Zhang Ruimin: The Only Thing That Can Stop Us Is Ourselves.

What is hampering Haier's new round of process reengineering?

The 1000 day process system innovation (PSI), which began in April 26th this year, has created a decisive battle to decide whether we can survive in the information age and win in the global competition.

By September 26th, looking back on the 150 days that had passed quietly, the progress was not ideal, and staggered under the obstruction of old ideas and solidified thinking.

It is a necessary condition for enterprises to win.

Just as DELL's direct selling mode is to win in 120 minutes with two hours as a sales cycle, instead of waiting for a day to be more than a month or a year.

Kanban management of TOYOTA is also a look at speed. Suppliers execute parts from time to time to work stations, instead of sending them to warehouse every day, and punishes 400 thousand yen a minute later.

Each link creates the first speed information flow for the needs of users.

And the rate of completion of delivery, the rate of completion of monthly sales, and the rate of achievement per year, which originated from the last century, are blocking the process reengineering of supply chain, which is divided into units to eliminate warehouses and direct users.

The information age is a "instant need" era. It is the beginning of the customer era. The end of the enterprise era, the right to speak has been handed over to the customers by the enterprise.

The only thing we can do is to be "always ready" to keep optimizing and innovating for the next customer's next demand.

As Toffler said, "in the past," time is money "has become" the next time is more valuable than the last moment. "

Why "red letter, black letter shipment" can be enlightened, because in normal people, routines and common sense, it is not a certainty that it is regarded as an unreasonable customer request, but dare not hesitate to take it. It is because the customer is "the next moment".

Under the concept of "what you want is what I already have", we have led the process of production and marketing synergy into a wrong way. We regard departmental interests as "sacred and inviolable", and are satisfied with the premise of the existing capabilities.

The information age is the era of changing the business from year to year.

Wall Street announces the completion of the economic indicators of listed companies every quarter, which is demanded by investors and is needed by the times because "time is moving at the speed of light, and information is faster than this."

In a superluminal era, it has been a long time for a quarter.

As a result, managers of some multinational companies just leave in two quarters, because the two quarter can not be equivalent to a waste of two years, and it is impossible to hope for another chance.

Instead, we see the last failure and failure as an "accident" year after year. Despite all the uncertainties, we are still committed to the next "real lie".

This kind of level of people will decide what level of goal, can not finish again and again but disagree, strangling the goal and performance oriented process reengineering.

The success or failure of process reengineering depends on people's reengineering, especially the reengineering of managers.

Our managers can use BLM (business leader model) to evaluate, first of all, to see if we are doing the right thing, that is, the strategic part of the model, which is like driving a car in the first place, finding the right direction and running the right way, instead of struggling every day in the abyss of finding the right answers to the "wrong questions".

The second is to "do things right". As the executive part requires, we should use the information management and qualified personnel to bring exceptional problems into the orderly routine management.

But this is an arduous systematic project for the whole staff, because we need to complete the 2000~2500 process in 1000 days.

The gap between opportunity and achievement in the model can effectively verify whether the strategy and execution are in place. It is not only necessary to understand the extent and causes of the gap, but also the courage to unconditionally put it on its own head.

The most important thing in the model is leadership. How to make everyone stand on a good and qualified platform and have the space of independent innovation, so that it can become a passionate single person independent business entity, and truly create an evergreen enterprise with excellent operation mode.