"Evolution" Trilogy Training Instructor: Yang Shaojie [Course Objectives] 1. Understand why Chinese companies must change? Where does it change?

"Evolution" Trilogy

Training Instructor: Yang Shaojie

[Course Objectives]

1. Understand why Chinese enterprises must change? Where does it change?

2. Understand the evolution rules of organizational structure

3. Understand the operating logic and characteristics of different organizational structures

4. Understand the key points of organizational structure design of transformed enterprises

[Course object]

Enterprise transformation person

[Course time]

1 days

[Course content]

1. Requirements for organizational change in the new business era

1. Discussion: How to understand the key words
2. of China’s corporate transformation? .0 era
3. The law of evolution of enterprise forms
4. What is the DNA that determines the form of enterprises?
5. Decoding the basic laws of organizational development and change

2. The evolution of organizational structure

1. Discussion: What is the relationship between organizational structure and business processes?
2. Enterprise organizational structure Evolution rules
3. 1.0 The best organizational structure in the era: linear structural characteristics
4. 2.0 The best organizational structure in the era: functional structural characteristics
5. The "flaws" of the traditional organizational structure
6. 3.0 The best organizational structure in the era : Process structure characteristics
7. Case: The process structure characteristics of the US military
html The best organizational structure in the 84.0 era: Network structure characteristics
8. Case: The distributed network structure of "mosaic warfare"

3. Characteristics of the organizational structure of transformed enterprises

1. Research: Whose lives have been changed by the process revolution?
2. Only process reengineering can achieve customer orientation
3. Basic characteristics of matrix structure
4. Ren Zhengfei and Gerstner's understanding of matrix organizational structure
5. The "real" and "fake" of matrix structure
6. Matrix organizational structure Evolution trilogy
7. New model of group management and control: from "mother and child" to "partner"
8. Basic characteristics of the group's new business model: P2B2C

4. Key points of organizational structure design for transformed enterprises

1. Discussion: How to achieve cross-functional and cross-department management?
2. Matrix structure must meet two important conditions
3. The design of product business units (divisions)
4. Horizontal pull-through mechanism - integrated business management
5. The relationship between product management, project management and process management
6. "Integration" opens up the relationship between customers and enterprises channel
7. How to "integrate" and "encapsulate" different functions
8. Integrated business management toolkit

5. Best practice sharing

1. Huawei organizational structure evolution
2. Haier organizational structure evolution
3. Midea's organizational structure evolution
4. IBM multi-dimensional Matrix structure
5. GE's zero-level management, boundaryless behavior and teamwork
6. The organizational change initiated by Toyota in 2016
7. Procter & Gamble's multi-brand strategy
8. JNJ's "decentralized organization"
9. ABBGlobal group management and control model characteristics
10. Tencent's "big three-layer pyramid" , small three-layer pyramid "
11. Inamori Kazuo 's " amoeba management " mode