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张瑞敏:最具“互联网思维”

Zhang Ruimin: "Internet Thinking"

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核心提示:互联网时代原动力是什么?平台。所有企业如果不是做平台,比方说零售业,我就做到很大的连锁店,一个电商起来就把你冲垮了。用户个性化,现在的用户需求千差万别,随时在变,怎么去捕捉它呢?进入到移动时代,你只能不断和他交互,而且交互不好你马上就会被打倒。
“过去我们中国企业基本上是追赶型的,我们在改革开放初期学习的就是日本的全面质量管理,然后是所有欧美先进的管理模式。”海尔集团董事局主席、首席执行官张瑞敏说,“在互联网时代,传统的管理模式都不奏效了,现在必须去打造新的。所以这个其实是个机遇也是挑战。”
张瑞敏
今天,“互联网思维”的概念和实践风靡中国商界,实际上,早在2005年,张瑞敏就已经带领海尔开始了变革,其内核,就是“互联网思维”。

8月23日下午,张瑞敏在山东青岛开讲,详解海尔在互联网时代管理模式创新探索的缘起、做法和现状。

没有成功的企业,只有时代的企业

每个企业都是时代的产物。如果你不能跟上时代,你就会被时代淘汰。今天对我们来讲,我们都处在互联网时代,我们只能跟上互联网时代。

互联网带来的就是零距离。零距离就是原来是以企业为中心,现在是以用户为中心,以用户为中心,那你现在必须去满足用户的需求,用户是什么需求?个性化需求,就是要定制。
商业模式创新中的探索试错

海尔探索的内容,有三点。第一个是战略,第二是组织,第三是薪酬。

一是战略。战略是什么?成为第一不是战略,你能够找出成为第一的路径,这才是战略。今天怎么找出符合互联网时代要求的路径?这才是战略,你的战略必须要变,变成符合互联网时代。

我们现在把以企业为中心找客户变成以用户为中心。

二是组织。一个组织是一个社会组织,它内部有很多的小组织,每个人就是一个组织,每个人都有自己的思想,每个人都有自己的目的,你怎么样把每个人都发挥出来,把每个人变成创业者。

三是薪酬。薪酬其实是企业的一个驱动机制。按照国外说法,薪酬不应该是领工资,而应该是收费。领工资是企业给你的,对你劳动工作的报酬;收费是收用户的价值成果对你的体现,也就是说不是应该是企业付费,应该是用户付费,依据就是你给没给用户创造价值。(中国进出口网


"In the past Chinese enterprises were basically catching up others, what we learn at the beginning of reform and open was total quality management in Japan, and then all foreign advanced management mode." Zhang Ruimin, the Chairman and CEO of the Board of Haier Group said, "In the Internet era, the traditional management model does not work, now we have to go to create a new one. In fact, this is an opportunity and a challenge. "

Today, the "Internet thinking" concept and practice is popular in Chinese business community, in fact, as early as in 2005, Zhang Ruimin and his Haier have already begun a change, the core of which is the "Internet thinking."

In the afternoon on August 23, Zhang delivered a speech in Qingdao, Shandong Province, and gave a detailed account to origins, practices and the status of Haier management model innovation in the Internet era.

No successful business, only the enterprise of the era.

Every enterprise is the product of the times. If you can not keep up with the times, you will be eliminated from era. Today, for us, we are in the age of the Internet, we can only keep up with the Internet age.
Internet is irrespective of distance, that is user-centric, not enterprise-centric. Then you now have to meet the needs of users. What the user needs? Individual needs, is to customize.

Exploration, trial and error of business model innovation.

Haier’s exploring content includes three points. The first one is the strategy, the second is the organization, and the third is the payment.

First one, strategy. What is the strategy? Be the first is not strategy, you can find the path to become the first, this is the strategy. Today, the strategy is how to find a path in line with the requirements of the Internet era, your strategy must be changed into line with the Internet age.

We are now looking for customers with the user-centered method not the enterprise-centered method.

Second is to organize. An organization is a social organization, within which there are a lot of small organizations, each person is an organization, everyone has their own ideas, everyone has their own purposes, how do you make everyone take advantage of his potential and turn everyone into entrepreneur.

Third, payment. Payment is actually a drive mechanism for enterprises. According to foreign claims, salaries should not be salaried, but should be charged. Paychecks is what the enterprise gives you and the reward for your work; fee income is the reflection of the value of your users, that is to say, your payment should not be paid by companies, but users. Its basis is that whether you create value for users or not.
 

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