Prior to this, both the media reports and the public comments of Great Wall executives were good songs, which made people feel that Great Wall Motor, as the head car company of its own brand, had survived the difficulties. However, the conversation of Great Wall Motor seems to have suddenly turned. Wei Jianjun told the whole story of the crisis facing the Great Wall in a way of "exposing the shortcomings", which was enough to make people "short-circuit". ?
The following is Wei Jianjun's letter to Great Wall Motor's partners: How will Great Wall Motor survive next year:
Dear colleagues, this year is the thirtieth year that I have built cars in Great Wall Motor. At this special time node, many people may think that Great Wall Motor, which has grown for 30 years, has grown from small to large, from weak to strong, and from self-confidence to self-confidence. Actually, I'm not optimistic. When we face global competition, that is, a completely uncertain and variable world, we have to ask: Can Great Wall Motor survive next year?
Although it seems to outsiders that Great Wall Motor has been successful in the past 30 years, some people even told me that it took only 30 years for Great Wall Motor to tie the pace of European and American automobile companies 100 years. But in my opinion, Great Wall Motor's achievements in the past 30 years are largely attributed to the era of China's reform and opening up and the dividends of China's automobile industry.
Now, the dividend will be exhausted, coupled with the global economic downturn, the impact of the epidemic, and the encirclement of foreign brands and new car-making forces, in my opinion, our future may be "hanging by a thread."
Crisis goes hand in hand? How was the last battle?
In the past, we caught up with the "golden decade" of China's automobile industry, which can be said to be triumphant all the way. For example, Haval became the leader of China SUV, and led China car companies to break through the SUV field, successfully broke through the ceiling of China brand, and ended the era of joint venture brand profiteering. This phenomenon, some people even think that Great Wall Motor may have the strength to compete with foreign and joint venture brands, and it is one of the most promising China car companies to become the next Toyota and Volkswagen.
In fact, this does not mean that we have bridged the gap with those foreign brands that have stood for a hundred years. What are the reasons why these brands have stood in the center of the world automobile stage for a hundred years? It is a strategic determination to "change with constancy" in the ever-changing global economic situation, and a forward-looking vision to "change with constancy" in the ever-changing technological innovation.
At the same time, under the pressure of the global economic downturn, for automobile enterprises, the market will enter a relatively long-term "cold winter", which will make the stock competition in the automobile market more and more fierce.
At this time, I am treading on thin ice, because Great Wall Motor, which is over 30 years old, has not experienced real wind and rain, and none of us can predict whether Great Wall Motor really has the ability to extricate itself from the desperate situation by "changing and unchanging" when the real crisis comes.
Although China's automobile industry has a number of well-known brands in the global automobile market in just a few decades, the "dilemma" of China's automobile industry has always been with us.
"No sense of crisis is the biggest crisis". At this moment, it is more appropriate to use this sentence to describe Great Wall Motor and even China automobile industry. Because a brand-new era is quietly coming to us, new technologies, new things, new contradictions and new problems emerge one after another. To be sure, competition has turned into confrontation, and confrontation has already begun.
For the automobile industry, under the influence of global economic dynamics, revolutionary changes are taking place, especially with the help of the epidemic, the living space of each automobile enterprise is gradually being squeezed. The domestic situation is also not optimistic. The window of brand development in China has been closed. Surrounded by foreign brands and new car-making forces, it is not easy for us to survive the cold winter smoothly.
Danger and opportunity always go hand in hand. As long as we foresee the crisis and seize the opportunity, we can survive the winter and usher in the spring. At present, globalization is our great opportunity, and going out is our breakthrough. A truly successful enterprise must be global, and a truly successful brand must be world-famous. Great Wall Motor has no choice but to succeed. And the next ten years will decide our life and death, which is doomed to be a bitter battle.
Change is a choice, we have no choice.
Compared with the current technology-based enterprises, Great Wall Motor used to be a traditional automobile enterprise. Under the background of globalization, digitalization and intelligence are surging. We must make a "thoroughly remould oneself" change and complete the transformation from "China automobile manufacturing enterprise to global travel technology company". Only in this way, only through thorough self-revolution, can we go further in the more cruel competition in the future.
The first is mechanism innovation. In order to achieve sustainable development, companies must rely on high-quality and competitive management mechanisms to solve the problems of employee motivation and vitality, organizational innovation and competitiveness. In 2020, Great Wall Motor will continue to make changes in organizational governance, performance management, post compensation, long-term and short-term incentives, employing people and educating people, and improve the quality and competitiveness of the mechanism.
Secondly, the basic layers related to the lifeblood of enterprises, such as organization and culture, must be cut. Only by rebuilding the basic layer can Great Wall Motor become a more efficient, open and attractive platform organization. I believe that this kind of revolution will be like an awl, which will pierce everyone who wants to lie on the credit book and enjoy the present, even "hit the nail on the head", but I also firmly believe that this needle must be pierced. We must show the courage and determination to blaze new trails and make every effort to promote the self-revolution of Great Wall Motor.
In this transformation, it is necessary to build an organizational operation system with users as the center, commodity strategy as the leader, four major brands as the battle group, bicycles as the combat unit, R&D, product digitalization, supporting procurement, production biotechnology and marketing as the resource platform, and finance, manpower, quality, process and enterprise digitalization as the support platform to accelerate organizational transformation.
The transformation of organizational combat mode needs to achieve two breakthroughs.
First, brands, operating enterprises and R&D should be opened. In the stage of commodity planning, we should pay attention to competition, market and customers, provide information input for commodity planning with the participation of marketing and brand companies, and open up and connect the path from commodity planning to product development.
The second is the opening of combat units. Strengthen the management of brand companies through the promotion of processes and digital transformation. Every combat unit of a brand company should be able to reach users, let those who can hear the sound of gunfire make decisions, and get the support of professional departments and functional departments. In the future, the status and strength of combat troops will be enhanced, and there must be an assessment mechanism. Although mature traditional automobile companies don't talk about the concept of combat units, they are actually operating. For example, Toyota's CE is very authorized and plays a great role. It can report directly to the president or the board of directors, and we will follow this model in the future.
We put forward the reform direction of "two connections", and a lot of work needs to be done next. We should adjust the organization for users. The best process is that the organization can change with the process. As long as the process needs it, as long as we can respond to users' needs quickly, increase customer stickiness and increase sales, our organization can change accordingly. There are no organizational obstacles in the Great Wall. We can do whatever we want, just to compete and meet the needs of customers. We should think about how to change and become better. We can build a preliminary version first, or run it partially. As long as the direction is set, we will allocate resources and start in an all-round way.
In the past few months, we have established an enterprise digital center and a product digital center. The former reshapes internal management, process and supply chain research and development, comprehensively opens up and connects the path from commodity planning to product development, and empowers products; The latter realizes "car online, people online and service online" around users, forming a three-terminal integration of car end, manufacturer end and dealer end, opening up various combat units, and finally forming two-wheel drive management of product life cycle and user life cycle, empowering the market.
We will set up the first product manager center and the first user evaluation center in the automobile industry, and will also be equipped with the post of user experience officer: the former is responsible for the intelligent design and research and development of vehicles, and the latter will constantly challenge product managers from more dimensions internally, thus promoting the continuous and rapid iteration of user experience.
Management Committee should be established, decision-making mechanism should be changed, departmental business boundaries should be broken, inter-organizational cooperation should be promoted, and decision-making efficiency and quality should be improved. The purpose of setting up professional committees under the CMC is to solve the most important core problems in various business fields, which need to be promoted more frequently at a specific stage.
This reform involves the adjustment of some senior cadres, giving them new opportunities and challenges, tempering them, and cultivating successors for future traction enterprises. Facing the future, all cadres should meet new challenges with beginner's mentality and awe, seize the opportunity and realize leap-forward transformation and growth.
In the future, everything should be made clear in the use of cadres. We should work till we are old, learn till we are old, work till we are old, and struggle till we are old. No matter how long we have worked in Great Wall Motor, we must be able to get up and down, with the results as the assessment and the process as the evaluation. What we need is ability, people who really have the ability to win the battle, and people who need innovation. No matter in which organization or position, we will tolerate even if innovation fails. We are always slow and steady, stagnant, afraid to try and make mistakes, afraid to challenge, which is worse than failure. In the future culture of our company, we must break ranks and qualifications and boldly hire new people. Our enterprise, like the human body, must undergo metabolism. It is necessary to build a high-quality platform for new experts, managers, people with lofty ideals and outstanding young people to work happily and realize their value. We should use diverse cultures to make our enterprises have better DNA, and do things with an open mind and an open mind. We must understand that in the next days, as long as we fail to implement it in any direction, it may lead to the failure of the globalization strategy.
We should not only have the determination to change, but also take actions to accelerate the change. Our reform has just begun, and we must do it boldly.
Only when we are always grateful and awe-inspiring, start again with empty cups, face challenges with the courage of death, and forge ahead with a rock-solid belief can we live up to each other and the times.
Whether Great Wall Motor can survive next year, let's answer with practical actions! (Image from the Internet)
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.