Rebirth: Dominate The World, Starting From The School Network

Chapter 701 Ibm’S Disciple Of The Dragon Kingdom

Regardless of whether they are young or old, no one who can sit here is a fool, they are all old foxes who are shrewd to the core!

The interests here are complicated.

There is competition and there is cooperation.

As long as there is no war in the hinterland of each other's kingdom, competition in the fringe areas will not hinder the conclusion of this alliance against the Future Group at all.

after all.

If you want to strangle Future Group, whether it is Yahu, Microsoft, Alphabet, or IBM, they all cooperate with Future Group.

If we have to make a clear distinction and cleanse each other's background, then no one on the cliff is clean.

so.

Regardless of whether it is Jiaguwen or Microsoft, it can only disgust IBM in the mouth.

Can they really make IBM unilaterally cancel its big contract with Future Group?

They really want to do it.

Then IBM is afraid that it will directly join the open source alliance of the Future Group.

after all.

It is absolutely impossible for IBM to interrupt cooperation with Future Group.

There are super large orders of tens of billions of meters of gold, and there may even be more in the future.

It’s still unclear whether they can unite to kill the Future Group.

If this fails and he breaks off cooperation with the Future Group, it will really be a discord between both parties.

The reason why IBM participated in this meeting.

The idea is also very simple.

They not only want to make money from the Future Group, but also make money from everyone here.

after all.

The advantages of IBM's cloud servers can put it ahead of all peers.

To be honest, they are very welcome to the group's plan to build an open source cloud platform in the future.

after all.

This attracts more new players to enter the market, so you must buy cloud services from them.

No matter how small an ant is, it is still meat.

not to mention.

This is not just one or two ants, but hundreds or thousands.

Taken together, it’s a huge deal!

Only a fool, with his head caught in the door, would end cooperation with Future Group.

Again.

IBM also has enough confidence to completely ignore Microsoft and Jiaguwen.

so.

As soon as Samuel Palmino said harsh words, Larry Ellison and Steve Ballmer immediately shut up.

"Haha, Pamino, I still have to remind you..."

"You IBM disciples from the Dragon Kingdom, it's best to be on guard against this."

"As far as I know, Huachang signed an order for servers needed for two data centers with Future Group at the end of last year."

At this time.

Intel CEO Otellini spoke up and said intriguingly.

The IBM Dragon Kingdom apprentice he was referring to was none other than Flower Factory.

There is actually a reason why Huachang is said to be an apprentice of IBM.

Learning with an open mind is the only way for a country, a nation, and an enterprise to rise, develop and grow.

Management is the bottleneck that restricts the flower factory from evolving from a small Longguo workshop to a multinational company.

to this end.

Mr. Ren feels that if the flower factory wants to reach a higher level, “then it must learn from the management experience of well-known foreign companies.

You must choose a world-class teacher and study under him religiously.

then.

One week before Christmas in the West in 1997.

After a close inspection of three world-class companies, namely Hughes, Lucent and Huipu, Mr. Ren focused his inspection on IBM, the company with the most American characteristics.

Although all major companies in America are on holiday before Christmas Eve.

However, IBM's senior leaders, including CEO Gerstner, went to work as usual and sincerely and systematically introduced their management connotations to Mr. Ren.

A whole day.

From product pre-research to project management.

Investment review from production process to end of project life.

IBM executives gave a very detailed introduction.

In order to strengthen Mr. Ren's understanding of IPD (Integrated Product Development), the IBM vice president also gave him a book on R&D management published by Harvard University.

After listening to the management introduction for a day, Mr. Ren gained a new understanding of effective management and rapid response in a large company like IBM.

I gained a new understanding of the shortcomings of the flower factory itself and how to solve the problems of poor management, low efficiency and serious waste during the expansion process.

There are also new inspirations and ideas on how to avoid detours in the future growth and development of flower factories.

What makes Mr. Ren sincerely admire him is this.

As the soul of IBM, Gerstner not only possesses a rare strong will and courage to change, but is also extremely low-key in his conduct.

It was this pragmatic spirit that allowed him to concentrate all his energy on establishing world-class business processes, highly transparent development strategies and high-performance corporate culture at IBM, ultimately taking IBM from the valley of death to the pinnacle of glory.

All this made Mr. Ren very excited.

If the flower factory wants to be as powerful as IBM, not only must he himself follow Gerstner's example.

Moreover, the flower factory must devoutly worship IBM as its teacher and transplant its management essence to Huaguang at all costs.

This is the only way for a flower factory to become a world-class enterprise.

Only in this way can flower factories gradually move towards standardization, professionalization and internationalization.

During Christmas, America was full of lights, but CEO Ren and his party were in a small hotel in Silicon Valley. They didn't go out for three days and held a work meeting to digest the interview notes.

A thick stack of briefing notes was compiled and brought back to China for dissemination.

at this internal meeting.

Mr. Ren came to the following conclusion:

If an enterprise reduces its scale, it will lose its competitiveness. If it expands its scale and cannot manage effectively, it will face death. Only by strengthening management and services can it have a basis for survival on this road of no return.

Only by seriously learning from these big companies can you avoid detours and pay less tuition.

IBM (Wang Haohao) paid a direct price of billions of dollars to sum up. The pain they experienced is a precious wealth of mankind.

then.

August 10, 1998.

Mr. Ren convened a management meeting attended by hundreds of vice presidents and director-level cadres, and announced the official launch of the IT strategy and planning project between the flower factory and IBM.

The content includes eight management reform projects, including IPD (Integrated Product Development), ISC (Integrated Supply Chain), IT system reorganization, and four unifications of finance, required for the flower factory to transform into a world-class enterprise in the next 3 to 5 years.

IBM consultants began to settle in the flower factory to start this project.

In order to dig out first-hand information, IBM consultants need to conduct a large number of interviews and gain an in-depth understanding of the flower factory's working mode.

For example, R&D personnel who spend a lot of time working overtime until late at night every day discuss and inquire about the origin of the overtime problem and the various possibilities and feasibility of avoiding overtime.

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