Rebirth: Dominate The World, Starting From The School Network

Chapter 702: American-Style Diagnosis Makes Me A Boss, And The Flower Factory Needs To Be A Good And

actually.

Back in 1995.

The flower factory spent 10 million yuan to introduce two sets of advanced management systems from America and Hans.

only.

The consultants basically follow the instructions of the flower factory people.

Even flower factory workers can put forward various improvement methods and optimization suggestions for their systems.

certainly.

In the end, it ended up at the expense of the process.

But this time the flower factory people discovered it.

IBM consultants are very different from previous consultants.

IBM people are not only arrogant but also very tough.

Like during an interview.

IBM consultants all require flower factory cadres to speak English.

And sometimes when asking relevant questions, don't let them ask too much why, only allow them to answer yes or no.

After more than half a month of interviews.

The consultants sent by IBM sorted out the clues and ideas in the complicated development context of Huaguang.

And through reverse thinking, a comprehensive analysis and diagnosis of the current management status of the flower factory were made.

September 20, 1998.

Mr. Ren led dozens of flower factory vice presidents to the venue early.

Conference room 937 was packed with people.

The IBM consultant stood in front of the system market and elaborated on the top ten American diagnoses of Huaguang's management problems.

1. Lack of accurate and forward-looking attention to customer needs, repeated useless efforts, waste of resources, and high costs.

2. There is no cross-department structured process. Each department has its own process, but the departmental processes are connected manually and the operation process is fragmented.

3. There is departmentalism in the organization, with towering departmental walls and independent management, resulting in internal friction.

4. Insufficient professional skills and irregular work.

5. Rely on personal heroes, and these heroes are difficult to copy.

6. The project plan is invalid and the implementation is chaotic, there is no change control, and there are too many versions.

7,

As soon as Article 6 finished speaking, there was a commotion in the venue.

Although before that.

Mr. Ren and other flower factory executives are very aware that there are problems in the R&D system, but they cannot accurately tell the crux of the problem.

Now.

The questions listed by the consultants were very sharp and directly touched the pain point of Mr. Ren, and his expression became more and more solemn.

then.

He made a T-sign to the adviser to signal a pause.

Then ask the secretary to call all other vice presidents and director-level cadres of the company to the meeting.

After hundreds of high-level cadres arrived one after another.

Due to overcrowding, it was impossible to change the venue temporarily.

Mr. Ren then motioned for everyone to move the conference table to the front, back, left, and right, and then cleared an open space in the middle for the senior officials who usually made the most of the flower factory to sit on the floor.

After the top ten diagnostic reports are over.

During the communication and Q&A process.

Boss Ren and Li Yinan once raised questions.

Why position the flower factory as a mass production company?

Because the flower factory invests 10% of its sales in research and development every year, it should be an innovative company.

Not only did the consultant not provide an explanation, but he asked them sternly what was the definition of an innovative company? What were the differentiating factors between a mass-production company and an innovative company?

After being translated by the translators at the flower factory, the consultant's irritating tone was downplayed.

But Mr. Ren still sensed something unusual from the consultant's eyes and tone.

Then Lu.

Consultants explain mass production companies and innovative companies.

Mr. Ren kept taking notes and nodded in agreement from time to time.

After the debriefing session.

Mr. Ren expressed his gratitude (agdg) that he was right to ask IBM to be the teacher this time.

The flower factory wants to hire consultants who dare to scold us and challenge us to do projects.

Mr. Ren’s words reminded the senior officials of the flower factory of an interview he had given to consultant Hay not long ago. At that time, dozens of vice presidents of the flower factory were summoned to attend the interview.

The first words Mr. Ren said to Ms. Wei, Hay's consultant after he sat down, shocked everyone present.

I am very happy to accept Miss Wei's challenge today. I am willing to answer all the questions raised by Miss Wei. It is rare to have the opportunity to accept an exam from an international examiner. I hope I can pass today and be a good student.

Apparently.

The overtone of Mr. Ren’s words at that time was to let the senior cadres present feel the serious and humbly learning attitude that a student should have.

And today.

In the same way he imparted the piety necessary to be a student.

but.

Things that he didn't expect happened one after another.

If you don't cooperate closely with the consulting company, you are going against the company and you will have trouble with your boss.

Companies pay consultants to come in to help with pulse diagnosis and prescription. The lack of cooperation from relevant personnel is actually a waste of company resources. This link will become a shortcoming in the barrel theory.

Take IBM as your teacher [Learn IBM's management methods.

After 5 years of this project.

Of the 10 core issues initially discovered in the flower factory, 9 have been resolved and consensus reached.

So in 2004.

Mr. Ren once again spent 2 billion to ask IBM to carry out the second phase of management reforms such as EMT (the highest decision-making and authority organization of the enterprise) and financial supervision.

After 10 years of hard work and 4 billion yuan spent, Hua Guang finally achieved success.

Shortly after IBM withdrew from the flower factory.

The famous consulting firm Informa Group disclosed this in the "Global Mobility" survey report.

In 2008, Huachang's wireless communications business ranked among the top three in the global communications market with revenue of 18.3 billion yuan.

Among the world's ten most influential companies ranked by America's Business Weekly, Huawei is on the list at the same time as Future Group, Blue Star Electronics, Gu Ge, Lianhe Lever, etc.

This is why Otellini calls Flower Factory an IBM apprentice.

The flower factory can achieve its current achievements, and IBM also plays a big role in this. .