Countercurrent 1982

Chapter 2112 Consulting Team
Duan Yun held a mobilization meeting. In fact, it was a reminder to all the management personnel of the group company that this time it is really "wolf is coming". Eliminate without hesitation. This place is no longer a place that emphasizes human relationships and relationships as it used to be. The entire group company will be like a machine, and any parts that cannot fit this machine will be ruthlessly discarded.

This actually reflects from the side that Chinese companies are currently facing increasing pressure from competition. With the liberalization of the country's policy on private enterprises, the threshold for starting a business has been greatly lowered, and countless people have joined the entrepreneurial army. The days when many private enterprises in China can take advantage of the country's development with a brute force and take advantage of the momentum are gone forever. If they want to survive in the current market environment, they must have a company that is better than other companies. Otherwise, in another 2 to 3 years, with the influx of foreign-funded enterprises, there will be many domestic ones.Private enterprises either go bankrupt or are incorporated by foreign capital. This kind of thing has been verified in previous lives.

Therefore, in order to avoid waiting for death, Duan Yun also made a cruel heart. Before returning to China, he had already signed a business consulting service contract with IBM. The value of this contract was as high as 12 billion yuan. Next, IBM will send a negotiating team to China, and the two parties will sign a formal contract.

In the second week after the end of the mobilization meeting, the IBM business team came to China as scheduled. Duan Yun almost bargained, and soon signed a formal contract, and according to the contract, the first sum was about 4 million yuan. The RMB contract payment has been transferred to the account designated by IBM, and the contract between the two parties has come into force.

In mid-April, Duan Yun once again held a high-level meeting of internal management personnel. At this meeting, Duan Yun appointed a list of members of the change leadership team, and announced a team consisting of experienced personnel from R&D, marketing, production, and finance. The management engineering department composed of more than 4 business backbones and the appointment of cadres go all out to cooperate with IBM consultants in various tasks.

After this meeting, Duan Yun personally instructed to carry out a large-scale renovation of Tianyin Group's R&D center headquarters in Bao'an County. Originally, Tianyin Group's Bao'an County already had a large-scale building complex. In addition to the "Soviet Village", there are also R&D centers of technology companies such as Huawei, ZTE and Giant, which are their holding companies. In addition, there is a group of coastal buildings that were just built at the end of last year, including a main office building, a The dormitory building, and two other buildings are the laboratory and the leisure area, as well as a large lawn and tennis court.

In fact, Duan Yun originally wanted to divide this area into a new R&D center to accommodate more and more technical talents, but after signing the contract with IBM, Duan Yun temporarily changed his mind. He needed to turn this area into an IBM R&D center. The working area of ​​the management consultant.

Considering the work and life style of Americans, Duan Yun began to arrange according to the IBM style and bought a lot of new office equipment, so that these IBM consultants can still feel at home in the IBM headquarters after they come to Shenzhen. It can be seen how much Duan Yun attaches importance to these IBM consultants.

From the beginning of April to the middle of May, this area was completely renovated. On May 4, the first batch of more than 5 blond and blue-eyed IBM consultants entered Huawei, which also officially kicked off Tianyin Group's comprehensive learning from IBM's management reform movement. , and this change will bring radical changes to Tianyin Group.

"Mr. Johnson, welcome, welcome!" At Bao'an Airport in Shenzhen, Duan Yun greeted these consultants in person, and a tall man with a height of 1 meters was the leader of the consultant group.

Johnson is 47 years old this year. Judging from his work resume, it can be described as quite exciting. He graduated from the Wharton School of Business at the University of Pennsylvania and first worked at the New York Stock Exchange. He served as a senior executive of a multinational company until 1991 when he joined IBM and became a senior consultant to CEO Gerstner. He participated in the whole process of IBM's internal reform. This time he was sent to Shenzhen. It can be seen that Gerstner is sincere in this contract with Tianyin Group.

"Hello!" After seeing Duan Yun, Johnson was also very respectful. Before coming to China, he had already learned about the most successful entrepreneur in China through Gerstner, and also appreciated Duan Yun's achievements and wisdom. Feeling admiration, so the first meeting between the two was full of friendship and kindness.

In the evening, Duan Yun prepared a grand banquet and graciously invited Johnson and his party. In a friendly atmosphere, Duan Yun and Johnson began to discuss the specific details of this management reform.

In front of Duan Yun, Johnson directly took out a plan. Obviously, before coming to China, Johnson's team had already made relevant work plans, and the first step of their team was to spend one to two In a month's time, we will fully understand the current management model of Tianyin Group, and will conduct a detailed "diagnosis" of the internal management model of Tianyin Group at that time, so as to determine the items that need to be improved.

As for the improvement work after the diagnosis, it may take a longer time, because the national policies, market environment and legal situation faced by Chinese companies and American companies are very different. Completely copy IBM's management model, some of which need to be improved locally.

After completing the initial improvement, it will take some time to verify the improved management model in the market, and then make further improvements to some of the problems that have emerged. Frameworks are becoming more granular to maximize efficiency.

From the outsiders' point of view, it seems inconceivable that a company's internal reforms will take several years, but in fact, in the previous life, the reforms carried out by IBM consultants in Huawei lasted for ten years, and these ten years made Huawei It was completely reborn, and finally pushed Huawei to the position of the world's largest communication supplier.

Therefore, Duan Yun still has enough psychological expectations for this reform. In the next few years, Johnson and others will become Duan Yun's consensus working partners. The exchanges between the two parties will be very frequent, and they will also become Duan Yun's future company. Important assistant and advisor to management.

(End of this chapter)