After entering the 265,438+0 century, China's management consulting industry began to integrate with the international community, including management theories, ideas, methods, tools and the governance structure of knowledge-based enterprises. At least in form, the partner system is the highest, and now almost all management consulting institutions adopt the partner system.
However, China has a legal system with China characteristics, China has a cultural soil with China characteristics, and the partner system has entered the management consulting industry in China, so it is not a familiar partner system, while the partner system with China characteristics has its own characteristics, so it is impossible to know all the partners of companies with legal "partners". In 2003, Peking University established his own partner system with reference to McKinsey's partner system.
Most people know that law firms and accountants are partners. Partners become major shareholders and minor shareholders according to the size of shares, and share out dividends from annual income according to the proportion of shares. Accordingly, as a partner, he should also bear legal responsibility in business. Both domestic and foreign partners are shareholders. No matter whether it is a global partner, a regional partner or a subsidiary partner, as long as it is a partnership, it is a shareholder and can enjoy the dividends brought by equity and equity (of course, it refers to the company making money). But what if a company doesn't have equity dividends?
Originally, all companies have equity dividends, which is one of the core spirits of the company law-it is natural that whoever invests will benefit. However, in the knowledge-based enterprises that manage consulting institutions, the investment at the time of company establishment is not the core element of company value. Compared with the registered investment funds of the company, the knowledge and experience of the expert team are more important. Therefore, it is an international practice to attract the core members of the expert team into the management team in the form of partners.
When Peking University formulated the partner system, the shareholders' meeting made a groundbreaking decision: "All shareholders agreed to give up the equity dividend". In the absence of shareholder dividends, the new partner will not pay attention to the distribution, purchase and transfer of shares, but will pay attention to how to bring value to the company. At present, among the more than 0/00 partners of Peking University/Kloc-less than 20 hold shares in the company, ranging from 1% to 20% respectively.
The strategic goal of Peking University is to become a world-class management consulting organization. On New Year's Day of 20 10, the number of vertical and horizontal partners of Peking University broke through for the first time 100. The partner development goal matching the company's strategic goal is to develop at least 800 partners in 20 16 years, of which 200 partners will be developed in 20 10 years, that is, the number of new partners developed in one year is equivalent to the total number of previous 10 years.
In the past, there were many names for partners in Peking University, including senior partner, senior partner and gold medal partner. Now there are only two kinds: senior partner and partner. Senior partner is an honorary title, and 20 senior partners are democratically elected from the top 30 partners every year. The basic salary of the partner is nominal 1000 yuan/month, and the senior partner enjoys more basic salary than the partner 1000 yuan/month. In addition, other benefits and rights are exactly the same as those of partners.
Peking University's requirements for partners are:
Partners of Peking University need to know all the fields of consulting business, be familiar with 2-3 fields, be proficient in 1-2 fields, know the theories and methods of project management, be familiar with the management points and basic methods of consulting projects, and be able to give better technical guidance to the project team. Fully understand the background of consulting needs, and fully grasp the design structure, time plan, key points and difficulties of the project plan.
The vertical and horizontal partners of Peking University should have the tenacity to focus on a certain field, dig deep into relevant customer resources, have a large number of friends in the business community and have a stable source of customers;
In the communication with customers, Peking University partners can deeply grasp the deep-seated reasons of customer demand, decision makers, decision-making procedures, budget, start-up time and other key factors.
Partners of Peking University should have extensive social contacts, have more friends or certain government relations in certain industries, have stable and long-term cooperative relations with external institutions or partners, have more foreign exchanges, and actively participate in external related management forums, salons and other activities; Partners of Peking University can perform their duties in the management, research or special work they participate in. Always think about the company's development and management issues, constantly express opinions and make judgments on the company's management issues, give sufficient reasons, make a clear statement, and actively recommend talents to the company.
Specifically, the qualification requirements of Peking University Vertical and Horizontal Partnership include:
1, master degree or above in management related major.
2. More than five years of relevant work experience and certain management experience, and those who have held senior management positions in large and medium-sized enterprises are preferred.
3. Master the theoretical knowledge of modern enterprise management and master the theoretical and practical knowledge of a certain function or several management directions.
4, familiar with computer and network operation, proficient in all kinds of analysis software.
5. Be honest and trustworthy, do what you say, go all out for what you promise, and don't give up or shirk for personal interests.
6. Abide by the professional ethics of consultants, be highly responsible for the interests of customers and the company, and go all out.
7. Be able to participate in management, research or special work.
8. Being able to use English as a working language is preferred.
It can be seen from the partner requirements and qualification requirements of Peking University Zongheng that the expected partners include: experienced consultants; Middle and senior managers with experience in large and medium-sized enterprises; People with extensive social relations, especially in the business world, who are interested in management consulting include training experts, management experts with community work background and academic experts. In other words, the partner may or may not be a management consultant. No matter from the perspective of company management, marketing or management research, as long as it can help the rapid development of Zongheng Peking University and agree with its concept of vertical and horizontal development, it can become a partner of Zongheng Peking University.
Partners of Peking University focus on ability requirements, and academic qualifications are not mandatory relative to working years. IT should be noted that Peking University Zongheng has certain requirements or expectations for its partners' computer operation and foreign language ability, which indicates that Peking University Zongheng is likely to move towards globalization, IT consulting and even management outsourcing in the future.
When I visited Wang Pu, the leader of Peking University, I talked about the development strategy of making Peking University bigger and stronger. After more than ten years of market baptism, the total market of management consulting industry in China has reached tens of billions. Only one consulting organization has a market share of 1%, and the number of management consulting organizations that can occupy more than 0. 1% is very small. This is not normal. The partner system, corporate culture and brand building of Peking University have been standardized. In the past, it was possible to unite 100 partners, so in the future, it will be possible to unite hundreds or even thousands of partners.
It is said that wang pu, founder of Peking University, who is improper as chairman and president and doesn't want any signing rights, once said that there are tens of thousands of management consulting institutions in China, so it is difficult for enterprises to find the management consulting companies they need. However, when Peking University has grown to thousands of partners, enterprises only need to find Peking University, and there are always several partners that enterprises need (matching).
Peking University still has a board of directors, but the authority of the board of directors has also been transferred to the partners' meeting and six management committees. The "principal responsibility system under the leadership of the board of directors" of conventional enterprises has been completely abolished in Peking University. All major decision-making matters are decided by the partners' meeting. No matter the founder, senior partner or new partner, everyone has an equal vote.
Wang pu is the leader of Peking University. In order to make Peking University bigger and stronger vertically and horizontally, he persuaded shareholders to give up equity dividends (including his own 20% equity) and chose Ms. Zhang Feng as the chairman instead. In 2009, he announced his resignation as president and cancelled this post. The original chairmen were six management committees. From then on, if he has any ideas about management, he will persuade the relevant management committees to adopt such democracy. At present, wang pu is actually influencing the decision-making of the partners' meeting and the management committee as the spiritual leader of Peking University.
Once a famous CEO of a listed company said that doing business is either gathering wealth or gathering wealth. The method adopted by Peking University is to share wealth among people. Shareholders give up share dividends, and the company only extracts 65,438+00% of the proceeds for administrative operation in project management. The chairmen and members of the management committees and the general managers of the consultation centers have no post salary. Excluding the tax rate, the consulting project team can use and distribute 80%-85% of the project income at most. The income of partners, project managers, consultants and marketers can be higher than that of many consulting institutions in China. The author visited more than 20 partners, project managers, consultants and marketers in the Beijing and Shanghai offices of Peking University, and almost all of them were satisfied with this benefit distribution plan.
As knowledge-based talents, partners can't fully agree with the company's 65,438+0,000% administrative management system. However, the revised partner work system can eliminate the negative impact of administrative management system on partners as much as possible: partners can not work in the company, and can do something that does not conflict with the company's interests after completing the company's basic tasks. This basic task is: "Complete the task of 10 every month." The score for publishing papers or interviewing articles in newspapers and periodicals is 1-3; for participating in social activities such as forums in management consulting industry and business circles, it is 1-3; for signing consulting partners, it is 1 minute for each payment of/kloc-0,000 yuan; and for establishing blogs and publishing articles on the company website, it is 1 minute per month.
Looking at the partner system of Peking University, we can describe it in the following words: "This is an unprecedented partner system, which is based on international consulting institutions such as McKinsey, but it has distinctive China characteristics and obvious results, and other institutions cannot learn to copy it."
The partner system is an imported product, but it is different from the partner system in the international consulting field through the deduction of Peking University and the addition of China's characteristic elements. The effect of this system is very obvious, which can be seen from the fact that the total number of partners of Peking University ranks first in the local management consulting industry in China. However, it is obviously impossible to copy and promote this management model similar to non-profit organizations on the shelf of company law. Therefore, the partner system of Peking University is not only unprecedented, but also destined to be imitated-an unprecedented model has emerged in Peking University. The key point is that wang pu, who has a strong influence in the company, persuaded shareholders to become a large consulting enterprise with strong competitiveness and international influence. Under this concept, the partner team regards consulting work and company management as a great cause, and also cares about equity dividends.