DuPont can make both atomic bombs and nylon stockings.
( DuPont founder, economist.e.i. DuPont )
United States DuPont family has a long history of 248 years and is a Fortune 500 company. The development of DuPont family has a clear path of change: single-person decision-making-group management-multi-segment system-to "three-horse carriage system".
DuPont family is one of the oldest, richest, strangest, and largest wealthy families in the United States. This family has maintained its prosperity for 200 years, which is rare in the world. In the 1990s, the DuPont family controlled a fortune of US$150 billion, and produced 250 rich men and 50 super rich men. The founder of the family is Irene DuPont , who made a fortune by making gunpowder. Later, due to a gunpowder explosion, the family wealth disappeared. At the beginning of the 20th century, the DuPont family produced the DuPont "Big Three". They started their business again, bringing the family into an unprecedented heyday. This family regards family wealth as the second life, and the power transmission is very unique. In the third generation, there are at least 10 pairs of cousins in the family who have been married, making it the largest family in the United States with the largest number of close relatives.
DuPont family has become famous in France more than 200 years ago. In the 1860s, DuPont was an economist and political activist born in a family of clocks and watches. A series of national economic research articles written by him,Get
old DuPont 's youngest son Irene DuPont is completely different from his father. He has no interest in politics, but he likes chemistry very much. When he was 14 years old, he wrote an article on gunpowder production, and with the help of his father, he entered the French Central Gunpowder Office and was able to follow one of the founders of modern chemistry
Irene DuPont
Irene came to the United States with his father. He accidentally discovered that
single decision era
the first 100 years (1802-1902)
Irene died in 1834, his eldest son
1885 DuPont Family Factory
In 1872, the US economy experienced a severe recession, and various industries were facing crises. Heng used unique methods to persuade all big companies to join the "American Gunpowder Industry Association." The "guild" has a total equity of 44 votes, DuPont and the other two largest companies each have 10 votes, and the rest is divided among three small companies. This is after the death of General Henry from
in 1889, the power of DuPont was handed over to Eugene Span2span DuPont . The heir Eugene is difficult to compare with Henry, due to lack of experience and management incompetence, leading to the weakness of the enterprise.
system
the second 100 years (1903-2003)
1902, DuPont 100th anniversary celebration. Also in this year, Eugene suddenly passed away. Several elderly directors were caught off guard and no one wanted to be the new leader of DuPont . They think the best way is to sell DuPont to rival Loughlin Rand,The valuation at the time was 12 million U.S. dollars.
"LIFE" cover DuPont family
The only young person among the directors, founder Irene's great-grandson Alfred Irene DuPont to the elderly He was very dissatisfied with the decision. He felt that how could his ancestor's inheritance be left to the hands of others, let alone sell it to his all-time defeated general. Alfred proposed to work hand in hand with his two cousins, Thomas Clement Span2span DuPont and Pierre Samuel Span2span DuPont. This is the that people will talk about in the future. ZTE's Big Three.
Alfred Irene DuPont
At that time, only Alfred worked for DuPont , and the other two were in other companies, and in mining and railways Has accumulated rich management experience. They realized the limitations of single-person decision-making and decided to implement group management. The decision-making power of the new management structure is still in the hands of the family, but at the implementation level, they no longer do it by themselves and hand it over to the executive committee for execution.
Under the management system of the group, due to the implementation of the principles of unified command, vertical leadership and professional division of labor, the responsibilities of each position in the company are very clear and the efficiency is significantly improved, which greatly promotes the development of DuPont . Later, DuPont found that the group management power was too concentrated, inflexible, and unable to adapt to market changes, so it carried out reforms and implemented a multi-segment system. Decentralization enables the company to adapt well to market changes. Both reforms were adjusted between centralization and decentralization.
In the Eugene era, DuPont , as the leader of the industry consortium,Although the assets of other companies can be controlled through shares, they cannot be managed. For example, financial experts such as Pierre and others carefully counted the assets of DuPont and found that the company's assets were twice as high as the directors estimated. This shows that the effective information transmission of the enterprise itself is not smooth, the resource status is not controlled by the manager, let alone the effective use of resources, the reduction of unit costs and the improvement of labor productivity. Therefore, the three Pierre brothers took the opportunity of the reorganization of DuPont to turn this loose industry alliance into an integrated, centralized management enterprise.
in Thomas Clermont · DuPont
After checking all the company's assets, they decided to establish a new company: E. I. DuPont · Denimo Gunpowder. Coleman Uses personal charm to persuade shareholders of other companies to sell shares to DuPont , or to replace shares in new companies. After completing the legal and financial design, Pierre concentrated all his energy on the company's organizational structure design . In the case of financial, legal, and organizational guarantees, the Big Three worked together with JA Haskell and H. Bacchus Dell to integrate 2/3 of the resources of the American explosives industry within 6 months. Including the acquisition of the only competitor, Loughlin Rand, for a consideration of US$4 million. According to statistics by Seligman, author of "A History of American Business", from 1902 to 1905, and DuPont merged 64 companies and actually controlled 69 companies.
Alfred likes technology, Coleman is a leader, and Pierre is proficient in finance and corporate organizational structure design. After the three brothers took over, in the process of establishing the centralized management organization structure , they clarified the two responsibilities of managers, namely entrepreneurial activities and operational activities.The former is macroscopic and cares about the company's future development and operation evaluation; the latter is microscopic and cares about daily operations. For this reason, the manufacturing department and the sales department have two positions of vice president and manager. The other five functional departments, the basic materials department, the development department, the real estate department, the legal department and the financial accounting department all directly report to the president of report.
.
