's largest household appliance enterprise, but also lies in his constant creation of new management theories and classic management cases. No matter the same generation or the next generation of entrepreneurs, there is no second person who is so obsessed with the innovation and practice of management theory. Zhang Ruimin is both the creator and the practitioner of these management theories. Haier's development path has verified the value of these management theories, and Haier brand also highlights its sense of taste because of Zhang Ruimin and his management theories.
Zhang Ruimin has been leading Haier from a small street factory to a world-famous brand for more than 30 years, and has always established, adjusted, revised and practiced his own management theory in different development stages and times.
1984, Zhang Ruimin took over Qingdao Refrigerator General Factory. At that time, this small factory with collective ownership was on the verge of bankruptcy, and its assets were insolvent, so the workers muddled along. The first management system he introduced was the "thirteen noes" system, including "no defecation in the workshop" to restrain employees' behavior. The provisions in the "Thirteen Banners" are hard to understand now, but they are actually aimed at the slack state of the factory at that time. Next, he smashed 76 unqualified refrigerators in front of employees, which became a classic case of corporate brand communication in China. In an era when China has just begun to popularize household appliances and consumers are deeply troubled by product quality, refusing or even exaggerating the expression of quality problems is not only the basis for Haier to establish its brand, but also the most important starting point for management.
Around 1989, Zhang Ruimin implemented the OEC management mode of "doing things well day by day and doing things well day by day" in Haier to prevent enterprises from going downhill in the development process and reverse the complacent atmosphere of enterprise management. With the expansion of Zhang Ruimin Management Toolkit, Haier has continuously improved itself and gradually started to widen the gap with many peers in the level of enterprise management.
Haier culture based on Zhang Ruimin's management thought has made a qualitative leap in Haier's cohesion and execution. More importantly, Haier's management model has been successfully replicated, and "activating hucho taimen" is one of the representative cases. Known as "Huck Fish" is Red Star Electric Company. Red Star used to have more than 3,500 employees. 65,438+0,995 In the first half of the year, the enterprise lost more than 6,543.8+0 billion yuan, which made it insolvent and was in a desperate situation. In July of the same year, Red Star Electric was placed under Haier. On the second day after the appointment, Yang Mianmian, executive vice president of Haier Group, led the heads of Haier's corporate culture and asset management to Red Star to spread Haier's corporate culture for new employees. After that, OEC management mode was fully introduced, and Haier management mode was established in Red Star by means of public supervision, information disclosure, learning and awareness enhancement. In just two years, the Haier washing machine produced by Red Star won the same brand reputation as Haier refrigerator.
In the middle and late 1990s, Haier successively merged 18 domestic enterprises. Haier adopted the method of "live fish", and 18 enterprises all turned losses into profits.
1In March, 1998, Zhang Ruimin was invited to Harvard Business School to participate in MBA teaching activities. Zhang Ruimin summarized and popularized his viewpoint of "activating Huck Fish", and pointed out that Huck Fish refers to an enterprise with good hardware conditions, but its management can't keep up. The case of "Haier Culture Activating Huck Fish" was written into the case database of Harvard Business School, and Zhang Ruimin became the first China entrepreneur to board the Harvard Forum.
From 65438 to 0999, Haier began to develop internationally, and set up factories in the United States and other places with General Electric as the benchmark. Zhang Ruimin realized that the organizational structure of bureaucracy lacked innovation; In addition, although employees who have undergone large-scale recruitment and training agree with corporate culture and have strong execution, they generally lack creativity, which makes Haier have no advantage compared with international home appliance giants. If you don't keep pace with the times and realize self-subversion, you will be defeated.
After several years of thinking and management experiments, in 2005, Zhang Ruimin formally put forward the original "one person, one person" model, advocating that "every employee is a CEO", directly facing users and creating user value. It breaks the bureaucratic management mode within the enterprise and subverts the traditional organization into an entrepreneurial platform. At that time, Zhang Ruimin wanted to have a "major operation" on Haier, but considering the huge employee base, he was a little hesitant.
With the advent of the Internet, and even the era of mobile Internet, Zhang Ruimin realized that Haier would fall behind innocently, so a great change that dragged on for eight years began. In 20 13, Haier reorganized, removed all middle-level managers and set up an entrepreneurial platform. There are no leaders on the platform, only three types of people: platform owners, micro-owners and makers. All three types of people have become the nodes of the network, not flat, but networked. Each node can connect all the resources on the network to start its own business. Based on this, Haier platform has become a platform for incubating makers and entrepreneurs.
The innovation of internal organization led by Zhang Ruimin has a direct impact on the change of business concept. It connects factories, engineers, users, partners and multi-party systems, so that every employee has the opportunity to exert his potential, and even every user may participate in Haier's product design process and brand building.
At that time, more than 4,000 employees lost their jobs, but many of them were soon invited to re-apply for entrepreneurial positions. During that time, Zhang Ruimin was burdened with great criticism and public pressure. Zhang Ruimin said: "Whenever you pursue reform, there are always many employees who are unhappy because you start to disturb their interests. The only thing we can do is to provide a level playing field for our employees. "
Breaking and rebuilding will inevitably take time and cost. Influenced by the transformation and internationalization, Haier disappeared from the domestic public's field of vision more than ten years ago. It is also in these silent years that "one person, one person" began to take effect quietly, wielding the magical power of change.
Among many small and micro entrepreneurial achievements, the popular game PC brand "Raytheon Technology" should be one of the most representative achievements of Haier's "one person, one person". This technology brand was founded in September 20 14 and listed on the New Third Board on September 20 17. Its three founders all formed a gambling relationship with Haier Group, and the two sides set up a joint venture to start a business.
Starting from users' pain points, several entrepreneurs extracted 13 problems from users' 30,000 complaints about notebooks. After more than a dozen interactions and polishing, they developed the first generation of Raytheon gaming notebooks.
The role of "one person, one person" in assisting enterprise transformation is obvious to all, and it is also very effective in transnational and cross-cultural management.
Taking Haier's acquisition of GEA as an example, GEA can be regarded as a model of the traditional management era. Haier exported the mode of "one person, one post" to GEA, and turned each team into a small and micro company. The original three teams all accounted separately, became management subjects and set up their own companies. The team leader is composed of the heads of the original three groups.
In addition, in New Zealand, Haier turned the merged Fisher & Paykel Company into 10 small and micro companies, each of which can create value independently.
Now Haier no longer thinks of itself as a home appliance manufacturer, but an Internet of Things ecosystem with smart families as its core, in which users, suppliers and even entrepreneurial teams in society can participate.
Just when everything was improving, Zhang Ruimin chose to take over, which was unexpected and understandable. Although Zhang Ruimin has made great achievements, his influence will last for a long time because of his profound thinking in organizational management and his phoenix-like transformation of Haier. The only thing that needs to be verified is whether the "one-in-one" model can completely become a leading, contemporary and universal management model, which will drive more enterprises to transform and upgrade.