Not long ago, I met Yu Liang, president of Vanke, at an event. I asked, "What is the biggest change in Vanke in the past two years?" Without thinking, he replied, "healthier." How to be healthier? Yu Liang didn't say.
During the tea break, I saw Sun Jia, general manager of Vanke, chatting with several people not far away. Suddenly someone shouted "Mr. Sun!" Sun Jia turned to the man and said a little seriously, "Warning! According to the new regulations of the group, you are not allowed to call it' total' in the future. Call it a name! "
In the past few years, with the strategic transformation from real estate business to urban configuration service provider, Yu Liang promoted Vanke to implement organizational changes in an all-round and multi-level way. Under the traction of the partner system, we will delegate power to the five regional business divisions, promote the development of the organizational structure in a flat direction, and make employees no longer commensurate with the boss. The purpose is to break the idea of internal hierarchy in enterprises, fully stimulate synergy efficiency and give play to creativity.
With the deepening of information revolution, Chinese enterprises generally feel the challenge of organizational change 20 15. Enterprises must innovate in order to survive. Without organizational change, it is difficult to stimulate creativity, which has become the knowledge of entrepreneurs.
"Decentralization"
Demand is the mother of innovation, and the core of organizational change is "decentralization". The essence of "decentralization" is to establish a user-centered management system, mechanism and related systems, encourage employees and departments to cooperate, and spontaneously turn around users. The management of enterprises has changed from introverted to extroverted, leading to flat management.
For enterprises that have achieved initial results, employees will experience changes in the small universe: the boss's attitude towards employees is much milder than before, and the boss is more willing to discuss with employees than to give orders; KPI is not as ubiquitous as it used to be, nor does it tie employees tightly. KPI becomes flexible and simplified. Although the organizational structure has not changed, horizontal departmental cooperation and vertical leapfrog communication are no longer prohibited.
For emerging internet companies, from the day employees enter the company, they are faced with a "new world" different from the traditional organizational environment. There is no clear boundary between departments, and there is only a "three steps" (three levels) distance between you and the biggest boss.
Informatization connects people and resources inside and outside the organization. From the trend point of view, this connection will only get tighter and closer. From this perspective, Max, the originator of tissue science. Weber's "bureaucratic pyramid" organizational system defined in the industrial age is gradually melting into a flat "cake". The wave of "decentralization" of organizations is unstoppable, and the function of enterprise management is evolving from control to a flat and collaborative resource service system. However, new problems have not been completely discovered. In fact, decentralization is not the welfare of employees, but a challenge. The boss gives employees freedom and power. How can employees stand it? How to "decentralize" the organization? What capabilities does the organization need to prepare in advance for this?
Values are swords.
"Decentralization" doesn't mean that enterprises no longer manage employees, but that they start the power of corporate values to help employees manage themselves. More and more leading enterprises put value management in the first place, and correspondingly weakened the assessment weight with KPI as the core.
Liang Xinjun, CEO of Fosun Group, said in an exclusive interview with the Chinese version of Harvard Business Review that the power of values has become the biggest constraint for Fosun employees. In the past, values were air, now they are swords, and then they are the constraints of management and control.
From 20 14, the evaluation of values accounts for 50% of the weight. For another example, as early as 2003, Ali combined values with performance appraisal, and Ma Yun also cancelled the performance appraisal and profit restriction for the presidents of subsidiaries. Ma Yun believes that values determine whether employees can persist at critical moments. In 20 14, Ali formed a "four-three-three" assessment system, that is, in the assessment of managers, 40% looked at the business completion, 30% looked at the team and 30% looked at the values. In fact, the cohesion of the team also comes from values.
Fosun summarized the corporate values as "self-cultivation, keeping one's family in order, starting a career and helping the world", in which "self-cultivation" means learning evolution, "keeping one's family in order" means cooperation, "starting a career" means entrepreneurial spirit and ability, and "helping the world" means social responsibility. "For example, everyone is in different teams. Now there's one thing. A asked B for help, but B just wouldn't help. At Fosun, as long as this happens twice, B must be dismissed. Because his values are not in line with Fosun's team values, in Fosun, others ask you for help, not to ask if there will be corresponding incentives first, but to help them first. " Liang Xinjun believes that if values existed like air in the past, once they were applied to the assessment, they would immediately become a sword, which would decide whether employees would stay or not. Not only that, in the process of recruiting new people, Fosun has also adopted a one-vote veto system in terms of values, that is, if the examiner finds that the candidate cannot integrate into the corporate values, no matter how excellent he is in other aspects, he cannot enter Fosun.
In fact, in the process of "decentralization", every employee is experiencing a revolution in "thinking mode". American management scholar Dover. Cederman divided this change into: "I can do it" before, and now it is "I should do it"; In the past, it was to avoid information leakage, but now it is to pay attention to transparency; In the past, trust was risky, but now trust should be regarded as hard currency; You used to take reputation seriously, but now reputation is everything; In the past, you blindly obeyed the corporate culture, but now the corporate culture needs everyone to participate in the construction.
Scientific self-management "value-oriented" self-management means that employees themselves must know the path of self-management, and everyone must have this ability.
One of the biggest highlights of last year's World Cup in Brazil was that 36-year-old Cristiano Ronaldo sat in the studio in a doddering manner, while Klose, who was light and energetic, still struggled on the court and became the "top scorer" in the history of the World Cup.
There are two differences between C Ronaldo and Klose: 1. C Ronaldo is a football genius, but Klose is not a genius; Klose's self-management ability is super strong, and Cristiano Ronaldo is much worse. Klose always knows what he won't do. He doesn't smoke, drink and go to bed no later than 9: 30. Once, Klose just signed a contract with Lazio, and the president of the club wanted to invite him out for a drink to celebrate. Klose looked at his watch and refused. That's right, because it's almost 9 o'clock, and he's going home to sleep. "I am very happy to participate in the World Cup for the fourth time. As a professional player, you have to give up a lot of things. I have always followed these rules in hr369.com, so that you can see me now. " Klose said.
The philosophy of talented Ronaldo is "as long as you can score goals." Under this concept, he found that even when he was fattest, he was the player who scored the most goals for Real Madrid. Therefore, he felt that there was no need for self-discipline. Every time he goes back to Brazil, he will take his son to a barbecue restaurant for a big meal, or hold a five-hour barbecue party to indulge in sex. As a result, it is too late to regret it. When Cristiano Ronaldo joined Real Madrid, his weight was only 80kg and his body fat was 10%. Known as "Pangluo", he weighs more than120kg and his body fat is as high as 25.3%. In the end, I can only choose to retire.
Even a genius, without effective self-management, can't have the last laugh, just as Klose eventually became the "K God" and Golden Boy Cristiano Ronaldo eventually became the "Fat Man".
The word "no" is very effective
In addition to scientifically refining self-management methods, it is an effective method to set "what not to do" in advance. The word "no" has also been applied to corporate strategy by many enterprises.
At the beginning of his business, Wang Shi set a "no return" policy for Vanke. Later, it turned out that this "no" formula became one of the most important strategies in Vanke's history. The vast majority of real estate peers are planted in the word "benefit", but Vanke can run faster and faster. Wang Shi and Yu Liang also applied the formula of "No" to physical training. For example, Wang Shi has four "no's" when climbing a mountain: no rest, no eating and inconvenience. Yu Liang has "three noes" to lose weight: no knife, no hungry stomach and no medicine. When climbing the mountain, he sets the "three noes" goal: no injury, no tanning and no weight loss.
Why is the formula of "no" so effective? Because it conforms to the characteristics of an effective strategy. American management expert Ramcharan said that militancy has five characteristics: clear, concrete, easy to communicate and executable, and everyone can read it. The bottom line strategy is very consistent with the above five principles. The word "no" cancels the flexible space in the implementation of the strategy and pushes the strategic attribute of clarity, concreteness, understandability and easy communication to the extreme.
In a word, if you really understand the values, you can clearly recognize yourself and work out a set of personalized self-management methods on this basis, then the wave of "decentralization" means the road to success for you.