361 Degree President Ding Wuhao: Planning Pformation And Upgrading

If we take reform and opening up as a historical coordinate, we will become a well-known brand and listed company today from a handicraft workshop in Cheddar Town, Jinjiang in the 80s of last century.

361 degrees. The company is no longer young.

Ding Wu seems to have dimly perceived that the office atmosphere of the company has become slightly dull. People are no longer as energetic as they were in the early days of Jinjiang.

At this time, he felt the crisis.

More than once, he repeatedly stressed to executives that "more young people should be recruited" at the conference. In his view, those young people can truly grasp the pulse of the future market.

To this end, he asked the human resources department to readjust the recruitment plan for college graduates and select the most suitable graduates for the development of enterprises.

This move represents his intention. Today, everywhere in the "Internet thinking" today, he hopes that this traditional enterprise can maintain their creativity and vitality as they did before.

In 2004, when he formally took the 361 degree wand, he led the company to break through and reform many times.

When he was in power, he let 361 degrees become the third class of Chinese sports shoes. After that, he set the goal to regard the 2008 Beijing Olympic Games as an opportunity to enhance the brand influence of 361 degrees. He set that year as the "deadline" for enterprises to be tested.

He decided that the Beijing Olympic Games will promote the brand shuffling of China's sports brands. Only the brand that can operate efficiently and integrate with the world can enjoy the Olympic Games feast.

In order to meet that challenge, he began to formulate strategic pformation goals for enterprises in 2005, from "05 leopards" to "06 sharp sword", "07 sharp changes", and then to "08 decisive battle", and gradually implemented the strategic pformation of enterprise operation.

Looking back on history, these strategic pformation goals have played a key role.

Through the pformation of product structure, R & D capability, resource docking and construction of enterprise culture, let 361 degree walk on the road of specialization.

That's the best time for the 361 degree team to feel the heat.

Cooperate with CCTV-5 to create a National Basketball Culture Carnival "361 degree entertainment basketball"; become the world's top international partner of Xiamen International Marathon and its only designated sports equipment; form a strategic partnership with the A1 World Cup China National motorcade, and strive to further promote the integration of the 361 degree race with China's Motorsport into the world.

9 years of cooperation with the three major competitions and the national badminton team form four major brand resources.

Ding Wu knows that the market channel is the backbone of building enterprise operation.

In those years, he led the massive enclosure movement at 361 degrees, and promoted the formation of eight strategic core areas such as Guangzhou, Shenyang, Nanjing, Wuhan and Chengdu.

It was also in those years that the system pformation was completed at 361 degree, and the enterprise development strategy was introduced, which was upgraded from logistics, capital flow, talent reserve, original technology research and development, upstream and downstream industry chain optimization, resource integration and other aspects.

All these precautions were proved after the Olympic Games.

After 2008, 361 degrees is regarded as a dark horse in the industry. It has become the fastest growing Chinese sporting goods brand in China. It has a nationwide distribution network, leading product design and R & D capabilities, unique marketing strategies and experienced professional management team.

What the industry praises is that he had completed the "de familial" color before he went to Hong Kong in 2009 at 361 degree.

Ding Wu believes that the most important quality of entrepreneurs is "taking risks," but "adventure" is not equivalent to "aggressive".

Perhaps it is this management style that allowed 361 degrees to pass through a steady and lengthy winter.

Since 2009, China's manufacturing industry is facing unprecedented challenges. China's economic growth is slowing down, and almost every rapidly expanding sports brand is under pressure. There are many problems, such as oversupply, backlog of inventory and lagging management level.

361 degree is no exception, as a rapidly rising enterprise, after a round of "horse race enclosure" extensive development mode, its hidden problems began to emerge, no matter the channel construction, product development and team management have broken out short board.

However, all these problems are finally embodied in the products, and the competitiveness of products is the most honest explanation.

In 2012, a fan in Shijiazhuang, Hebei, broke the silence. He wrote an open letter to the newspaper in the way of "open letter". The product design of Tucao 361 degrees is old and lacks originality.

In the eyes of the fans, these matches can not match the 361 degree name.

Ding Wu believes that "clothes are a microcosm and some things are not broken."

It was in this year that Ding Wu decided to initiate changes in the company. The first step was to "move the knife" to the organizational structure.

As a manager, he has already found the problem. Through the investigation of the team, many phenomena completely out of his imagination. He found that 361 degree as a rapidly rising company, there has been a "big company disease".

He believes that some executives are busy with horse race, king of mountains, a large number of resources of the company, only concerned about their local interests, but can not share, can not form a synergy and effective resultant force, and finally caused serious waste.

These problems need urgent solution.

In November 26, 2012, he expressed his anxiety in a letter to the manager. In this more than 3000 character article, he spoke frankly about the company's problems.

"Team spirit is sluggish, morale is weak, and sense of hardship is weak.

This is a shock to me.

In the past, our team has a clear and unified values, with great loyalty and enthusiasm for the cause and work, and has spent many difficult years relying on the spirit of pragmatic cooperation.

Now these spirits are disappearing. "

He found that

In the past, executives who have made contributions to the development of enterprises have begun to appear careless, slow down in their energy, start to decline in their own requirements and learning abilities, and turn a blind eye to the problems in management: they can not stop the bad phenomena around them, and put forward reasonable proposals.

What is even more frightening is that many executives have not put all their energies into their work. Everyone begins to "hit a clock in a day, not to seek merit but to live without it."

This is a terrible corrosive force, which has greatly reduced the execution of the once vigorous team.

Bureaucracy of organization has brought about complex and inefficient communication efficiency. More and more departments are being split up and thinner, leading more and more, and the management scope is smaller and smaller, and the execution effect is getting worse.

More ridiculously, some work communication needs seven or eight communication links.

Some employees even feel that they have psychological barriers when communicating. They should pay attention to the content of the e-mail, and be careful in making phone calls, for fear that they will be careless.

Ding Wu saw some center's organizational structure, functions repeatedly set up, assistant is popular, and many departments also appeared "commander of bare rod".

These phenomena have a direct impact on the enthusiasm of employees, resulting in a decline in executive efficiency.

"Everyone knows that we are facing a tough winter in the industry.

But I want to tell you from experience that the bad external environment is not fatal.

Losing faith and spirit is the most terrible thing.

Now, some people in the team are still satisfied with the trivial performance at hand, and do not have the slightest sense of hardship in a comfortable environment.

The ancients said "born in trouble, died in peace".

Without the sense of hardship, the team will lose the ability of self reflection and indulge in a comfortable environment.

You can't grow and improve very well, so you can't keep up with the development of enterprises.

In the open letter, I expressed my anxiety.

In his view, as a private enterprise, the competitive advantage lies in its simplicity, efficiency and quick action.

Therefore, he realized that he must organize the company to lose weight and structure flat management, and to speed up the implementation.

In order to solve this problem, he thought hard, and also worked with experts and friends to find the way to solve the problem by tracing the source and tracing the source.

He said, "management consciousness is the source of enterprise management. It is so important that we have neglected it for a long time.

I think we need to put up a mirror now and let the manager take care of it himself.

He believes that the company is like an individual, and that problems must be solved in time.

"If our management does not recognize this point and let it develop, it will bring a pathological change to the team as quickly as a virus, and then lead to large scale organizational necrosis of enterprises, and the consequences will be unthinkable."

He said, "I have a firm belief in making 361 degrees a respectable company."

For this belief, over the years, he has been working hard to build a platform for more people with common ideals and values.

At the end of the open letter, he expounded his position of change in the same tone as manifesto.

"Now, I need a group of people who have the same idea and mission as one to face difficulties with me and start again!"

After the letter was issued, he began to reform the organizational structure of the company. A number of executives who did not meet his requirements were persuaded away from each other, and all the unnecessary layers were cut down, and the flat change experiment began.

"Our organizational structure problems have been solved, and 361 degrees have achieved 100% professional managers.

The team is very good now. The general manager system, budget management and full authorization are implemented in each section.

Ding Wu told reporters.