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· Qin Shuo | Text Follow Qin Shuo's circle of friends ID: qspyq2015 ·
2022 The world economy is becoming increasingly dim. China's economic growth slowed down by more than expected.
If the environment is compared to "heaven", as Confucius said, "only heaven is the greatest", this situation will be difficult to reverse in the short term.
However, there is also a concept of "Tao" in Chinese philosophy that is "born in heaven and earth". The Tao Te Ching says, "If things are mixed, they are born before heaven and earth, they are silent and lonely, independent but not changed, and they are in danger without danger. They can be the mother of the world. I don't know its name, and they are called Tao."
Philosopher Jin Yuelin commented that the so-called practice of the Tao, practice of the Tao, and attaining the Tao, "The Tao that has to be controlled by everything, has to rely on, and has to return is the most noble concept and the most basic driving force in Chinese thought."
If you master the Tao, no matter how the celestial phenomena change, you can "move around without danger". What do you think of the current economic situation? How to do it? Can
use the "question" method to ask some outstanding entrepreneurs who have traveled through multiple cycles?
The first entrepreneur I think of is Haier Group founder Zhang Ruimin . In November last year, he took the initiative to propose not to participate in the new nomination of Haier directors and chose to retreat to the second line. After resigning from office, Zhang Ruimin rarely went to the group again and basically read 3 books a week. He returned to the board building only when he needed to communicate with domestic and foreign scholars in the field of management or important meetings of Haier Group. What he is most concerned about is the application of the new management paradigm of " persons single-in-one , chain group contract" globally.
The "integration of person and single" proposed by Zhang Ruimin in 2005 is one of the most important achievements in the global management field in the past 20 years. Currently, there are 14 individual single-in-one research centers around the world, and there are more than 400,000 member companies of the person-in-one alliance, covering 75 countries, and more than 80,000 companies are learning and copying the person-in-one model.
On September 20, the 6th Person-One-One Model Leading Forum with the theme of "The First Quantum Organization and Opening up Ecological Economy" was held in Qingdao . I arrived two days in advance and asked Zhang Ruimin.
has no inline and has inline squeeze. The key is to convert ideas
Question: Recently, I have been researching in many places and feel that "everything is in line, everyone is enduring". In addition to the sudden changes in the international environment and the epidemic, most companies have encountered two major problems. One is that uncertainty is intensifying and it is difficult to make decisions; the other is that the industry is "quantized", that is, the total volume will no longer grow. Everyone was very hard and tired. What do you think of this situation? What should companies do?
Answer: I have been engaged in management for more than 40 years. I have been in Haier for 38 years. I have experienced many sudden and unbearable moments. My attitude is the saying "inaction" by Laozi .
"Do nothing but nothing, nothing but everything." It means that as long as you follow the way of nature and do not act recklessly or randomly, you can look at all changes calmly, and it doesn't matter." Just like for Zhuge Liang , it doesn’t matter whether Liu Bei comes or not. He only does what he thinks he should do in his thatched cottage and thinks about the overall situation of the world. When Liu Bei comes, his strength will be accumulated and he will "do everything."
It is cold to anyone in winter. You can’t say that the weather is too cold. "I" have frostbite, so I can’t do my job anymore. We have to work hard no matter what weather we are.
Speaking of the enterprise's inline , I think the main reason is that it has not stepped out of its original thinking model. For example, if all you are pursuing is the value of the product, the transaction will be over when the product is sold. Now is the era of the Internet of Things, we must pursue ecological value, and the end of transactions is just the beginning of interacting with users. This is a completely different idea.
If there is no epidemic, many companies will have a better life. But how good can it be? may not be inclined, but it is inclined. It is also very difficult for everyone to squeeze on the same track.
gives an example.There was an gold rush in San Francisco, USA in the 19th century, but except for the first people who went there, they made money at first, most of the people who flocked to it did not make money later. Those who provide food, water, shovels and other services to gold diggers are always making a fortune. Levitra jeans were invented at that time. Germans Levitra sold canvas in San Francisco . They found that miners would be worn out quickly when wearing ordinary pants, so they made a batch of pants from canvases for tents. Because of their tough texture, they were very popular for absenteeism. This is the value of changing ideas.
If you still have the old idea and think that only gold is valuable, it means you want to make gold and only know how to make products, it would be very confusing. Why can't we think about the ecological aspect?
For example, refrigerators, consumers want not only containers for storing food, but delicious food, so refrigerators can be associated with pre-made dishes, roast duck, etc. For example, washing machines, consumers do not want to look beautiful, but cleaner clothes and better clothing. Therefore, you can open a laundry around the washing machine and establish a "clothing network".
If you don’t change your mind, you just make refrigerators and washing machines. Even if you are more high-end and make more money, you will soon hit the ceiling.
I often think of the ancient conversation between Zhuangzi and Huizi (Hui Shi). Huizi said that Zhuangzi was talking about big and useless words. Zhuangzi fought back: The earth is very wide, and people should only have a little foothold, but if you dig the useless land outside your feet deep and dig it to the depth of the underworld, can the land you step on be used as before? Huizi said no. Zhuangzi said that the use of things that seem to be "useless" is very obvious. ("However, it is clear that useless is useful.")
What does this mean? Just don’t just regard things that can bring income and profits now as useful, and everything else as useless. We must find out the "useless use", such as creating a mechanism and culture, exerting everyone's enthusiasm, and using everyone.
You say "everyone is enduring". If you are a manager and the people you manage are enduring, that is your responsibility. When did you give them the right to go out and live on their own, let "everyone fight" and "everyone wins"? !
Take opening a store as an example. If you think the purpose of opening a store is to sell products, then a store of dozens of square meters actually cannot sell many products. When we open a store, we treat the store as a terminal that integrates with users and understands user needs, establishing intimate relationships with users, and by directly feeling the user experience, we understand what users really want. These cannot be brought about by e-commerce transaction data.
is also like our clothing network ecosystem. There is a service brand called "Mr. Xi'e". It integrates various service resources, cooperates with traditional washing and care chain companies in various places, empowers their stores, and opens up the full-process service of "washing, care, storage, building, and purchasing", allowing them to leap from simple washing and care to omnipresent washing, and can also provide luxury protection, home delivery services, clothing customization and smart home appliances, smart home scenes (such as cloakrooms, balcony) solutions. In the past, many small shops did not dare to accept luxury care, but after "Mr. Xi'e" integrated world-class technology and services, they dared to accept it. Now this model of co-building an ecological platform and empowering cooperation is also expanding to real estate communities, gas stations, etc. It's still a laundry, but the content and productivity generated are different.
In a sense, I think involuntary is not necessarily a bad thing, it may also be a good thing because it can promote our thinking. Don’t wait for the so-called situation to improve, you should change your thinking quickly.
is now broken into the inner volume, and we must also have this unconventional spirit of exploration.
Reshape subjectivity: people have a characteristic of creating themselves
Question: From product value to ecological value, from useful use to useless use, from solving under existing constraints to crossing the boundary of constraints, what you are talking about is very inspiring, you can say "change your thinking, the sky will be wide."
The purpose of "person-only integration" is to inspire people and let them see and create a different world, right?
Answer: "People-in-one" means that everyone can bring out their potential value. And let him participate in the ecology instead of limiting him to bureaucratic organizations. Under the bureaucratic organization, he is responsible to the leader, and it is the leader who pays him a salary. In the ecosystem, users pay them wages, and as long as they can create user value, they can get "value-added sharing".
is now an era of the Internet of Things. There are infinite scenes waiting to be mined and infinite user experiences need to be iterated. The key is how to mine and iterate. "People-in-one, chain group contract" has found this path, which is to turn employees into independents and makers, and makers aggregate into small and micro, and different small and micro divisions of labor and cooperation, complement each other and create together to form chain groups, and create unprecedented or under-full value around user needs.
Through the integration of people and singles, Haier's original electrical products have been "internetized". The electrical appliances have been transformed into network devices, and they have been reorganized into smart homes, food networks, clothing networks, blood networks, vaccine networks, etc. In the past two years, a "bioaerospace temperature control chain group" has emerged in Haier's big health ecological economy, which has broken the long-term monopoly of active temperature control containers by international brands in just one year.
aviation temperature control products are used for air transport of temperature-sensitive materials such as biomedical , raw materials, electronic components, etc. The temperature control effect is directly related to the quality, safety or efficacy of the materials. More than 90% of this chain group are talents attracted from the outside. The chain group has worked closely with the civil aviation association, universities, airlines, operation and maintenance, suppliers, users and other ecological parties, and has successively crossed the "three technical mountains" of technical barriers, no standards to rely on, and supply blockade, as well as the "three market mountains" of route network, operation network, and maintenance network. The first business has achieved a real single flight from Shanghai to Frankfurt. Because it has found new scenarios, developed new businesses, and created new models, this chain group itself has evolved into a technology company that "provides users with temperature-controlled logistics IoT solutions with full temperature zone, full scenario, and full process", and has completed its Pre-A round of financing. There are indeed many cases of inverting
, but as long as human development does not end here, enterprises will have hope of finding new space, and then they will not be reprinted. So I often say that we must rely on the "three self-self" to create "three new". The "three self-self" means self-organization, self-circulation, and self-circulation, while the "three new" means new models, new ecology, and new paradigms. The "three selfs" and "three new" are not static, but infinitely circular.
Many companies feel that they cannot find a new way out, and the fundamental reason is that they lack the "three self-selections".
In the era of industrial economy, humans are a gear on machines. Henry Ford said, "I am not hiring you, but your hands." In such an era, people did not increase with the value of things.
And "integration of people and singles" first allows everyone to become the subject of entrepreneurship, not the object of being managed. In the one-man-only mode, there is no longer a distinction between subject and object. Therefore, in its organizational structure, Haier "deleted" the middle-level management departments and 12,000 middle-level managers, so that they could also transform into serving small and micro, not eating "imperial grain", but instead seeking food from services and obtaining food from service objects. This is "creative destruction" and creative reorganization, ultimately to achieve creative evolution and allow ecological value to circulate continuously.
To realize the "three self-reliance", the company must return the three rights, that is, return the CEO's exclusive rights such as decision-making power, human rights, and distribution rights to employees.
Kant said in "Practical Anthropology" that "man has a characteristic of creating himself." The integration of people and singles means rebuilding people's subjectivity in the enterprise, allowing "everyone becomes his own CEO" and giving full play to its greatest value. When a person's value is maximized, he will live as the most dignified person.
From quality and efficiency to ecological value-added
Question: When I communicate with many entrepreneurs, they are not unable to see the distance, but there are many gaps between reality and the distance, such as the growth gap, the operation gap, the organization gap, the digital gap, and the policy gap, which I feel difficult to overcome. why is that?
Answer: I think our overall corporate development goals should be changed. In the past, it was called the quality and efficiency type, but I think it should be changed to the ecological value-added type.
's proposal on quality and efficiency is of course the basis for enterprise development, but it is not a condition for victory.
Many large Japanese companies have collapsed in recent years. The quality of Japan is beyond words. Why can’t it work? Because it is out of touch with the market, no user is willing to choose. , for example, , Sanyo , , white appliances, department sold it to us. I contacted them and found that the quality did not decline, it was not a quality problem. But it turned out to be an era of in short supply of products. Now that user needs are constantly changing, they only develop a new product a year or even two years, how can they do it? It does not interact with users, and interaction is the basis of the ecosystem. Only by transforming from quality and efficiency to ecological value-added type can html be in line with the requirements of the Internet of Things era. If you only focus on quality, even if you do it to the extreme, you may not be able to do it in Japan, and even more so in Germany. Moreover, in China, the prices of e-commerce platforms’ products are scary and unimaginable. To fight a price war, it will definitely be a way out. So where is the way out? Can you pay attention to the ecology? The ecology has unlimited scenarios, and many people have not done it yet. Even if you do a small scene, there is room. But the problem is that the company wants to know where the user needs are, but cannot find them. Therefore, we can only let everyone play a role and find it with strong motivation. If you ask me what the specific scenario is? I don't know either. But I know to let everyone look for it.
Question: Can understand this way? Is the quality and efficiency thinking or functionalism? It is based on a set of established standards to achieve the ultimate, while the ecological value-added type takes user interaction as the core?
Answer: The difference between is that the quality and efficiency standards are defined by yourself. You think they are very good, but users just don’t buy it. And the ecological value-added type is up to users. Totally different.
I went to Silicon Valley . Silicon Valley is completely different from Japan. Silicon Valley's view is that if the first-generation product you launch cannot make you blush, it means you launched it too late. It means that the product can be continuously improved after it is launched. And Japan must be impeccable when launching products. It is impeccable, but users don't like it, and this is the problem with Japanese products.
In the past, the quality we talked about is actually in a narrow sense of quality. The narrow sense of quality must be flawless according to the standards, but this is not enough. The broad sense of quality is user satisfaction, user experience, and it is constantly iterated through interaction.
ecology is better than big trees, R&D service ecology
Question: I have been following since you proposed the "person-single-in-one" model. I also have two questions. The first one is that you say everyone is CEO, but there are differences between people after all. Jobs. Musk's driving force and the creativity of the majority of employees after decentralizing power are still different. If it is just micro-innovation , will you miss a major opportunity?
Answer: The original words of Drucker are that each of us is our own CEO, which means that you can become the person you want to be, and all your innovations are realized by yourself, and they develop freely like the CEO, and no one will restrict them. Instead of saying that there is no difference between people.
"Everyone is born equal" is a great principle. Just because some people are big trees, some people are small trees, shrubs, and grass, they do not give the latter an equal opportunity. Small trees may also grow into towering trees. And because of the existence of biodiversity , nature is an endless ecosystem. If Dashu "has the final say", the decision this time may be right, and the next time may be wrong. Motorola was subverted by Nokia , Nokia was subverted by Apple , and Apple may also be subverted by others in the future. So you can't rely on one person to leave no other ecology under a big tree. Why do we say that "big trees cannot grow into the sky"? Because it must be fractal. If it is not fractal and long, if it collapses with a bang, there will be nothing left.
If it becomes an ecosystem, just like a tropical rainforest, big trees, grass and shrubs are all in harmony, then more big trees may grow and develop together.
Why don’t we create such an environment? I think entrepreneurs have a misunderstanding, that is, they think they are geniuses, and only "I" can create them. Personally, this may be his success, but it is a tragedy for the company. Should entrepreneurs succeed or make companies successful? I think it is necessary to make the company successful continuously, rather than to make the company an entrepreneur’s background. Otherwise, it is put before the horse.
On November 2 last year, I said at the first "Entrepreneur Day" symposium on Qingdao : "I think entrepreneurship emphasizes the individual spirit of entrepreneurs, but entrepreneurs should create an environment so that everyone has entrepreneurial spirit."
also has another point, that is, don't regard "person-single-in-one, chain group contract" as micro-innovation. Its essence is to stimulate people's subjectivity and create a distributed and self-emerging ecosystem, allowing the interactions on the ecological chain to evolve infinitely, allowing the value of each ecological side to cycle infinitely, and allowing the expansion and fission of the ecological circle to expand.
For example, Haier's Kaos Industrial Internet, on May 28 this year, the international standard for "Industrial Internet System Functional Architecture" led by it was approved by IEC ( International Electrotechnical Commission ), which is a very amazing thing. There were only two people in the Kaos standard chain group at the beginning, so they dared to deploy three international standards at the same time because they were like CEOs, starting their own careers. "Integration of people and singles" gives them great autonomy and decision-making power, while the chain group contract mechanism allows them to integrate world-class standard resources to create win-win results together.
There is also a Haina Cloud Chain group in the ecological economy of Kaos, which is a digital city service. They had only 4 people at first, and they made a digital plan for the Jiaozhou Bay Cross-Sea Bridge, helping the bridge avoid the hidden danger of economic losses of at least 13.37 million yuan a year. Starting from a bridge, they have now used digital methods to protect the safety of more than 9,000 bridges and nearly 7,000 roads across the country, and have built an empowerment system for 18 smart scenarios such as smart gas and underground pipeline corridors around urban digital governance. These were not before, and they were not assigned by the leaders to do it, but their own creations in this ecology.
Xiaowei was very small at the beginning, but along the path of "driven self-fission of the ecosystem with value-added sharing", its development may be endless and can achieve unexpected careers at the beginning.
Question: My second question is about R&D. It is the background of the "science and technology innovation fever", and R&D is becoming increasingly important. We are promoting innovation with small and micro and chain groups as the mainstay, and we are very energetic, but will we lack investment in medium- and long-term overall R&D?
Answer: R&D is indeed very important, but there must also be clear ideas, not that the greater the R&D investment, the better. Haier's R&D has a global layout. Haier has taken the lead in building the industry's only national manufacturing innovation center - the high-end intelligent home appliance innovation center. However, I also discussed with the National Innovation Center that we cannot simply make chips worth a few nanometers a work goal. Even if you have the highest level of chips, will you definitely win users?
To give a very simple example, when Tesla was in chip shortage, Musk also complained about the chip shortage, but he was not worried about being "bottled" because Tesla has strong software development capabilities. The software development team has rewrite some of the software for electric car to support alternative chips and help overcome the chip shortage.The electronic and electrical architecture of general car companies is based on a distributed structure of electronic control units (ECUs), and requires more chips. Tesla's electronic and electrical architecture is highly integrated. It uses software to control chips, making the electronic architecture more simplified and concentrated, and the chip usage is also less. It is said that Tesla can use 1 function that others use 5 chips to implement.
I told our Guochuang Center that high-end chips are very important, but the direction should be to focus on software and develop scenario chips. It turns out that refrigerators, washing machines, and air conditioners have chips. With the intelligent interconnection, can we consider it from the perspective of connection and no longer use so many chips. The center of gravity is here, not how high-end it is, it needs to get a few nanometers.
Many companies told me that we have invested a lot in research and development and recruited academicians to do research and development, so why is it not effective? In fact, we have invested a lot ourselves, but just in the army, it is not enough to develop advanced weapons. First of all, we must be in the right direction.
"People-in-one"
For Zhang Ruimin, there was something he was quite pleased with recently, that is, GEA (General Electric Home Appliances) grew against the trend in the first half of this year, becoming the number one large appliance company in the United States on the basis of a compound growth rate of more than 10% for five consecutive years.
In 2016, Haier acquired GEA. At the first meeting, a GEA executive asked Zhang Ruimin: "How do you plan to lead us?" He replied: "I am not your leader, our common leader is a user."
In 2017, GEA changed from a traditional linear organization to a user-centered micro-organization, and the incentive mechanism also changed to users paying and sharing with super profits. Over the past few years, the chain group has been upgraded more and more.
At the beginning of this year, there were constant negative impacts such as raw material inflation, component shortages, and logistics shocks. In the past, GEA's approach was to inform shareholders of "annual goals need to be adjusted", and competitors did the same. But this year GEA did not do this, but spontaneously established four cross-departmental and full-process chain group combat rooms, which were responsible for revenue increase, product premium, raw material cost reduction and operation cost reduction. Members of the chain group clear at 7:30 every morning, and the entire process is coordinated to jointly resist risks.
From January to June, the four chain groups increased the GEA's shipment volume by tens of millions of US dollars, reduced the cost of raw materials by tens of millions of US dollars, and contributed over 100 million US dollars to increase the price, with operating efficiency reaching the highest in history. The counter-trend growth of
GEA shows that "man-only integration" has blossomed more beautiful flowers and produced richer fruits in this commercial soil with a long history and legendary leaders like Jack Welch .
The common values of human beings are the same. Just see who makes it fly high.
This time I saw Zhang Ruimin, I felt that he was in better shape than a year ago. He read a lot of books and quoted widely, and many of his words left a deep impression on me. Here he also shared with the vast number of companies seeking a way out in the intra-the-counter volume -
employees should not feel that the organization is big, they are very small, the organization exists, but they do not. This is why I created the "one-one person in one". Because every employee should be his or her own master.
"Tie humans on the earth is not the attraction of the earth, but the lack of creativity in humans."
"The way out is absent, but there is no way out."
"Man is the purpose, not a tool."
"Everyone is a sun, and all we need to do is to let him release his light."
"Picture | Visual China "
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