At Vanke's 20 19 annual performance meeting, Chairman Yu Liang mentioned his views on the crisis: first, have courage; Second, we must have immunity; The third is to be prepared, and opportunities will be left to those who are prepared.
On 20 18, Vanke put forward the simple and simple word "live", which will always be an important guiding principle for business owners.
I have worked in Vanke for more than 10 years, and deeply felt the characteristics of Vanke in peacetime. I'm afraid, walking on thin ice. I really drive the enterprise with a sense of mission and crisis, which is similar to the characteristics of Huawei, or
Mr. Yu mentioned that on the one hand, immunity is to take care of the customers of parents who have food and clothing, and secondly, cash is king, and there is food in hand. This is an important point of business development. At the same time, I also see another manifestation of corporate immunity in the organization. This is Mr. Yu's description of champion organization, vector organization and tough organization.
Just like a person, if he has a job and a skill now, he can guarantee a stable income, but if he wants to have sustainable development and income in the future, he needs to keep his physical and mental health and ability developing continuously.
Back to today's topic, regarding organizational immunity, we will look at how to maintain organizational health from three dimensions of change.
When it comes to the impact of the epidemic on the real estate industry, I think everyone has their own unique views.
Here I'll talk about what I saw from the organizational point of view.
It should be said that even without this epidemic, the organizational changes of real estate enterprises are actually going on. The epidemic only accelerated the process of some actions.
This epidemic has caused great harm to many people with low resistance and paid the price of their lives.
The dust of an era falls on a person's head, which is a mountain. The appearance of any black swan or grey rhinoceros may suddenly bring down a seemingly good business.
In the past few months, more than 100 real estate enterprises have declared bankruptcy. This is a common industry phenomenon in the case of drastic changes in the external environment. This is a reshuffle season. of course，
You can see that many actions are moved from offline to online, such as online house viewing, online office work and online learning.
Online viewing is a way and cannot completely replace offline. Buying a house is a complicated decision-making process, with complex decision-making factors and many people participating in the decision-making. Therefore, online sales are mainly to promote, maintain exposure, conduct customer drainage and insulation, and the support for truly effective transactions and payments is limited.
Nail, Tencent conference, etc. are widely used, and various online trainings emerge one after another. Similarly, online training cannot completely replace offline training. Many business managers want to carry out a series of training, and also emphasize that they want to do it offline rather than online. On the one hand, everyone's habits have not changed. On the other hand, offline delivery may give the other party a deeper feeling and even a sense of security. I think there will be more quality courses online in the future, and we will cooperate with offline.
In the past few years, housing enterprises have reflected on their own organizations: for example, Fantasia returned to real estate, and Shi Lang Green Group was Shi Lang real estate; Ocean group divested pension and long-term rental apartments and proposed to return to the main business of real estate; Vanke continues to do: strategic review, business combing, organizational restructuring, and people matching.
Integration and merger, including: Jinmao and Fusheng; Sunshine City Xiehexin Holding
There are many aspects of structural adjustment, followed by a summary.
Personnel changes: for example, Vanke's great river and sea action. Because the adjustment of organizational structure naturally brings about the reconfiguration of personnel.
Others include rank adjustment, salary mechanism adjustment and so on.
Look at the trend from two aspects: organization and talent.
The first is the industry attribute of the real estate industry, whether it is manufacturing or service, or other attributes.
Just like the general managers of many group companies, many years ago, they came from design and engineering, to marketing, investment, human resources, etc., and then to dig talents across industries. We must know that the talent layout of key positions is not for the present, but for the next 3-5 years.
Shuffle is not a new word in this era. Every year, the ranking of the real estate industry will be adjusted, some rising, some falling, and some insignificant.
Organizational change is a continuous process. By the end of the year, we can take out the organization chart and see what happened at the beginning of the year.
In terms of talents, the dimension of looking at people will be more pragmatic. Behind the real estate bubble is the human bubble. There are many cattle people, but there are also many employees who are not worthy of income.
In terms of talents, in order to improve organizational efficiency, there will be more stringent optimization actions. At the same time, the recruitment and training of backbone and high-potential personnel is still just needed, and the requirements for talents are more complicated. Just like Vanke's "Great River and Sea Action", it is not to dig people from peers, but to dig people from Party B. It requires talents to have higher learning acumen, and needs to face more complicated situations, and the scope of post responsibilities should be flexible, which is convenient for broadening the working face and training on the spot. Just like Drucker's second principle of employing people: the requirements of the position should be strict and the coverage should be wide.
The external environment is changing rapidly. How to face the future?
Share a little story that I find interesting. This is a story told by management scientist Minzberg.
What do you think of coming here?
Bees are often used to describe hard work, and they also have their own unique and clever communication methods;
And flies, our first reaction is to hate them. Speaking of headless flies, we think they have no brains.
But why do the flies we hate fly out of the bottle, while the bees we worship don't? Because bees think that the exit must be in the brightest place, they always fly to the bottom of the bottle and think that it is an exit, which is in line with their action logic. Because they are smart and stick to their own path, it is this logic of action that leads to their failure.
Flies have no logic, just fly around, hit the wall everywhere and fly out of the bottle by mistake.
Here, we don't mean learning from the mistakes of flies, but seeing them.
So at this time, we especially need to find our own survival and development algorithm, which can enable us to effectively carry out organizational changes, survive and get a better algorithm.
The question here is, what is your algorithm about the organizational development and construction of your enterprise?
Many articles are talking about organizational change. If we look closely, we mainly talk about the adjustment of organizational structure, accompanied by the deployment of some personnel. A concept needs to be clarified here:
On the one hand, the purpose of explaining this is to remind everyone that when we want to make organizational changes in order to adapt to the environment, we should not think that the adjustment of organizational structure is called change, which requires a series of rhythmic actions and supporting mechanisms.
On the other hand, I also remind you that when studying the organizational change measures of other companies, we should not only look at what adjustments have been made in the structure and personnel, but also identify and benchmark from multiple dimensions as a whole. The case of Vanke will be mentioned later in this content
McKinsey mentioned such a formula: excellent performance = financial health+organizational health.
As an enterprise, we need the financial health that cash is king and surplus grain is in hand, and we also need to ensure the physical quality and physical and mental health of the organization. The combination of the two has achieved excellent performance.
This picture is the six elements of organizational health. The above three are transformation factors. As long as the external environment changes, these three changes will be triggered. The following three are trading factors, which change with the changes of the above three items. Simply put, if you really want to cause change, you must first cut into the top three, not the last three.
With a little application, we can look at this model and see from which dimension many management measures are cut, such as online office, * * * employees, salary reduction, layoffs, personnel deployment, structural adjustment and so on.
These six dimensions constitute the compass of organizational health, which can help you diagnose organizational health and plan and promote organizational change.
How to combine this compass to build the required organization? As you can see, I propose three changes,
They are: the change from strategy to organizational structure design, the change of culture and the change of leadership development. The results of these changes actually correspond to: strategic landing, cultural inheritance and organizational capacity development. These are also three aspects that CEO and HRD need to pay attention to.
The first change is about the change from strategy to organizational design.
Jack Welch said that if the external changes are faster than the internal changes, then the death of the enterprise is not far away. An important link in organizational change is the adjustment of organizational structure.
This table comes from Internet-related data and company announcements. I believe everyone has seen it in various channels. However, I wonder if you have clearly explored and understood the logic behind these adjustments and have your own unique views on their layout?
This page compares the business layout, control mode, responsibilities of headquarters area and municipal company.
In fact, in the process of collecting data and comparing, I once again see that it is meaningless to look at superficial actions. I remember that I was often asked to introduce how Vanke did an action, such as school recruitment, potential personnel training, and how to conduct talent inventory. In fact, these are all behaviors, not the real core.
Through this table,
Therefore, when carrying out organizational design or reform, we need to look at it from several aspects: one is business development strategy, the other is organizational strategy, and at the same time we need to determine talent strategy and cultural strategy.
From the organizational adjustment of Vanke, I think they are complete in the supporting mechanism and linkage of the organizational structure, not only the structural adjustment, personnel deployment, deepening of the partner mechanism, rank adjustment and salary adjustment, but also a complete set.
As you can see, the adjustment of organizational structure is a matter that affects the whole body, and all supporting facilities must keep up to play a role.
Regarding the strategy of organizational structure change, each company needs to have its own principles. Vanke advocates the principle that the larger the scale, the simpler the management.
Just like the book read by Mr. Yu, it is a process of reflection and exploration from the barbarian at the door to out of control and then to scale.
The subtitle of the book "Scale" is the simple law of complex world. Deconstruct the growth logic of all things and reshape the thinking frame of understanding the world.
Regarding the action of organizational structure reform, I think there are two characteristics, namely, systematicness and conciseness.
Now briefly review, changes in the external environment have brought changes in the development logic of the industry, and the way real estate companies arrange their troops has also changed.
Organizational structure adjustment is one of the important actions in organizational change, which needs overall consideration, order and rhythm.
Different strategic intentions and business strategies of each enterprise bring different organizational strategies. .
Create an agile, innovative and resilient organization. How to set it from the perspective of responsibility, power and ability?
So we all have to build the car that suits us best.
Now let's talk about the second change:
Professor Harvard studied the relationship between corporate culture and long-term performance, and found that corporate culture is also a key factor for the development of enterprises in the next decade.
As you can see, we say everything is changing, but it remains the same. In this ever-changing era, corporate culture is our constant pillar.
Driven by the mission and vision, this is the persistence of long-term activists.
All these actions are not Ali's whim, but the ideas they have been insisting on for a long time and the actions brought about by them.
Back to Vanke's example, you can look at it. Over the years, Vanke's core concept has not changed much, but has become more focused and clearer.
Here, I don't use the latest information, but use the core culture of many years ago to describe it. The purpose is that you can see that the description of the core has not changed so far, and it is an unchanging anchor. For example, in the program Business Partner, one of the descriptions of values is humanistic spirit and market principles. This is also the market principle and humanistic care when Vanke Weekly was founded.
The latest description can be found in last year's newspaper.
According to advertisements, actions are better than actions. I believe that action comes from the heart. When we study the behavior of a company, we must know the logic behind it and see its sense of mission. This is a long-term doctrine.
If you want to choose a promising company or a partner, I suggest you go with a sense of mission and crisis.
Secondly, there is a constant anchor. This is an important group of people we are facing. Including customers, employees and partners. They all care about their own meaning and experience.
From such a case, we can see that Lego uses community-based drivers in the process of product development and sales. By establishing such a community, Lego companies, products, fans and customers are closely integrated.
To sum up, Lego's mission has not changed, but it still inspires and cultivates future builders;
The creativity and happiness brought to customers and fans have not changed, and we still have to create meaning and experience for them.
Having said that, we can see that our definition of business partner has been expanded, not only within the enterprise, but also with partners, including customers and fans for project cooperation.
Recall what Mr. Yu said, to enhance immunity, we must first take good care of our customers, that is, our own parents.
One more thing about culture. Many people understand that organizational culture needs to match strategy. But in the real environment, there are many contradictions, and I have seen many phenomena: the company competes at low cost, but its internal expenses are out of control; The company encourages employees to think creatively and supports business innovation, but reports need to be reported at different levels, or two brands and one team; The company requires user-centered work, but the front and back are seriously separated, so people who can't hear the gunshots can't hear it.
This is a contradiction. As the picture shows, an innovative high-speed train is running on the expressway, and its speed is still limited. You can't go to a new place by taking the old road. What you want to do should be consistent with what you are transmitting.
The last level of change to improve organizational health is the change of leadership development. To put it bluntly, it is about how to develop people's ability, especially the ability of senior leaders and organizations.
Ask a question, from the organizational point of view, what is our core competitiveness? The answer to this question will determine our actions in organizing talent development.
There are three points to note here:
On individual leadership and collective leadership.
Let me ask you a question first. An enterprise is like a person's body, regardless of the development of knowledge and skills, emotional management and mental health. Here are five important health factors. If it is important for health, how should it be ranked?
In scientific training, that is, from left to right, we will find that the more advanced, the less we exercise a certain part or complete a repetitive and simple training. What is needed is the comprehensive management of exercise, diet, rest and mentality.
This is an exciting moment for China women's volleyball team after winning the championship, and it also shows me the development result from individual leadership to collective leadership.
Mr. Yu mentioned that we should build champion organization, vector organization and tough guy organization. What I am concerned about is that when Mr. Yu talks about organization, he basically talks about organization or team, and rarely talks about individuals. My understanding is that, on the one hand, Vanke is very mature in personal training and has a systematic system guarantee. More importantly, team and organization. Business economics in the future is no longer an era that emphasizes individual heroes.
Why not a high-performance organization, but a champion organization? High performance organizations are very different from champion organizations.
If we want to build a champion organization, we need to develop collective leadership, not just personal development. Just like the women's volleyball team, we can not only build a high-performance team, but also build a team that benefits everyone, is healthy and safe, and has the responsibility for development.
From the past champion organization to the present champion organization, this is the evolution from the perspective of looking at the organization.
Here, I can only say that this perspective of leadership development is really farsighted. Let's take a look at this photo of the champion team, see everyone's smiling faces, feel the collective strength and feel the strength of the champion team.
Let's talk about effective learning methods.
How does your organization learn? What kind of learning methods should be used?
Many people often ask a question, everyone in the team is very strong, why is the whole team not so strong? There are still many people who send managers out to study MBA and EMBA. In fact, apart from having a glamorous title and linking to some contacts, it is often impossible to migrate for practical purposes.
This may be a problem with learning style.
Minzberg, a management scientist, has a book about his views called Managing Non-MBA. In other words, management is not explained in the MBA class.
He believes that professor management should not follow the drawings, just like IKEA furniture installation; Real management is more like having fun. There are countless ways to assemble parts, and it takes time to build interesting structures.
Therefore, whether it is organizational structure design or management itself, it should not be done according to the drawings, but should be like building Lego by hand. There are countless possibilities, and there must be one that suits you.
Therefore, business schools in mintzberg should recruit a management team instead of a single student. Don't discuss other people's topics, discuss your own company's topics.
Vanke began to do this many years ago, introducing HP Business School to Vanke, doing HP-MBA and discussing Vanke's own case.
At the same time, we can also find important principles hidden in mintzberg's learning style.
Regarding the way of learning, he believes that the best way to learn is to reflect, learn from peers and learn from your own experience. The management team meets regularly, sets topics, and reflects and collides with the concepts provided by experts and their own experiences. Then with these reflections, enter the work and come back after a while. This way is called self-guidance.
This is the scene of peer learning, not learning from the master, but learning from peers; We are not learning from other companies' cases, but sharing and discussing our own.
This will also be the trend of organizational learning in the future. Through this way of learning, we can improve collective leadership more effectively, not just individual leadership.
On March 25th, the workshop had a dialogue with mintzberg and Dean, and explained this learning method. Those who are interested can go and have a look.
Taking tutoring one's own study practice as an example, in dozens of competitions organized by us, the participating enterprises have given high praise.
There are many ways to support peer learning, such as Lego. Lego is not only a toy, but also a systematic tool for learning theory.
Learning through Lego is also a very interesting way to reflect on team learning.
Everyone is equal, and everyone should speak and contribute their own opinions. Through the construction of Lego, we can build a picture of team unity and realize United learning.
Just now I mentioned that the idea of developing individual leadership has shifted to developing collective leadership and peer learning. These are all ways of learning and developing.
Now take a moment to talk about what to learn and what to develop.
This example left a deep impression on me. For several years, every year in the first few days of June 5438+ 10, there were some articles about Luo Zhenyu's official WeChat account as a liar. Others believe that there is no essential difference between middle-aged people listening to Luo Pang's New Year speech and the elderly buying healthy nutrition and health care products. These words are widely circulated on the Internet. One day, I saw a friend in the group send such a passage:. . .
Interestingly, some people are trying to tell whether Luo Zhenyu is a good person or a bad person, while others have found their place. I am not qualified to comment on their views here, but it should be pointed out that,
In fact, when you see me telling this case, you will have different views and evaluations, which is also the difference in mental models. The development of mental model is what we often call vertical development.
Vanke's 20 19 annual report discusses the external environment in the future development plan, and holds that the current external environment is highly complex and uncertain.
This is the situation of our external environment and the challenge faced by managers-we need to improve our vertical leadership and collective mental model. Organizational development experts believe that,
So for the team, vertical+horizontal growth can bring real development. Di Renjie often asks Li Yuanfang: Fiona Fang, what do you think? This sentence has become a joke on the internet, but it is actually a very, very weighty sentence. From the answers, we can see the mental model and development potential of the respondents. Vertical leadership represented by mental model is also an important factor to identify high-potential talents.
The book Musk: The Coolest Man in the World mentions that most people can't really understand the significance of the change advocated by Musk. The author describes this phenomenon with this passage, "It's like a group of typewriters around a computer and then exclaiming: Look, this is really a great typewriter. …
This is exactly what we are facing. The times are advancing rapidly, uncertainty is the norm, and there will be many things that we don't understand and historical experience can't explain.
Do we want to be a computer or a typewriter? This is all determined by our vertical mental model.
In addition to managing non-MBA, I recommend two more books to you.
To sum up today's content in one sentence, we have made changes in several dimensions through the guidance of organizing a health compass.
Seeing the world through organizational development will be different.