Zhang Ruimin: Paradox And Contradiction In The Pformation Of Traditional Enterprises

Today's speech is mainly based on three questions: first, why must we subvert and innovate? Because "unsuccessful enterprises, only enterprises of the times", all enterprises are products of the times; two, how to subvert and innovate? Because there are no existing guidelines or models for reference, so we can only explore trial and error; three, what are the contradictions and paradoxes to be faced in the process of exploring trial and error?

We must step in the rhythm of the Internet age.

Enterprises are the times.

The so-called "epochal nature" means that only when we catch up with the rhythm of the times can enterprises do it.

Therefore, there are no two words in the dictionary of enterprises.

Some people say, "a typhoon comes, a pig can fly" means that.

One of the achievements of Haier today is to step ahead of the rhythm of the traditional era, but it is still uncertain whether we can step on the beat of the Internet age.

On one occasion, a foreign media interviewed me and asked me how to look at the Centennial business.

I said that all the enterprises in the past century were the result of many suicide rebirth and nirvana.

Therefore, it is very difficult for an enterprise to achieve 100 years.

Heraclitus, an ancient Greek philosopher, said, "man can not enter the same river for the two time".

The times are like this river, changing every day. It is no use yesterday's successful way to do today's work.

In the ending of "Peach Blossom Fan", there is a similar expression in "Jiangnan". "Seeing him play Zhu Lou, seeing him feast guests, seeing his building collapse!" in the Internet age, "building collapse" was very intensive.

Kodak, a symbol of American culture, collapsed, and Motorola's global first was quickly replaced by NOKIA. NOKIA had not yet won the first prize, and was replaced by apple.

Why? It's because there is no time to beat the clock.

Stepping into the age rhythm does not mean technology with the times. Although technology is a necessary condition, it is more important to have the concept of this era.

The main characteristics of the Internet age include three points:

1, zero distance.

In the past, did manufacturers sell well?

Very important.

On one occasion, I joked with the director of CCTV, saying that you earn too much money. If we broadcast an ad, maybe we will not have a Audi.

However, now all users can directly contact with manufacturers. All products on the Internet can be aware that all prices can be compared.

In short, it is Drucker's judgment that "the Internet removes the distance".

Consumers can easily find the products that are most suitable for them.

This makes the value of personalized customization increasingly prominent, and large-scale manufacturing of "zero distinction" will not work.

2.

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Resources are not concentrated in one place, but global resources can be used for our own use.

It subverted the rebalancing of the internal functions of Fargo.

Because you do not need internal balance, but global balance.

3, de centralization.

Everyone says I am the center, and everyone can issue opinions as "anchor". Everyone is the center.

It subverted the bureaucracy.

The essence of centralization is to lead.

Employees don't have less information than you. Why should they listen to you? Haier has to remove the middle level.

There is a simile, "the middle layer is like a group of roast goose", because there is no nerve, can not reflect the market situation.

The big bang innovation, written by Americans Paul Nunes and Larry Downs, points out that the current innovation is not like the past, it is the continuous progressive evolution on the original basis, but the thorough destructive innovation, the thorough disruptive innovation, that is, the "Big Bang innovation", which has three characteristics:

First, there is no strategy to follow.

The strategy we use now can not be found in the past, and we must innovate ourselves.

Second, uncontrollable growth.

The growth in the past is 10% this year and 12% next year. Now it is a multiplier growth, or "lotus pond effect" - lotus leaf doubles in the pond every day.

Last year, Ma came to Haier. He told me that I didn't want to grow at all. At that time, the amount of online pactions had reached one trillion, while WAL-MART could only achieve one trillion of the world's stores.

Ma Yun said that growth is multiplying speed, very, very fast.

Why? This network is so large that it covers the whole world.

There was no way to do it in the past, why? Because you have too little coverage.

Third, unstoppable development.

Not only is this business, but the development of the whole business can be very, very large.

In addition, the two authors also pointed out that if you seize an opportunity for disruptive innovation, you must quickly find the next one, otherwise you will be subverted.