Wang Shi: Modern Enterprises Must Be Institutionalized And Professional Managers.

Loyalty to system and process

Vanke has been developing for more than 20 years, and has established a strict management system and process, which can manage from aspects of quality, capital and personnel.

The key links are strict system processes, which control the approval by means of IT.

Wang Shi said: "modern enterprises must be institutionalized, and must be professional managers, including your rest should be institutionalized.

If you don't have time to take a vacation, it means that you have problems in management. "

Vanke

Vanke's system has been very meticulous, and has raised many specific affairs to the institutional level.

For example, Vanke has clearly stipulated that if the management has not worked at headquarters before, when he takes office, he must go to headquarters for one month to maintain consistency between the front-line managers and his headquarters in cultural identity; for example, how to deal with media interviews and how to deal with negative reports of the media, there is a special system to guide and standardize the system. The content of the system involves the definition of negative reports, the scope of application and the process of receiving negative reports, as well as the words "avoid communication content as an interview content".

When many domestic enterprises are not yet able to receive media interviews, Vanke has institutionalized all kinds of problems in dealing with media.

The norms and terms of the Vanke system are closely related to the profession and logic.

Vanke does not always ask subordinates to obey their superiors at all times, but at all times, all people are required to obey the system.

Vanke's internal website has a system specification library, from which we see that its system is mainly work oriented, that is, the content of the system is directed at things, telling employees what to do and how to do it.

The standardized system makes it rare for Vanke to see the demanding report, improving work efficiency and reducing internal paction costs.

On the other hand, it also enables employees to compete on the basis of their ability to work rather than their interpersonal skills.

Vanke has formed many standardized practices, guidelines and systems in the aspects of real estate project positioning, residential product production, professional manager training, cross regional management mode, complaint service and so on. This makes Vanke form a complete set of enterprise operation system.

Project positioning and development process, personnel management process, financial management process, capital management process and administrative management process constitute the skeleton and trunk of the whole system of Vanke.

These normative systems and processes are accumulated and precipitated by Vanke in 20 years of development.

Even in the real estate sector, many industry insiders underestimated the energy and value of the whole system of Vanke. Feng Lun, chairman of the board of directors of Wantong Group, said: "if we compare the management level alone, the management level of Wantong is 3 to 5 years worse than Vanke."

Feng Lun's speech is a very high evaluation of Vanke's system process.

A unique talent mechanism

To train sustainable development of professional managers, Vanke is known as the Whampoa Military Academy in the real estate sector.

Vanke seeks talent and its magic weapon for attracting talents. The most important thing is that the company can provide many opportunities for its development, but the most important point is that "Vanke's corporate culture full of idealism is the temptation for professional managers to resist."

Vanke's talent concept is a fairly complete system, and the most important one is to cultivate professional managers.

The basic requirements for talents are centered around this concept.

The concept of "occupation" is "making a living in this way", and professional managers are naturally managed by management and good at management.

Yu Liang said, "we have moderate reserves in terms of cost and efficiency in terms of talent reserve.

Because there is more storage, it is useless to do nothing for him.

For example, I am ready to train you, you are ready to be the boss, but it is useless to do nothing for you.

Therefore, in terms of talent reserves, Vanke's practice is to form a talent echelon within itself without setting up many parallel reserve forces.

In this echelon, Zhang three left, Li Si can quickly up to achieve the inheritance of the torch.

This is the original intention and strategic significance of Vanke's "salary plan".

Vanke's "new power" program, selecting some better graduates from famous universities every year, concentrates on them, sets up a "new power" training camp, and distribus them to companies after training.

They should be consciously evaluated and trained for a long time, hoping that they will grow into the backbone of the company.

Now Vanke has formed a way of training subordinates to promote their subordinates. Leaders of key positions have spent a lot of effort to train their subordinates: Yu Liang calls this a top priority for him.

Vanke's front-line boss, head office manager and Yu Liang's deputy are 30 of his top priorities.

He held meetings with them, took them to climb mountains, communicated with them, managed, led and directed them.

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The charm and authority of leaders

It is more impressive than Vanke, perhaps Wang Shi, a personage of real estate.

Unlike Ren Zhiqiang, he made a big stir in the news and swept the country. He could not compare with Sun Hongbin, who was a heroic figure in the past.

After more than 20 years of ups and downs, today's Wang Shi has long been unique among entrepreneurs.

He is sagacious and steady, pforming Vanke from the diversified operation of the year to the current development mode of specialized housing, becoming the leader of China's real estate industry and advancing to the goal of the world's top residential developers.

Between fame and wealth, Wang Shiyi chose his name without any hesitation. He chose not to be a boss and become a professional manager, but this seemingly simple practice largely determined Vanke's singing all the way to today's industry.

A listed company with a market capitalization of about 70000000000 has less than 1% of its shares. It is estimated that it is China's most "poor" but the happiest listed company, CEO.

In Vanke, the first tier company has a high degree of freedom and authority to cope with the fierce competition in the local market.

In fact, the operation level of Vanke first line company is quite large, not only reflected in the judgment and operation of specific projects, but also the organizational structure of all the first tier companies can be different.

In Wang Shi's management, he has always been willing to delegate power, actively decentralization, and exercise self-management ability from the bottom up to the whole enterprise.

First tier companies can quickly replicate the core competitiveness of the entire enterprise.