The position of R&D is the most innovative, but the performance system of the company is really regrettable.
Performance and innovation are basically opposites. Performance theory is conservative, mechanical and repetitive. Under the performance system, only one thing can survive, and innovation will be pruned by performance appraisal.
Innovation equals freedom, imagination and hard work. There has never been a great product in the world because of the pressure of performance appraisal. On the contrary, all great products are produced in extreme freedom and voluntary enthusiasm. Without this atmosphere, innovation is impossible.
Brief introduction of Haier group
Company 1984 was established in Qingdao. Since its establishment, Haier has adhered to the innovation system centered on users' needs to drive the sustained and healthy development of enterprises, and has developed from a small collective factory that is insolvent and on the verge of bankruptcy to one of the largest home appliance manufacturers in the world.
In 20 12, Haier group's global turnover was 163 100 billion yuan, with more than 70,000 employees in 17 countries, and Haier's users spread all over the world 100 countries and regions.
Haier Group holds a number of brands closely related to consumers' lives. Among them, according to brand statistics, Haier has become the world's number one home appliance brand for four consecutive years (source: Euromonitor International).
In the Internet era, Haier has built an open independent innovation system to support brand and market expansion. By the end of 20 1 1, 8350 technical patents 123 18 or authorized patents had been applied.
A total of 77 proposals for international standards have been submitted, of which 27 have been published and implemented. It is the home appliance enterprise that has applied for patents and submitted the most international standards in China. In the global field of white goods, Haier is growing into an industry leader and rulemaker.
Haier's real network, namely marketing network, logistics network and service network, covers most urban communities and rural markets in China. Haier has built more than 7,600 county-level specialty stores, 26,000 township specialty stores and 6,543.8+0.9 million village-level liaison stations throughout the country, which can ensure that farmers do not go out to learn about household appliances and buy products in rural areas.
Haier has established more than 90 logistics distribution centers and more than 2,000 secondary distribution stations throughout the country, which can guarantee 24-hour delivery to county towns and 48-hour delivery to towns, realizing the integration of on-demand distribution and distribution.
Haier has more than 17000 service providers in China, including more than 3000 primary and secondary market service providers, more than 4000 tertiary market service providers, and more than 10000 tertiary market township service stations, which can guarantee on-call service and provide users with a set of exquisite services that can be delivered on time.
The advantage of the integration of Haier's virtual and real network ensures the zero distance between enterprises and users, which not only effectively supports the marketing of Haier products, but also becomes the preferred channel for international home appliance brands in China market.
In order to adapt to the changes and development of the times, strategic innovation and management model innovation were carried out in a timely manner, and brand strategy, diversification strategy, internationalization strategy and global brand strategy were implemented successively. Haier's management mode has also developed from Nissin management method, OEC management mode and market chain management to a win-win management mode for one person.
In the Internet era, Haier has implemented two strategic transformations: enterprise transformation, from "selling products" to "selling services"; The transformation of business model, from the traditional business model to the win-win model of one person and one person.
Haier's organizational structure changes as needed, from the traditional "positive triangle" to "inverted triangle", from "inverted triangle" to "node closed-loop dynamic network organization" with independent management as the basic innovation unit.
World-renowned business schools and management experts believe that Haier's "one person, one person" win-win model is subversive, pioneering and leading, which is a breakthrough in traditional management theory and may solve the management problems of the global business community. ?
The implementation of the win-win model of "one person, one person" has further improved Haier's response speed and profitability to user needs in the Internet era. From 2007 to 20 1 1, Haier's compound profit growth rate was 38%, which was more than twice the income growth rate, and its cash turnover days (CCC) was negative 10 days.
The Internet characteristics of "one person, one person, one person" win-win model make it have the ability of cross-cultural integration. Haier Asia International, established after the acquisition of Sanyo White Power by Haier, has been recognized by local employees and management teams, attracting top local talents to join.
Haier is becoming a global leading brand in the internet era through the innovation of win-win mode of "one person in one".