Countercurrent 1982

Chapter 2089
In the blink of an eye, the Spring Festival in 1995, the bustling streets of Shenzhen have become much deserted. As a city dominated by foreigners, many people have returned to their hometowns for the New Year, so there are not many people staying in Shenzhen. But still full of flavor.

From the third day of the Lunar New Year, Duan Yun began to express condolences to the employees who continued to work overtime in the factory area. Every employee received a red envelope, whether it was a front-line employee or a leader, the amount of the red envelope was 500 yuan, just one day Within a short time, Duan Yun sent out a red envelope worth more than 40 yuan.

In fact, the number of employees of Telling Group in Shenzhen is decreasing year by year. Because of the large-scale outsourcing of low-end industrial links, the total number of employees of Telling Group in Shenzhen has been reduced from 90 at the peak in the early 45000s to 12000 today. People, and with the continuous upgrading of the industry and the application of automation, the number of employees will continue to decrease.

In addition, the ratio of front-line employees to technical personnel has changed from 10:1 in the early years to 1:1 today. About half of the employees are technical personnel and R&D personnel. The total number has exceeded 6000, of which 3500 people work in the Shenzhen headquarters, and the other 2000 people are mainly distributed in the three cities of Shanghai, BJ and Shenyang, thus forming the R&D matrix of Tianyin Group in China.

From the perspective of the scale of research and development personnel, the number of technicians in Tianyin Group has not increased significantly in recent years. The main reason is that within Tianyin Group, due to the continuous maturity and improvement of various assessment and competition mechanisms, these technicians have been The brutal survival of the fittest is going on. For those teams and individuals who are dawdling, have insufficient technical ability, or have not produced results for a long time, they will basically be mercilessly swept out. Promotion depends not only on academic qualifications, but also on the graduation results of your major, and priority is given to hiring experienced technical personnel. For business experts who have jumped from other companies, there are additional compensations and rewards.

In addition, in terms of management, Duan Yun has also been "slimming down" the company and streamlining the administration in all aspects. This can reduce expenses on the one hand, and on the other hand, it can also help various departments to cooperate flexibly and greatly improve work efficiency. Rate.

However, in terms of company management, Duan Yun feels that there are still many deficiencies. Compared with multinational companies in western developed countries, Tianyin Group still has a lot to learn. In addition, Duan Yun himself is not an expert in corporate management. When the scale is not enough, rules and regulations can be used to assist the "people are people" method, but now that the group company has reached such a scale, he must consider another management method.

Speaking of learning from foreign management technology, the first thing Duan Yun thinks of is Ren Zhengfei’s Huawei. In his previous life, Ren Zhengfei once paid 40 billion to 40 billion yuan of tuition to learn from IBM devoutly. It took five years. This matter At that time, it caused a sensation all over the country, and it also became a key factor for Huawei to reach the pinnacle of world communication technology.

Speaking of Huawei's learning from IBM, the earliest experience was in the week before Christmas in the West in 1997. After Ren Zhengfei inspected Hughes, Lucent and Hewlett-Packard three world-class companies at close range, he focused on IBM, the most American company. On the mountain of characteristic enterprises, although all major companies in the United States are on holiday on Christmas Eve, senior leaders of IBM, including CEO Gerstner, went to work as usual, and sincerely and systematically introduced their management connotations to Ren Zhengfei.

IBM started as a small workshop selling punch machines on the street. After more than 80 years of hard work, it has become an industry giant with an annual revenue of 900 billion US dollars. When computer and network technologies were on the rise, IBM, which was slow to respond, failed to seize the opportunity for transformation in time, and the mainframe market on which it depended for survival was devastated.

In 1992, IBM encountered the most severe financial difficulties in history. Sales revenue stopped growing, profits fell sharply, losses reached 160 billion US dollars, and it was on the verge of bankruptcy. grave".

At the beginning of 1993, Gerstner, the first CEO of IBM's internal competition, was appointed in the face of danger. It showed that after he carefully studied and analyzed the reasons for the failure, he abolished the huge bureaucratic system of "doing nothing wrong with people" with strong means, and established a system based on performance and process. The standard-oriented decision-making mechanism abolished IBM's rigid and outdated corporate culture and established a "customer-oriented" corporate culture. At the same time, in response to IBM's powerful technology but slow response, CEO Gerstner boldly adopted integrated product development The R&D management mode shortens the time to market of products and improves product profits from two aspects of process reorganization and product reorganization, and finally enables IBM to complete the transformation from a technology-driven to a market-driven business model.

Today's IBM has begun to come back to life after paying more than $80 billion in administrative expenses and laying off 15 employees. Since the beginning of this year, its stock market value has tripled. 420 billion U.S. dollars, equivalent to the sum of the former West German stock market, Guo Shina recreated the glory of IBM and wrote the myth of the current enterprise.

The current situation facing Tianyin Group is the same as that of IBM before the reform. Over the past many years, Tianyin Group’s thirst for talents has reached the point of thirsting for money, and in the eighties and 90s when college students are more expensive, As long as you have a college degree, you can easily join Tianyin Group and enjoy high remuneration. This approach has indeed rapidly enhanced the overall R&D strength of Tianyin Group.

But when the enterprise reaches a certain scale, this "education-only theory" recruitment model has become outdated. With the continuous expansion of domestic universities, there are many "educated but incompetent" R&D personnel in Tianyin Group. The period was the most rapid development of Tianyin Group. Although there were many problems in management, the beautiful company's financial report achieved the effect of "covering all ugliness with one white". Duan Yun has a very clear understanding of this point.

Under the introduction of the president of IBM, Ren Zhengfei spent a whole day, from product prediction to project management, from production process to investment review at the end of project life, IBM executives gave a very detailed introduction. He knew that the vice president of IBM gave him a book on R&D management published by Harvard University. Later, he discovered that Lucent, Hewlett-Packard and other famous American companies also have such R&D models.

(End of this chapter)