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abstract
Accelerate fission.
* * * Creation and Integration: Crossing the Boundless Challenge.
OPPO's duty: transform organizational strength.
Just like a tree, OPPO fission is accelerating. It is moving from the vertical dimension of the global mobile phone industry to the integrated ecology of more categories, more entrances, more services and soft and hard services.
However, under the fission, this company is also forming an industrial transformation mechanism of openness and restraint, innovation and integration through its internal culture and organizational strength, thus establishing a new growth model for the next 10 year.
Between liveliness and moderation, there is OPPO's long-term cultural strength, organizational strength and leadership. They are the basic force for this company to truly solve challenges and achieve growth.
In the past 16 years, OPPO has experienced several rounds of industry changes. Now it is in the most complicated historical cycle since its birth. Its fission and integration are expected to be a typical case for us to observe the transformation of enterprises and industries.
The strong impression comes from the 2020 OPPO Developers Conference, which ended on 24th.
The dimension of ecological openness at this stage is different from the past, covering almost all the elements of OPPO except the manufacturing link.
20 17 OPPO mobile developers conference, which emphasizes the mobile ecology; In 20 18, OPPO established "everything in the internet of things has a smart life", emphasizing the value of mobile phone portals in the 5G era, but it did not show more technology and platform accumulation.
At the 20 19 Future Science and Technology Conference, founder Chen Ming defined "the integration of all things", including the integration of technology, organization and culture, and announced the 50 billion R&D plan for the next three years. This is a key node in the history of OPPO development, and it is also a new ecological hero meeting.
A few days later, the OPPO developer conference coincided with his policy: ColorOS released five open engines of system capabilities; Internet of things activation action; The Internet of Things development and service platform is defined as HeyThings, which is deeply connected with ColorOS (including accounts). In addition, mobile phones, smart watches and headphones have been established as core entrances.
The entrance is far from complete, and the opening needs specific policy support. However, on the whole, OPPO's technology, products and ecology have undergone structural changes, and the prototype and scientific and technological attributes of "cloud+end" suddenly appeared. This indicates that in 2020, OPPO will start a journey of expansion, and the image of "soft and hard integration" will be highlighted.
If it weren't for the epidemic, the size of OPPO would have been displayed long ago. However, things are slow and round. On the 24th, the developer conference presented an overall appearance.
First of all, we must mention ColorOS 1 1. As the world's first OS based on Android 1 1, based on the five open systems of 20 19, AI and cross-end integration are added.
We should be clear about the word "borderless" in OPPO. It is the implementation of Chen Mingyong's guiding ideology of "Harmony of Everything". "Borderless" is not only a UI concept, but a distributed AI capability covering applications, data, ecology and devices. In this way, OPPO will be able to get through many IOT terminals such as mobile phones, smart watches, PCs, televisions and smart cars. , and relate various scenarios and services to build a consistent experience.
Several figures let people capture the ecological capabilities of ColorOS: 27 system capabilities have been opened, with more than 100 third-party partners and 300 million daily interface calls; Monthly activity exceeds 370 million; It will be suitable for 33 models.
It is no longer a narrow mobile phone OS. Of course, this does not mean that OPPO does not attach importance to mobile phones. On the contrary, this is a signal of intensive cultivation of the main mobile phone industry, but it is no longer just a terminal concept, but a core ecological hub and key entrance.
Yi Wei, general manager of OPPO's emerging mobile terminal business unit, said that since 20 19 years, various smart devices such as headphones, watches and CPE have been released in the fields of personal entertainment, home and sports health. At the same time, HeyThings Internet of Things empowers partners in five aspects: technology, experience, marketing, channels and data. Up to now, it has established cooperation with more than 30 brands such as Midea and Oaks, involving more than 50 categories and more than 300 SKUs.
This performance benefits from the complete technical capabilities of ColorOS and HeyThings Internet of Things. Zhang Xiaoyu, vice president and CIO of Midea and president of the Internet of Things Division, said that with the support of OPPO mobile phones and smart home apps, smart scenes can be quickly realized and the user experience can be improved through automatic discovery, rapid network distribution and Breeno voice control.
OPPO released Enablement Action 2.0, and the first phase will invest 200 million resources in technology, products, marketing and channels.
The entrance expansion is also accelerating. It is officially confirmed that OPPO Smart TV will be released in June 5438+00. Quark believes that it is expected to become another weapon for OPPO Internet of Things and content ecological portal services, and create a new entertainment ecology.
Don't think that the OPPO Internet of Things is just a horizontal category expansion. It has a longitudinal thinking superior to competing products. The release of the HeyTap health platform has made people see the deep layout of the OPPO Internet of Things ecosystem.
From the perspective of wearable entrance, HeyTap is not sexy. But it has two basic capabilities: equipment access and service distribution, including health data center and health interface. The latter provides a variety of convenient access methods, with more than 20 partners accessing.
This is the battle for the core scene of the Internet of Things. It can not only decouple the complete capability of opening OPPO, but also deepen the existing Internet of Things model in the industry. To be honest, most IOT scenes are still in the connection stage, let alone intelligent, and many have not yet opened social services. HeyTap demonstrated the strategic execution and synergy of OPPO.
In this way, we can find that from the perspective of integration, ColorOS, HeyThings and HeyTap are like "two horizontal and one vertical", and the layout of "base+vertical ecology" has begun to be established. So healthy, with the birth of OPPO smart TV and other portals, there will be entertainment and more services in the future.
An OPPO image of "both soft and hard" is highlighted.
Therefore, the 2020 OPPO Developers Conference can also be called the Growth Strategy Conference. OPPO has reached the cycle of structural change.
But people have also seen problems and challenges.
1. Why is the opening of OPPO so dense?
Second, in the market environment where the external macro trend is full of uncertainty and the competition situation is increasing, can OPPO successfully realize the drive conversion?
The first topic is obvious. The global smartphone industry is still growing, but as far as China is concerned, Metcalfe's law has lost its momentum with the weakening of the demographic dividend. In the past, the incremental thinking that mainly relied on terminal shipments began to give way to the development path of "increment+stock intensive cultivation+service transformation".
Apple is like this, Huawei is like this, and Xiaomi is like this. OPPO is no exception.
According to IDC data, in 20 19, global smartphone shipments were 137 billion units. The top five manufacturers in the world are: Samsung, Huawei, Apple, Xiaomi and OPPO. The agency predicts that the world will shrink by 2.28% in 2020 due to the epidemic.
Because Huawei was under pressure from overseas, it began to focus on the local area from 20 19, which led to intensified competition. At one time, Huawei occupied more than 50% of the market.
The epidemic has increased the pressure in 2020. Although OPPO and Xiaomi have got a lot of shipments overseas, especially in Huawei's traditional sites, they still can't change the trend. OPPO has reached a growth-driven conversion cycle. On the basis of deepening the main business of mobile phones, strengthen the layout of the Internet of Things.
Look on the bright side. Especially the fusion of 5G and AI. When Chen Mingyong talked about "the integration of everything", he paid more attention to the digital trend in the 5G era. He repeatedly stressed that OPPO is not just a mobile phone company.
The trend of OPPO in the past two years reflects this trend. Its fission is more rapid and urgent than many of its peers.
Competing products have also been upgraded before. The Internet of Things layout of Xiaomi and Huawei was earlier. Xiaomi 20 13 started. Today, it is known as the world's largest consumer Internet of Things platform. A group of internet giants are also constantly infiltrating into it. Ali and Baidu have established independent platforms.
So the second question is particularly prominent: under such circumstances, can OPPO achieve drive conversion?
1, is the Internet of Things fixed?
2. Differentiated competitiveness and effectiveness of 2.OPPO IoT ecological model.
Our observation is that although the concept of the Internet of Things has been born for many years and the shipment volume has a certain scale, the so-called pattern is far from settled.
Take Xiaomi as an example. In terms of revenue, IoT is the main business. But so far, apart from the interaction between Mijia and Xiao Ai speakers, there is no real cross-end collaboration between Internet of Things terminals, so it is hard to call it a stable mode. In fact, some partners pay more attention to Xiaomi channel and have heavy shipping thinking.
Amazon, Ali and Baidu all have a certain scale. But the latter three are more of a single product entrance, especially smart speakers. So far, the Internet of Things of such companies is almost an island form.
This pattern is far from certain. The industry has even just realized that it is necessary to get out of the strange circle of "connection". OPPO has equal opportunities.
OPPO has the conditions and competitiveness to complete the drive conversion;
1, the mobile phone industry has a huge global stock of users and daily users;
2. Integrating the open value and refined operational capability;
3. Not fully recognizing the product strength and "China-Taiwan" ability;
4. The opening strategy of the Internet of Things is flexible and restrained, and the homonym created by * * * is full of imagination.
OPPO emphasizes IoT, not weakening mobile phones. Chen Mingyong repeatedly emphasized "deepening the main business". Mobile phones not only contribute to revenue, cash flow and profits, but also are the core guarantee for technology precipitation and business model upgrading.
Mobile phone is the core entrance of the Internet of Things. Even if the annual shipment increment is limited, it still has strategic value that other terminals can't replace under the game of upgrading and stock.
We must also see the integration ability of OPPO in the past. From design, manufacturing and supply chain management to brand, channel and service, this ability has an open and independent ecological value in the new cycle. Moreover, after fission, it will form a refined operation based on full link data, and cross-end collaboration can play a unique role.
Then there are brand and channel services. The former is conducive to the rapid penetration of OPPO IoT into users' minds, while the latter's ongoing online and offline integration and scene transformation will surely become a force to promote multi-terminal shipment, which is equivalent to expanding OPPO's "seaport". Once a larger scale is formed, the channel side will even have more independent operations.
Speaking of OPPO product strength, I have witnessed mobile phone innovation in the past. The biggest touch today is product strength and platform definition ability. Needless to say, ColorOS, over the past year or so, the definition and upgrade of HeyThings and HeyTap have demonstrated OPPO's different commercialization ability and scene thinking.
Behind the product strength, there is the ability of technology accumulation and architecture.
It is difficult for the outside world to understand this set of data: According to the patent application data of 20 19 under the framework of the Patent Cooperation Treaty of the World Intellectual Property Organization, among the top ten applicants for PCT patents, there are four enterprises in China, and OPPO ranks fifth in the world. By the end of 2020Q2, OPPO had 49,000 global patent applications, with over19,000 authorized patents, ranking among the top 5G, AI and video patent applications. Fast charge more than 2800 pieces, VOOC flash charge becomes a beautiful business card.
While people continue to render peer R&D systems, OPPO has established 6 research institutes and 4 R&D centers with more than 10000 R&D team members.
Technology accumulation is an underestimated topic of OPPO. Without it, it is almost unimaginable to define the platform scheme within one year only by business thinking. Because, whether it is ColorOS, HeyThings or HeyTap, it is the crystallization of breaking through the barriers between the underlying technologies and organizations. In this part, we will also analyze organizational strength and skip it for the time being.
When it comes to the differentiated competitiveness of OPPO IOT, we believe that the most critical thing is the open mechanism.
Yi Wei, general manager of OPPO's emerging mobile terminal business unit, announced the strategy of "* * * creating ecology" for IoT's open empowerment. In addition to self-defined terminals and portals, related partner products will be selected by eco-products. There are two main levels:
1, in line with the value proposition of OPPO Internet of Things, but developed by partners.
Including boutique benchmarking, HeyThings direct connection, OPPO will deeply participate in and output quality standards.
2. For more third-party general products, adopt flexible connection. However, OPPO will still be selected according to brand tonality, and the design and quality will be strictly controlled.
This strategy is different from Xiaomi mechanism. Xiaomi relies more on investment to create supply. Although it can enrich categories and expand shipments, it is difficult to eliminate competition with partners in the end.
Lei Jun once said that Xiaomi ecology is not a fence, but a fence. This positioning has not really solved the internal game so far. The ecological value brought by investment lies more in connection than integration.
OPPO should also adopt the way of investment grafting and incubation in the future, but from the existing mechanism, it is expected to produce a path different from investing everywhere. HeyThings platform is more open and vivid than Xiaomi connection. From the perspective of partners, although OPPO started late, the quality of cooperative enterprises and brands is closer to the head and the expansion is more stable.
In addition, unlike simple connections, OPPO services imply deep digital empowerment, especially intelligent full-stack solutions. For example, in addition to product access, it also provides marketing and channel support.
Take partner music as an example. The product was launched in OPPO Smart Home APP Mall, with 80 million brand exposures and sales growth of 276%.
This is a set of digital service capabilities beyond "connection". Referring to Alibaba Group's "commercial operating system", it can be regarded as "Internet of Things commercial operating system". It shows us the potential 2B capability of OPPO. With the expansion of categories, the further diversification of imports, and the cooperation between manufacturing end and supply chain, OPPO is actually a complete digital infrastructure service platform for industry data link.
Other competing products also have shortcomings in the mechanism. Huawei's IoT products are almost completely self-sufficient. Ali and Baidu have open platforms, the former has digital empowerment and channel power, but the platform positioning determines that it is difficult to build multiple portals independently; Baidu has a good technical accumulation, but lacks terminal experience. The entrance depends on smart speakers, and DuerOS even sells it by dealers.
OPPO internet of things mode has a differentiated path.
Of course, the rapidly fission OPPO also has fear. It understands that although platform-level products are excellent, they cannot blindly benchmark existing peers. It emphasizes that it will not enter the whole category, but deepen the advantage scene based on user insight. The exploration of the vertical field, especially the health field, shows the trend of OPPO forging the business model of the Internet of Things.
OPPO has never been a blindfolded role. In the past few years, both Chen Mingyong and Duan Yongping, the founder of BBK, the parent company behind OPPO, have emphasized "being the first in the world". It means that based on user insight, as long as the direction is established, you are not afraid to get involved late.
OPPO in fission not only shows the ability of rapid expansion, but also strengthens the restraint and integration with fear.
We have always been curious about why OPPO has this idea. Is it the insight from users or industries, the requirements of technology and ecosystem, or the constraints of culture and values?
I want to give my own thoughts: that is, fission and fusion thinking is just a methodology, an ability, an organization, and a leadership based on culture and values.
In our opinion, compared with the innovation of technology, products and platforms, it is the core guarantee and driving force for OPPO to upgrade at this moment.
If you choose one word to sum it up, it is the "duty" that Duan Yongping and Chen Mingyong have repeatedly emphasized for many years.
This expression originated in Duan Yongping. For a long time, this has also been the value creed of BBK and OPPO.
But "duty" has gone through a process from concept to methodology, organization and leadership.
At first, "duty" focused on business ethics and morality. Duan Yongping emphasized "sincerity" many times, and then gradually expanded to four levels from the inside out, namely, the unity of knowledge and action; Insist on doing the right thing; Stop immediately when you find something wrong; Try to do things right.
This expression has no "out of pocket" style of western organization management scholars at all, but it is deeply rooted in people's hearts. There are ambiguous, strict and even strict advanced ones. Later, Duan Yongping often used stop doing list to restore logic.
This concept is especially suitable for the group army culture with a certain direction and scale. Especially when it is combined with "being the first in the world", it will produce a powerful strategic force and destroy it.
But it is also easy to form a conservative mechanism, especially individuals and small teams, who will get used to waiting for orders from their superiors and then go through fire and water. Once the industry is transformed and upgraded, it is prone to problems.
In the process of OPPO transforming smart phones, it used to be a cold spot to define products from top to bottom. It aroused the escalating consciousness of Chen Mingyong organization. OPPO once asked IBM to be responsible for the organizational structure change from the R&D process. Chen Mingyong gradually gave up the past "mandatory management", leaving thinking to all levels and insisting on sharing with all employees.
This has injected a new mechanism into the organization with critical thinking. Today's OPPO fission also has a general context.
Only dated back to 20 18. At that time, OPPO established software engineering division, Internet division, emerging mobile terminal division, research institute and other departments. At the end of the year, after the developer conference established the deep cultivation of mobile phones and the expansion of IOT business, OPPO has reached the node of strategic upgrade.
Chen Mingyong seldom comes out. However, from June of 20 19 to June of 20 19, various voices came one after another, which obviously aroused the driving force of organizational innovation from the level of culture and business philosophy. Promoting the concept of "duty" is the basis of his cut.
For example, on 20 19, 65438 10/4, OPPO's corporate culture "responsibility" added a new connotation, that is, "dare to question, dare to challenge, and grasp the essence of things through critical thinking", and took it as the second interpretation. In this way, the five connotations are as follows:
1, isolate external pressure and temptation, maintain a normal mentality, return to the origin of things, and grasp the reasonable direction we should do;
2. This responsibility requires daring to question and challenge, and grasping the essence of things through critical thinking;
The responsibility is to ask yourself, not others. When you have a question, ask yourself first;
4. This responsibility regulates the attitude of cooperation with others-I don't make people mean;
5, duty is higher than honesty, even if there is no commitment, what should be done should be done.
This is obviously using the New Year node to arouse a sense of change.
A little anxious two weeks later, at the annual meeting of OPPO, Chen Mingyong stood at the development node of OPPO 10 (computing by mobile phone) and released the next 10 guideline. Cutting into the angle is also a kind of "duty", thus laying the tone of "embracing change".
He said in his speech that the external situation is not optimistic. In the next few years, 5G, AI and IoT will all be opportunities for OPPO. As a technology company, we should "dare to break through and innovate" and make solid progress in three aspects, namely, deepening the main business of mobile phones; Accurate layout of the Internet of Things to create a new entrance; Building core competitiveness and achieving a major breakthrough in software engineering.
Then pay attention to his sentence: "The future competition will be all-round and multi-dimensional competition. It is not enough to do a good job in specific business. We must constantly cultivate internal strength and improve the system capabilities of the organization. "
Obviously, with the help of "duty", the emphasis is on organizational strength. Continue to look at his three requirements:
1, more confident. Dare to shine a sword, at the same time do a good job in fundamentals, "strengthen the construction of processes and platforms, and enhance organizational capabilities."
2. Be more independent. "My site, my decision", you can't always wait for the command of the headquarters to "shoot". When the time is ripe, we must take the initiative to promote it boldly. "Headquarters will mobilize resources for you and help you succeed."
3. More integration. New businesses, new regions, more and more new talents, more products, and more intersections among individuals, organizations and businesses. Open your mind, broaden your horizons, don't close the door, and "get through" with other platform merchants.
Isn't this the call for organizational change of OPPO's "large, medium and small front desk"?
This is completely consistent with the advocacy of Huawei and Ali in the past few years. Huawei said that it is necessary to fully authorize the detachment that can hear the gunfire ahead and give it the right to flexibly mobilize firepower; 20 15 after Ali Xiaoyao took office, the content of the first letter was similar to that of Chen Yongnian's speech, and then it led the reform of "large, medium and small front desk".
If the smartphone had been transformed and IBM had provided consulting services, the concept of OPPO transformation would have been earlier.
Chen Mingyong continues to promote the top-level design, which is only a relatively clear heroic meeting. Sure enough, at the Future Science and Technology Conference on 20 19, he defined "the integration of all things", including technology, organization and culture, and announced the R&D plan of 50 billion yuan in the next three years.
This is a key node in the history of OPPO development, and it is also a new ecological hero meeting.
After half a year, we saw the organizational structure of OPPO series upgraded. Such as the adjustment of global sales system and marketing system. In June of this year, there was also a letter claiming that Liu, the founder of Yijia, was also the chief product experience officer of Oujia, responsible for product line planning. This may mean that OPPO will further strengthen its integrated thinking and establish a new mechanism for future organizational upgrading, especially for the upgrading of China-Taiwan architecture.
OPPO is not short of technical and commercial elements, but what really drives the fission is organizational strength and Chen Mingyong's leadership.
Why is the upgrade of "responsibility" also a methodology and organizational force?
Look at Chen Mingyong's analysis. He said that the most important value of "duty" is to "isolate pressure and temptation, maintain a normal mentality, return to the origin of things, and grasp a reasonable direction." Sense of direction, doing the right thing and "duty" can be directly equated.
How to grasp the direction and do the right thing? This requires questioning and challenging, critical thinking, and verification from the opposite side.
He said that it is imperative to return to OPPO and regain critical thinking. OPPO people should always maintain the critical spirit in line with the connotation of "duty", dare to question and challenge, and "strive to be a practitioner of culture, not a bystander".
We heard the sound of fission and growth. OPPO is expected to become a key variable in the industry in 2020 and the next cycle.