The new pain of Chinese management
The management of Chinese enterprises in the era of mobile Internet is the most complicated.
First, the market environment is changing too fast.
2. Market-oriented internal organizational restructuring that may occur at any time.
The combination of these two variables has thrown managers of traditional firms, newly accustomed to industrial management, into disarray. Industrial management mode pays attention to is that people are a link of the organization, in the organization system will try to simplify the environment, the process mechanization.
But in the information age, how can the Chinese, who are famous for their flexibility, institutionalize change itself? How to orderly organize and effectively transfer the "variables" of market environment, competitors, organizational information and personal ability until the implementation.
Have to admit, do so in place management, is not easy, also easy to become a blunt, inefficient work, can find a specific problem specific analysis of efficient management mode?
Once a mechanism is in place to solve these problems, Chinese companies will generate unlimited "intelligence".
It is the original intention of Wang Hanchao to establish i Place to take organizational efficiency as the goal and rebuild the "intelligent" management system to adapt to the market. He hopes that in the enterprise he serves, every system and every individual can really do their own work "well". He emphasized "attendance."
The arrival rate in the mobile era is the same and different from that in the traditional era. For example, when an employee clocks in, he or she is on duty, but to work effectively, he or she must be "in place". For example, the higher the quality of the sales visits, the higher the turnover is likely to be. The quality of the visit depends on the details you communicate with them.
In Wang Hanchao's words, not in place of the movement, is invalid movement, is "blind movement".
The core of "people in place" is the release of personal value
No matter traditional enterprises or new enterprises, the post-90s generation has gradually become the subject of management. At this time, the collective value attached to the organization is weakening, and the individual value or "individual recognized value" is enlarging. The rise of individual value will also provide more explosive energy for the enterprise, and make the enterprise more dynamic and passionate. How to guide such individual values along the trend and sublimate institutional management into "value in place", anti-organization, anti-result, but tracking individual behavior management at any time is the core problem to be solved by i in place.
In Wang Hanchao's words, the ABM system, or basic behavior management system, is the best way to get people in place. Because people use the most daily, it is the most acceptable at all levels, and managers can work anywhere and anytime during business trips, meetings, etc.
On this point, the integrated system of the boss W, contact the earliest, but also the most say. His enterprise, which has a team of 100 people, is "glued" to the i system through ABM.
Before contacting i, W had studied all the mobile office systems that could be seen on the market. In his opinion, mobile management as the inevitable trend of the future, in addition to the basic office, but also need to constantly introduce other functions. However, at present, these systems are inconsistent with his management ideas in many aspects, so it is difficult to match, and there is also a lack of comfort in use. He would like to have a system in which he can integrate his management thoughts. After all, no one knows the real state of the company better than he does...
In this way, the multi-level customized management program i was in place, and entered W's vision. After comparing with many mobile management systems, he found that the management system with ABM as the entrance could not only enable him to put into management thoughts, but also adjust his existing company management state through Internet thinking, realizing the rapid integration between the new and the old. Make everyone an "engine".
Polishing products, especially Internet products synchronized with services, is a very painful process. As Wang Chuan of Xiaomi said, to do extreme products is to drive yourself crazy.
Just one attendance, there are a lot of problems to solve. Which departments work flexibly? What kind of assessment criteria are needed? Which departments carry out standardized assessment? Under what circumstances is the dosage measured? Under what circumstances is quality assessed? Quantity and quality by whom to judge and grasp? What are the standards of mastery? How to design overtime for flexible work? What is the difference between the attendance mechanism of the group and the branch?
These metrics, which have traditionally been weighed in terms of "people," need to be completely disaggregated and delivered digitally to each disparate user once they are incorporated into the system.
Systems related to ABM alone will integrate various product interactions, design interfaces, and even individual usage habits, such as attendance, scheduling, customers, and projects. Even in a single system, a great deal of detail is needed to achieve accurate mastery of a given customer and good guidance for reasonable visits by employees.
Management has no boundaries, but efficiency has standards. How to integrate Chinese enterprise management compatible with Confucian, legalist, Taoist and Buddhist cultures, pay attention to the unity of rigid and flexible management, pay attention to the unity of values between organizations and individuals, is the goal that i place scorn to pursue. Wang Hanchao is reserved and low-key, but he also has a big dream: i in place will always implement "customized" services for Chinese enterprises, so as to better realize the management of Chinese enterprises in place, so that the management of Chinese enterprises is more in place.
