Chapter reorganization Way Suning organizational change (2) – Suning, the essence of growing up – Network Appliance industry-hc360 HC
2000, the national chain Suning set policy strategy, the new strategy would have required adjustment of the entire organization, to support the new strategy of growth. The requirements of organizational change from the time point of view, Suning the one hand, through the reorganization company has grown to overcome common problems, but also by the other chain strategy to build industry-specific characteristics of the organizational system. Impact of these two aspects of the cross promote the entire organizational system Suning spiral growth.
Suning is a native of private enterprises, with particular economic environment, the natural question of Chinese enterprises. In the early days is the founder Zhang Jindong, opportunistic, with the keen business foresight to predict trends for the industry, relying on personal capacity to create and accumulate wealth and achieve prosperity, which many Chinese private business leaders together excels . But with the expansion of business scale, the expansion of business space, enterprise the original, and too dependent on individual smart entrepreneurs, capacity growth mode has clearly can not meet the new competitive situation. Transforming growth model, closely rely on the strategic capability and strength of organizational system be continued growth, while private enterprises such Suning bigger and stronger and the inevitable path of sustainable development goals. Conversely, if growth continues to follow the existing pattern, organization, business growth is bound to hit the ceiling.
Suning growing organization can be said that the development of Chinese enterprise groups, a small but complete specimen, it is the process of growing problems encountered with certain typical. In fact, according to the writer for many enterprises to implement management consulting experience shows that the prevalence of the following four categories of Organizational problems, it is these issues led to the development of enterprises, "hit the wall effect" and declining:
(1) Most of the enterprises in China is still in the disordered state of the organization and management. Corporate long-term business-oriented organization and management ignored the construction company did not form a strong and efficient system management framework, entrepreneurs rely on instinct and personal intuition, relying on extensive one-man operations to respond to and fight for market. "Rule of man" rather than "rule of law", the system lagged behind. The typical department or sector dummy or set free, the functions of the boundary is unclear, poor business processes, responsibilities, powers, abilities, interests do not match, lack of synergy between departments, their overall lack of execution; and entrepreneurs from macro to micro enterprise development personally push everything parents as "a pole inserted in the end."
(2) the organizational construction of Chinese enterprises is not based on "strategic decision to organize" the principles, strategies and organizations are often in a state of separation or dislocation. As the strategic importance of entrepreneurs lack knowledge, or lack of a clear strategic positioning and realistic strategic goals, or experience in management in the organization and management are often beyond the above and, therefore, not in accordance with the strategic objectives and future direction of the formation of organizational structure based on strategic and effective resource allocation model, the final result organizations can respond quickly and effectively support the business development needs.
(3) the majority of Chinese enterprises lack the inherent ability of dynamic self-transformation. Environment changes, business, or unaware of, or because of organizational inertia and stability there, organizations can not make timely adjustments and changes, or turn a blind eye, to pursue "to change the status quo" principle, which eventually led organization can not adapt to market changes, and thus experience significant growth opportunities, business development, then tended to decline.
(4) most Chinese enterprises lack of open and flexible organizational culture. Among employees, lack of trust between employees and management and communication, is too conservative, open enough, leading to poor morale, lie down on the job is widespread; same organization for the creation of behavior and rigid behavior can not clearly identifiable, performance evaluation criteria fuzzy, organizational culture can not effectively integrate personal goals and business goals.
Should be said that these problems almost at the time the body Suning reflect different degrees, similar problems can be found in the shadow. By 2000, Suning will hinder the organization identified for further growth in several key issues:
(1) Management awareness of the concept of place, and ability level of urgent upgrading.
(2) inefficient internal business processes.
(3) marketing, purchasing and other important functions not clearly defined sectors.
(4) can not support large-scale corporate organizations expanding chain.
(5) standardization of company management, system level is not enough.
(6) the organizational culture and image of the need to re-shape, and form a standardized formulation.
If Suning forward in the standardization of management enterprise, it must be successful to solve the above problem in general business growth, then, in the commercial chain specific strategy, it also faces the rules and customer service-oriented industries under the important task of organizational systems and recycling.
2000, the Suning will build its strategic positioning in the chain service-oriented national network of service brand strategy in this particular direction, the organization's purpose is to support Suning's national chain operations strategy and service strategy. According to theory of organizational design, organizational structure changes and changes in the main by product, geographic, customer and operational mode of several factors. Suning in the past focused on air-conditioning market, geographical scope is wide, and now is operating integrated appliances, and to build a service-oriented national chain system, which Suning organizations on the following requirements:
(1) to be able to meet the cross-regional expansion and management needs.
(2) to be able to meet the operational needs of more categories.
(3) to be able to meet the expanding needs of a standardized chain.
(4) to be able to meet the needs of consumer-oriented services.
(5) should be established on the basis of modern information systems.
Zhang Jindong
that Suning tissue growth on the general problem and specific strategies for specific issues under the guidance will be serious constraints on the management standardization step Suning, Suning, and hinder the expansion of the next large-scale national chain pace. November 2000, Zhang Jindong decided to focus closely on service-oriented national chain strategic objectives, Suning thorough organizational system change and recycling.
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