Speaking of Handu Yishe , everyone knows that it started with a Taobao store. But it is such an Internet company that has been operating since 2008 that has its own bold innovation in its organizational structure.
Handu Yishe draws on the Amiba business model pioneered by Japanese business master Inamori Kazuo , and has launched its own group system, thus completely carrying out vigorous organizational changes to the original pyramid-like bureaucratic organizational structure.
Under that traditional bureaucratic system, the business operators standing at the top of the pyramid give orders, and then convey them layer by layer, and finally the terminal passively executes it. For Internet companies, such an organizational model can undoubtedly infinitely amplify its disadvantages, and Han Duyi has also suffered greatly.
The founder of Han Du Yishe specifically wrote: "The positive pyramid method has obvious shortcomings in our online entrepreneurship, which has led to more internal games: poor sales, everyone shirking blames each other, slow action efficiency, and sharing salary and resources makes employees lack a sense of ownership. These have caused us to be deeply disturbed."
Only organizational change can help Han Du Yishe get out of the predicament and face difficulties! But, how to change it?
In the Internet era, everything is customer-centric, and the company needs what customers need. Therefore, all operations of enterprises should be redesigned around customer-centricity.
Who can best grasp and understand customer needs? It is undoubtedly terminal employees, so the company should authorize them. Just like Ren Zhengfei said: Let those who can hear the sound of cannons command the battle!
Therefore, Han Du Yishe boldly carried out organizational innovation, reversed the original pyramid model, established a customer-centric independent business body, and allowed employees to master the most decision-making power in the company's business operations. The company is responsible for building a platform, and employees earn wages and resources to achieve maximum openness and win-win results.
Handu Yishe has launched a "group system" organizational structure, and the company gives group employees great rights:
first, determine the style. The boss and the design director do not make decisions about what style the product will be produced, but the team members will make the decisions themselves.
Second, the group determines the size and inventory depth by themselves.
Third, determine the benchmark sales price.
Fourth, determine which activities to participate in, Diamond Exhibition, Juhuasuan, Double 11 or Carnival , etc.
Fifth, determine the discount rhythm and depth. The
standard group usually has three people, product development specialist, page production specialist and product management specialist. They each perform their own duties, and the overall decisions in the group are decided by these three people.
Product development specialist mainly completes product design; page production is responsible for opening the product details page for photo modification; product management is responsible for connecting with production and warehouses, mastering product inventory changes, and determining whether to continue placing orders or conducting promotions based on sales trends.
The company supports free matching of group members, and the distribution of bonuses is based on groups rather than individuals. The specific internal allocation is determined by the group leader.
In this way, the employees' upward state is spontaneous, and the leaders do not need to supervise and promote every day. The mentality between the groups is like a game of competition. more people get, and they are distributed according to work. Although does not have a special elimination mechanism, regardless of the advantages and disadvantages, a group will be dissolved and reorganized by themselves.
As a group leader, there will generally be more bonuses than group members. Therefore, after a period of practical training, some group members think that they are competent for the position of group leader, so they will organize their own group.
And at this time, the relatively weak members disbanded will run towards this more experienced employee. This is like a virtuous cycle in the market, forming an optimized matching of internal talents.For the remaining other departments, Han Duyishe turned them into a service support department, creating good conditions for the survival and development of the group and providing good support.
Group production liberates the productivity of employees and greatly mobilizes their enthusiasm for work, so as to launch products that continuously meet changes in customer needs. has greatly developed Handuyishe. Handu Yishe has been the sales champion of Internet clothing brands on Double 11 for six consecutive years in 2019.
Of course, this group system also poses corresponding challenges to Han Duyishe. For example, when there is a situation of fighting interests between groups and fighting gods, how can the company weigh and resolve these conflicts of interest? Relying on temporary expedient measures can only treat symptoms but not root causes. This requires establishing a more complete management mechanism to solve this problem.
Another thing is that every group is striving for the maximization of benefits. Employees with strong abilities and experience are bound to gather together, which forms the so-called " Matthew effect ."
Employees with weak abilities and lack of experience can only be eliminated, and the group will not spend time and energy to cultivate new people, which hinders the growth of employees in the organization and is not conducive to the long-term development of the company.
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