Lenovo'S Handsome "Incubator"

Rumour has it that

Human resources management is the core of Lenovo Group management.

-- Yang Yuanqing

In the early days of Lenovo, the most important thing is to survive. I know more about the business than my business partners, and the market feels better. So I had more personal decisions during that period.

Later, the problem of survival was basically solved, and the enterprises demanded development. At this time, I began to pay attention to training successors.

-- Liu Chuanzhi

It is the same reason to cultivate strategic talents and train excellent tailors. We should not give him a first-class wool as a suit at the very beginning, but let him start from sewing shoes.

The insoles are ready to make shorts, then make trousers and shirts, and finally make a suit.

We must not be too hasty and too hasty.

Liu Chuanzhi quotations

Even handsome people are starting from the most basic work, step by step, until the experience and ability to achieve, and then give a higher platform.

Guo Wei, vice president of Digital China, was only 30 years old when he was vice president of Lenovo. But he also started from the Secretary in Lenovo. His post has changed more than ten times, and each post has different types of business content.

According to Guo, his job was to open the door and carry the suitcase to the boss.

Later, he left the secretarial post and worked as a manager in the public relations department with only five people.

A year later, he went to be the managing director of the group office.

In the following years, he worked as the general manager of the business department and the general manager of the enterprise department. He was responsible for the work of the finance department, and was sent to the new production base of Lenovo Group in Huizhou, Guangdong, to build a factory building and to invest in Hongkong Lenovo.

Yang Yuanqing went to Lenovo Group from a salesman in 1988 and became a manager of the CAD Department of a less important business department two years later.

As a business manager, Yang Yuanqing spent much time studying the management of Hewlett-Packard Co by making use of his business relationship with Hewlett-Packard Company. He not only made the turnover of his office grow rapidly, but also brought out a very good team. After his work was excellent, he was pferred to Lenovo's most important microcomputer Department as general manager.

In the microcomputer division, Yang Yuanqing led a group of people to work hard to make Lenovo computer market share leap in two years, and was gradually entrusted with heavy responsibilities.

In this way, the position of president of Lenovo Group was launched step by step.

Liu Chuanzhi's approach to Yang Yuanqing and Guo is to let handsome men participate in decision-making and participate in management. On the one hand, they should be consistent in values, ways of thinking and even working skills. On the other hand, they are not allowed to be accepted and pferred by passive means, but to think actively, create engines for execution, and guide them, but never replace them.

The second point is to clarify the responsibilities and rights first, and then let them have the opportunity and stage, so that they can exercise and grow up in their work.

The benefits come out. One is to work together, and enterprises can avoid big decisions and business shocks. Two, the handsome employees have the right to work and the positive performance is mobilized. Three, after they take the initiative, Liu Chuanzhi can also spare time and energy to think about some bigger and more long-term problems related to the development of the company.

A horse can only be found in a horse race before it can be found.

Tossing is the only criterion for testing talents.

The main way to train young people is to expand their careers. The way I use them is to involve them in management.

Liu Chuanzhi quotations

Lenovo's second way to train handsome men is to identify horses from racing horses.

In Lenovo's view, the best way to recognize and train talents is to let him do things.

Lenovo's horse racing law includes three aspects:

1., we must have a "competition", that is to provide suitable positions for handsome talents.

2., we must divide the "runway" into a mess, and we must guide them to compete in an orderly way.

3., we must formulate the rules of competition, that is, set up a relatively scientific performance appraisal and reward evaluation system.

From 1994, Lenovo will adjust its organizational structure and business structure every 3~4 month of the new year.

In these adjustments, management mode and personnel changes are great.

Through "toss up", Lenovo provides employees with as many opportunities as possible, and young people who stand out at work stand out. Those who are complacent and can not keep up with the times will be eliminated.

As early as the early 90s of last century, Lenovo began to implement the strategy of identifying horses in horse racing.

At that time, there was a big contradiction between the age structure of Lenovo staff. The first generation of entrepreneurs was about 40% of the total number, with an average age of 46 years old, and the youngest also over 40 years old. The other 60% were just graduated from school or recruited from society, with an average age of 26 years old, and the oldest one was no more than 30 years old.

There is a gap between age group 30 and 45.

This situation may lead to two consequences: first, five years later, that is, when the older generation of Lenovo needs to retire to the second line, Lenovo may not succeed. Two, five years later, the Lenovo of the more than 50 year old generation is not relegated to the second tier. However, the competition in the computer industry is changing day by day.

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Lenovo realized this and began to push young people forward.

In the 1990 years and 1991, despite great resistance and difficulties, young people have not yet been recognized by everyone. Lenovo always implements this strategy when employing and selecting talents.

Yang Yuanqing and Guo Wei were also promoted at this time. In 1990, Guo became the two general manager of Lenovo business. In 1991, Yang Yuanqing became general manager of Lenovo CAD department.

So the good horses began to show their faces.

The successor problem should be considered earlier.

To run a company is to run people.

Not only to see the front door face, but also to see the spoon of the back.

It is best to have both ability and integrity. When we can not really have both sides, we should put virtue first.

First class talents are good at summing up.

Liu Chuanzhi quotations

Lenovo in the early stage of entrepreneurship, has not yet carried out in-depth analysis of the ability and quality of talents. There is no model of leadership quality, but there is a simple request for "having both ability and integrity". That is to say, it is necessary to have both professional competence and good moral character, and morality is the first priority.

By the end of 80s, Lenovo began to divide talents into three levels:

(1) good staff: a person who has the sense of responsibility and can finish his job independently.

(2) backbone or manager: a person who is responsible and motivated to lead a group of people to complete their work;

(3) the leader (that is, handsome guy): a responsible, motivated and enterprising person who can lead a team, make strategies and push the strategy to success.

For the handsome talent has been refined into ten omnipotence:

1. strong adaptability.

2. strong learning ability.

3. strong summing up ability.

4. strong communication skills.

5. strong decision-making ability.

6., have a correct understanding of your ability.

7. take the overall situation into consideration.

8. seeking truth from facts.

9. dare to take risks and dare to face difficulties.

10. diligence and hardship.

Lenovo believes that the above 10 items should first be adaptive.

A young person wants to develop. In many cases, you do not choose the environment, but you must adapt to the environment. When the environment recognizes you, you can recognize the environment so that you can develop.

Nowadays, many young people are lacking in this quality.

Yang Yuanqing first came to Lenovo with the idea of doing technical work. After entering it, he realized that he had to run outside and do sales every day.

As a result, Yang Yuanqing, who was introverted and not fluent in words, worked on the job and finally became president.

Its adaptability is not strong.

In the 91 year, Yang Yuanqing's CAD Department actually acted as a plotter for selling Hewlett-Packard Co.

From the sales of HP plotter, Yang Yuanqing learned another sales mode besides retail and wholesale: agency and distribution.

Yang Yuanqing has been greatly inspired by this.

He began to conceive a Lenovo centric distribution network.

That is, when Yang Yuanqing took office this month, Lenovo CAD signed a sub agency sales contract with a company in Zhongguancun. Since then, the IT industry in China has been a real distributor.

In this sales mode, Yang Yuanqing made the sales performance of CAD continue to rise. In 1992, it doubled from the previous year, and doubled in 1992 from 30 million yuan in 1991 to 230 million yuan in 1993 in 1993.

The so-called "green" is better than blue. This learning mode from HP is also a powerful tool for Lenovo to defeat HP and IBM repeatedly in China.

Yang Yuanqing's success in the CAD department shows his talent. He is good at adapting to the environment, being good at learning, being good at summing up experience, being good at finding, and being good at applying.

Lenovo is also in the continuous development and growth of enterprises, and gradually improve their demand for handsome talent, forming a system of professional quality requirements.

Finally, through this mature model, Lenovo has discovered Chen Shaopeng, Liu Jun and other new generation of handsome talent.