Duan Yongping felt a little guilty. Even the boss Fang Chen knew these things so well, but as the general manager of the company and the real manager of the company's daily business, he didn't know everything about it. It was really inappropriate.

"It's okay, I said it too early. The company is not yet in a position to do this, but it would obviously be better to do it earlier, right?" Fang Chen said with a smile.

Enterprise management systems, especially IT systems, and the establishment of internal processes must be established, but things like oa systems and ipd processes, which are benchmarked against the latest international management systems and processes, are still difficult for Xiaobawang.

Not so urgent.

In its previous life, Huawei only started to build various management systems after 1994. Previously, Huawei had always used some small application software independently developed by itself to support its business. This kind of thing is naturally available now.

Huawei's first international management system is the mrp system, which is material requirements planning.

The mrp system takes each item as the planning object, schedules backwards with the completion period as the time basis, and distinguishes the order in which each item is released according to the length of the lead time. It is a material planning management model within an industrial manufacturing enterprise.

The effect of Huawei's implementation of the mrp system is very obvious, doubling the production inventory turnover rate.

And with the comprehensive application and practice of mrp timely production and process optimization, the production cycle of the equipment has been reduced from the past one month to half a month.

As for the ERP system, Huawei was also the first in China to try it out.

It can be said that Huawei attaches great importance to the management system. In 1998, it spent one billion and asked IBM to spend five years to help Huawei establish a process organization.

It is this management reform and IT construction that has brought Huawei's work in line with international standards and its management level to reach international standards.

Lenovo's mrp system and oa system were only established around 1996.

It's only 1992, and Xiaobawang has started to build these things. It's completely late, and it's not even necessary.

But since we know that these things are important and indispensable, it is better to establish them early. It is easier to change 10,000 people now than to change 50,000 or 100,000 people later. The cost of that is simply exponential.

increase.

This is the benefit of Fang Chen as a reborn person. He knows what is right and can make plans calmly in advance and avoid detours.

With a faint sigh, Fang Chen felt a little helpless. He didn't want to do this, but there was nothing he could do about it. As the company grew bigger, such troubles would naturally happen.

But if a company shrinks in size, it will lose its competitiveness. If it expands its scale like it is now and cannot manage it effectively, it will face death.

"However, establishing systems and management systems is part of it. If you want to ensure the vitality of the enterprise and avoid the diseases of large companies, the most important thing is employees, especially front-line employees. As a company manager, you must dare to give power to front-line employees!"

"The decision to call for artillery support should be made by those on the front line, close to the forward positions and who can hear the sound of artillery." Fang Chen said loudly.

As enterprises become larger and larger and have more and more institutions, this big company disease will inevitably spread.

He remembered that when Xiao Bawang was still in Rihua, there were only five middle-level cadres, and there was no deputy general manager level. Now there are more than five deputy general managers, and there are almost more than thirty various ministers here and there.

, if you include deputy ministers, branch factory directors and deputy factory directors, there are more than a hundred middle-level cadres in Xiaobawang.

Bureaucrats all start from the headquarters. The headquarters has become a power agency. It cannot hear the sound of cannons on the front line, but issues instructions blindly. It relies on power to control the front line, gradually creating conflicts with front-line employees and losing touch with reality.

On the other hand, the front line will think that the headquarters is responsible anyway, so they don’t have to do anything thankless.

At this time, the issue of responsibility becomes a big problem, and the organization becomes rigid, even necrotic, and eventually dies.

Delegating power to the front line and letting the lowest-level commanders make decisions is a good way to prevent the diseases of large companies.

Huawei has a very interesting theory. The company commander is a major general, and the squad leader is a lieutenant general. The lower the commander is, the more things he can decide.

Kazuo Daocheng, who is known as the sage of Eastern Japanese business and founded two Fortune 500 companies, also has a very interesting organizational management mechanism, Amoeba Management.

Amoeba is a single-celled amoeba that can adapt to changes in the environment by rapidly multiplying and shrinking tissue cells.

Inakiro Kazuo divided the company organization into more than a thousand amoebas. This organizational division can release the creativity of employees to the maximum extent and combine the scale advantages of large companies with the flexibility advantages of small companies.

However, although the method is good, it is impossible for a person to become fat in one go. All these need to be done slowly and changed little by little.

If you take too big a step, you will be in trouble. As long as you persist in doing it and achieve slower results, Fang Chen is completely able to accept it.

From the time Huawei introduced international management in 1994 until around 2007, it took about thirteen years for Huawei's management system to slowly transform into a qualified global enterprise.

So if Xiaobawang does it earlier and can complete it around the millennium, this is a good result. If it is done later, ten years later, he will not be unable to accept it.

After all, the environment that Xiaobawang and even Qingtian are facing now is not that urgent. Huawei's profits before 1996 mainly came from the rapid growth of market share.

After 1996, China's communications industry, especially switches and access networks, entered a stage of stable development and no longer experienced the same explosive growth as before. Huawei could only obtain benefits from management through meticulous management, which was the main source of profit.

The source is management rather than the market.

The environment that Xiaobawang faces now is not as severe as that faced by Huawei at that time.

Duan Yongping and Huang Yihe frowned, thinking carefully about Fang Chen's words.

The more Duan Yongping thought about it, the more it made sense, and he even felt like he was enlightened. The shame in his heart became more and more intense. Not only did he feel ashamed today, he even felt like he understood Fang Chen again.

"Then how to ensure that front-line employees make correct decisions?" Duan Yongping suddenly asked.

Fang Chen narrowed his eyes and nodded approvingly, "This question is very good, and it can even be said to hit the nail on the head. If you want to ensure that front-line employees make correct decisions, you can only rely on training. Through a lot of training, various cases

Teaching, letting frontline employees know what is right.”

He doesn't think this is difficult, because as he just said, Huawei's front-line decision-makers are the squad leaders, and Amoeba's decision-makers are also the team leaders of this little Amoeba.

In other words, it is the front-line managers who really make decisions, not just any ordinary employee. To be able to be a squad leader, at least you have to go through a long period of experience in the company and have basic management qualities.

To hold the position, you must even have successful practical experience to serve as this squad leader.

And there are various higher-level managers behind to provide guidance and supervision, so there won't be any big problems.

"The basic management quality is there, but how to ensure the professional ethics of employees and complement each other with the company's overall development ideas? In other words, the execution decision-making route of front-line employees is correct?" Duan Yongping continued to ask.

"Then we need to integrate employees' personal pursuits and goals into the company's career goals, and then shape them into the shape required by the company's ideals, goals, spirit, sentiments, and behaviors."

“Everyone is required to act in accordance with the behavioral norms required by the company. Employees must implement a series of rules and regulations with job responsibility system as the core, including financial systems, warehouse systems, department interface systems, personnel systems, etc. The grassroots level must change from the completely passive attitude of the past.

Take responsibility and take the initiative to take responsibility.”

"The front line does not need to consider too many large-scale issues. It only needs to do the things in front of it. The rights we give him only mean that when he needs support or even changes his strategy to achieve the goal, within a certain range

He can make the decision on his own, but in fact the goal is still such a big goal."

"For example, the goal of a company is to capture a certain mountain, and if it is divided into a squad, the most it can do is blow up a certain bunker. The authority we give him is to let him do it on his own when the explosive pack cannot complete the task.

Choose whether you want artillery support from howitzers, cannons, or bombing from aircraft."

"Although it may waste some resources, it is better than not being able to complete the goal on time."

The goals to be achieved by the front line and the decisions that need to be made are often not too big, but special accidents are prone to occur, which require support from other departments. Often these permissions need to be applied to the superior leaders at all levels, or even ask the superior leaders to obtain them.

idea.

It would be much more convenient if these rights were delegated to the front line, for example, front-line employees could directly call the headquarters department for support.

But the goal of the front line is still such a big goal, and there will never be a failure in decision-making. When things related to the fate of the entire company arise, the company's biggest requirement for the front line is to find ways to complete the goal and reduce hierarchical consumption and delays.

Duan Yongping nodded with understanding.

"Have you chosen the general manager of the Southeast Asia branch?" Fang Chen suddenly asked.

Duan Yong was stunned for a moment, then looked at Huang Yihe subconsciously, hesitated for a few seconds, and then said: "Huang Yihe."

Fang Chen rubbed his nose, feeling a little embarrassed now. He was discussing personnel appointments, but it turned out that the person he was discussing was right in front of him.

Duan Yong's face was expressionless, as if the matter had nothing to do with him.

After all, Fang Chen has asked, he can't help but answer, or put Huang Yihe away before talking, right?

Doesn't this mean that there is no more than three hundred taels of silver in this place?

In the final analysis, Fang Chen himself is still to blame.
Chapter completed!