At that time, he was in charge of both R&D and marketing. When the company grew to more than 65,438+000 people, he felt very miserable and longed for many of his members to take responsibility in various important departments. Therefore, he subdivided the company into so-called "amoeba" small collectives, selected amoeba leaders from within the company, and entrusted them with the heavy responsibility of management, thus cultivating many leaders with operator consciousness.
Amoeba business model is the original business model of Japanese business sage kazuo inamori. Kazuo inamori founded two Fortune 500 companies-Kyocera and KDDI. It is the amoeba business model that makes these two enterprises thrive and flourish. Kyocera has created a fabulous performance-it has never lost money for more than 50 years, and the more the economic crisis, the greater the development; Kazuo inamori is currently the president of JAL, a former Fortune 500 company. He tried to introduce the amoeba business model into JAL.
In fact, the management mode of Amoeba and the study of Kyocera Society (introduced in kazuo inamori's monograph "Practical Learning") are also called the two pillars of kazuo inamori's management philosophy.