According to the survey of "the most respected enterprises" completed by Heyi Group and Fortune magazine, "the most respected companies pay more attention to the goals of the whole enterprise rather than local plans, and they do better in centralized management. 90% of the' world's leading companies' said that they have successfully laid out their subsidiaries around a common strategic concept, while the proportion of ordinary companies is only 78%. "
The CEO of BHP Billiton Australia said that controlling the deployment of senior management at headquarters is beneficial to all departments. Subsidiaries may think this is too bureaucratic, but enterprises can face a talent pool of 6.5438 million people. Today, when human resources become the first resource, it is very important and necessary for headquarters to manage, allocate and appoint human resources.
For those who think that headquarters management limits the creativity of business departments, Emmon Kelly, president of Global Enterprise Network, said: "Centralized management actually gives more power to local businesses. The goal of the whole enterprise sets clear performance targets for overseas managers and creates space for local innovation ability and flexibility."
Daniel Vasella, chairman and CEO of Novartis, put it more directly: "If you establish organizational discipline, all the frameworks, processes and standards will not embarrass leaders, but will give them freedom of activities. Freedom is meaningful only within the scope of permission. "
Therefore, the key question is not whether the headquarters should manage it, but how. The headquarters has a clear positioning, and then according to the business layout of the enterprise, it looks for a suitable organizational structure, conducts centralized management in terms of strategy and important resources through reasonable management measures, and authorizes tactical decision-making and management to business units. If so, it can not only free the decision-makers from their daily affairs, but also have the time, information and sense of responsibility to make long-term planning and evaluation and allocate important resources in time. At the same time, for those business unit managers who undertake the daily management responsibility and enjoy the necessary power, the management efficiency will be greatly improved, the sense of management responsibility will be greatly enhanced, and the overall efficiency of the enterprise will be improved accordingly.
I'm afraid this is what all managers at headquarters and business departments expect.