Character profile:
Kazuo Inamori, born in Kagoshima, Japan, in 1932, graduated from the Faculty of Engineering of Kagoshima University. 27 years old founded the Kyoto Ceramics Company Limited (now known as Kyocera Kyocera), 52 years old, founded the second Dentsu Electricity (formerly known as DDI, now known as KDDI, now the second largest communications company in Japan after NTT), both companies in his life time into the world's 500 millionaires, the company has been the most successful. Both companies entered the Fortune 500 in his lifetime, and both businesses are growing at a phenomenal rate.
After reading The Success Formula:
I studied Mr. Inamori's book, The Success Formula, and after reading it, I really benefited a lot. This work is more than two hundred pages, but it is profound. It is a reflection of Mr. Inamori's life in business, and is the essence of his thoughts in all his writings. There are many classic phrases in it, such as "change of mind, everything changes", "cash principle", "not superstitious foreign equipment", which really made me marvel.
Mr. Inamori is a successful entrepreneur with tens of thousands of employees. So a lot of things did not immediately understand, and from the Internet to download Mr. Inamori's other works "your dreams will come true" and "Amoeba Management". Some of the issues that I couldn't understand in "The Success Formula" were explained in these two books, so I'm going to read Mr. Inamori's other books sometime.
Mr. Inamori's characteristic management has a lot of inspiration and reference to many enterprise management and management, these characteristics of management, not only but Kyocera's management principles, but also various large enterprises **** with the principle.
I. Amoeba management
Amoeba management in Kyocera run very successfully, it is a business to quickly adapt to change the law of management. Enterprises in the emphasis on research and development at the same time, but also pay equal attention to marketing, so that the research and development and marketing of two-pronged approach. Marketing determines costs and expenses, each department is an "amoeba", while the costs can be quickly reflected in the statement, the profit and loss will be shown immediately, you can quickly make adjustments. At the same time, Mr. Inamori proposed that amoeba management is especially suitable for enterprises with manufacturing capacity, and is a law for all enterprises to learn from. I know a friend, originally in Nanjing, a foreign enterprise, then used a similar management method of amoeba management, but because it is a U.S. enterprise, according to the characteristics of U.S. enterprises, based on Mr. Inamori's improvements, the use of amoeba management and results-based incentives.
Second, the customer first management
Adherence to the "customer first" is the basic principle of survival and development of enterprises. Because in the market economy, there is no customer, there is no food and clothing, there is no sales channels, there is no survival support, there is no development and expansion of the basic conditions. Engage in enterprise, you can have no plant, you can have no product, you can even have no capital, but the only indispensable is the customer. Therefore, an enterprise or a company can be normal operation, development and growth, a key factor is the customer satisfaction and reputation of the enterprise. Kyocera's new product development in addition to quality, price, delivery and all other aspects of fully meet customer needs, and sometimes exceed customer expectations. Any enterprise to become stronger and bigger, must be the principle of customer first, because there are customers, there will be marketing, there will be profit, so I think "customer first" and "amoeba" business in the marketing to determine the cost of the method is consistent, production and R&D is based on customers and marketing. Domestic electronics manufacturer "Huawei" adopts this principle, Huawei is different from other enterprises, and did not go to research and development of special high-tech technology, but rather "can be used" to meet customer needs. Because sometimes the technology at the forefront of research and development, and can not be quickly converted into commodities to produce benefits, only to meet the needs of customers technology and commodities, to produce benefits.
Three, the big family business
Mr. Inamori in the early days of the company, the big family business. While talking about the management of the extended family, he put forward the idea of "implementation of the doctrine of strength". I agree with this "implementation of the strength of the doctrine". Mr. Inamori believed that sometimes, in the case of extended family management, the relationship between people is better, as brothers, fathers and sons, and the faults of individual executives are not taken into account, and that this kind of indulgence will affect the efficiency of the company's management. I think that if there is no executive power, many of the company's rules and regulations, will be in vain. Various managers in their own areas of their own way, abuse of power, not only in the company will form a bad culture, but also will lead to a decline in staff motivation, so a strong executive power is to ensure that the smooth operation of the company's policy. Many U.S. corporate presidents are graduates of West Point Military Academy, the first of their implementation is "obedience". Obedience is to follow the instructions to do things, can not learn to obey that will not learn to manage. A good employee in the need to express their views, should be frank to say, to the best of their ability; but when the boss decided what things to be determined to obey, and strive to implement; do not have any suspicion of the boss. To make the staff through strict training will be obedience into a habit, but also leave the appropriate space for them to play creativity. "Implementation of the strength of the doctrine" and the West Point "obedience" is the same lineage.
Four, improve the efficiency of the talent
The principle of solid flesh is bad inventory in a timely manner, timely purchase of raw materials and so on. Only by adhering to the principle of solid sinews, raw materials, capital, equipment in high efficiency, which is quite consistent with the policy of improving the efficiency of the homeland. I think that in improving the efficiency of equipment and capital at the same time, we should also improve the efficiency of the talent, to create a "zero inventory" of talent. The "zero inventory" of talents is to let all kinds of talents of the company make the best use of their abilities and make their greatest contribution in their positions. According to the professional settings and interests of different employees, the arrangement of suitable positions, so that technical staff and sales staff to do the corresponding work; the same type of employees reasonable arrangements for the workload, for the current idle and small workload of employees, can be moved to another use, to do the maneuvering arrangements; the same position, the arrangement of the corresponding level of employees, employees with spare capacity can be part-time workload of another department, Mr. Inamori also Mr. Inamori also managed the company in this way.
Fifth, not superstitious foreign equipment
Mr. Inamori in the start-up, compared the efficiency of homemade equipment and foreign equipment, through the calculation, found that from the efficiency of the investment in equipment, the earth equipment is more cost-effective. I think Mr. Inamori's "not to believe in foreign equipment" is derived from "not to believe in foreign technology". I think that any company should weigh the pros and cons in its business operations. According to the investment efficiency and mature feasibility report, the introduction of "foreign equipment" and "foreign technology" to increase profits for the enterprise. Because sometimes as long as the original equipment on the renovation and technological innovation, not worse than the "foreign equipment", but can reduce the cost of enterprises, for enterprises to create the most cost-effective profits.
In short, successful enterprises are different, each enterprise has its own characteristics and features. Kyocera has developed its own characteristic management according to the Japanese national conditions and Japanese enterprise culture, and quickly became one of the world's top 500 enterprises. I believe that our home will also be based on China's national conditions, culture and company characteristics, to learn from the experience, to establish their own business characteristics, so that the various achievements to a higher level.