Duan Yongping felt a little guilty, even Fang Chen, the boss, knew these things so well, but he, as the general manager of the company and the real manager of the company's daily business, didn't know anything, it was really undeserved.

"It's okay, I said it early, and now the company hasn't reached the time when it has to do this, but it's obviously better to do it earlier, isn't it?" Fang Chen said with a smile.

Enterprise management system, especially IT system, and the establishment of internal processes, which must be formed, but what OA system, IPD process, such as benchmarking the latest international management system and process, is not so urgent for Xiaobawang.

In the previous life, Huawei also started to build various management systems after 1994, and before that, Huawei has been using some small application software developed by itself to support the business, and this kind of thing is naturally available to Xiaobawang now.

Huawei's first internationalization management system is the MRP system, or Material Requirements Planning.

MRP system takes each item as the planning object, takes the completion period as the time benchmark and inverts the plan, and distinguishes the order of the planned time of each item according to the length of the lead time, which is a material planning management mode in industrial manufacturing enterprises.

Huawei's implementation of the MRP system has achieved remarkable results, doubling the turnover rate of production inventory.

In addition, with the comprehensive application and practice of MRP timely production and process optimization, the production cycle of the equipment has also been reduced from one month to half a month.

As for the ERP system, Huawei is also the first to eat crabs in China.

It can be said that Huawei attaches great importance to the management system, and even spent 1 billion yuan in 1998 to ask IBM to spend five years to help Huawei build a process-based organization.

It is this management reform and IT construction that has brought Huawei's work into line with international standards, and its management level has reached international standards.

Lenovo's MRP system and OA system were probably only established around 1996.

It's only 1992 now, and Xiaobawang has begun to set up these things, and it's completely timely, and it's not even too necessary.

But since we know that these things are important and indispensable, it is naturally better to establish them early, and it is easier to change 10,000 people now than to change 50,000 or 100,000 people in the future, and the cost of that is simply exponential growth.

This is the benefit of Fang Chen as a reborn, he knows what is right, he can calmly lay out in advance and avoid detours.

Sighing faintly, Fang Chen was a little helpless, he didn't want to do this, but there was no way to do it, the company became bigger, and such a bad thing would naturally come.

However, if the scale of the enterprise is reduced, it will lose its competitiveness, and if it cannot be effectively managed, it will face death.

"However, the establishment of a system and management system is part of it, if you want to ensure the vigorous vitality of the enterprise and avoid the disease of a large company, the most important thing is the employees, especially the front-line employees, as the company's managers must dare to give the right to the front-line employees!"

"The call for artillery support should be decided by those on the front line, close to the forward position, who can hear the sound of artillery. Fang Chen said loudly.

As enterprises grow in size and have more and more institutions, this disease of large companies inevitably spreads.

He remembered that when Xiaobawang was still Rihua, there were only five middle-level cadres, and there was no deputy general manager, and now there are more than five deputy general managers, and there are almost more than 30 ministers of various kinds, if you count the deputy minister, the branch director and deputy director, etc., there are more than 100 middle-level cadres of Xiaobawang.

The bureaucrats all started from the headquarters, and the headquarters became a power organ, and they could not hear the sound of the cannon on the front line, but they blindly issued instructions, controlled the front line by power, and gradually contradicted the front-line employees and detached themselves from reality.

On the other hand, the front line will think that the headquarters is responsible anyway, and they don't have to work thankless.

At this point, the problem of responsibility becomes a big problem, and the organization becomes rigid and even necrotic, and eventually goes to extinction.

Delegating power to the front line and letting the commanders at the lowest level decide, is a good way to prevent the diseases of large companies.

Huawei has a very interesting theory that the company commander is a major general, and the squad leader is a lieutenant general.

Kazuo Inagi, known as the saint of Dongwa management and created two Fortune 500 companies, also has a very interesting organizational management mechanism - amoeba management.

Amoeba is a single-celled amoeba that adapts to changes in the environment and rapidly multiplies and shrinks histiocytes.

Kazuo Inagi divided the company organization into more than 1,000 amoebas, which can maximize the creativity of employees and combine the scale advantages of large companies and the flexible advantages of small companies.

However, although the method is good, it is impossible for people to become fat in one go, and these need to be changed slowly and little by little.

If the step is too big, it will be a big deal, as long as you insist on doing it and the effect is slow, Fang Chen is completely acceptable.

It took about 13 years from 1994 when Huawei began to introduce international management until around 2007 for Huawei's management system to become a qualified global enterprise.

So Xiaobawang did it earlier, and it could be completed around the millennium, which is a good result, and if it is a little later, it will not be unacceptable for him to put it ten years later.

After all, the environment that Xiaobawang and even Qingtian are facing now is not so urgent, and Huawei's profits before 1996 mainly came from the rapid growth of market share.

After 1996, the Huaxia communications industry, especially switches, access networks entered a stage of stable development, and no longer grew as explosively as before.

The environment facing Xiaobawang now is not as severe as that faced by Huawei at that time.

Duan Yongping and Huang Yihe frowned, thinking carefully about Fang Chen's words.

The more Duan Yongping thought about it, the more he felt that it made sense, and he even felt a sense of enlightenment, and the shame in his heart became more and more intense, not only did he feel ashamed today, but he even felt that he had rediscovered Fang Chen.

"So how to ensure the correct decision-making of front-line employees?" Duan Yongping suddenly asked.

Fang Chen's eyes narrowed, and he nodded approvingly, "This question is very good, it can even be said to be to the point, if you want to ensure the correctness of the decision-making of front-line employees, you can only rely on training, through a lot of training, the teaching of various cases, so that front-line employees know what is right." ”

He doesn't think it's difficult to do this, because as he just said, Huawei's front-line decision-maker is the squad leader, and the amoeba decision-maker is also the team leader of this little amoeba.

That is to say, it is the front-line grass-roots managers who really make decisions, not just an ordinary employee, who can be the squad leader, at least after a long period of experience in the enterprise, and has the basic management quality, can only be served, and even must have successful practical experience to serve as the squad leader.

Moreover, there are various higher-level managers to guide and supervise in the back, and there will be no major problems.

"The basic management quality is there, but how to ensure the professional ethics of the employees and complement each other with the company's overall development ideas? That is to say, the implementation and decision-making line of the front-line employees is right?" Duan Yongping continued to ask.

It is necessary to integrate the personal pursuits and goals of employees into the company's career goals, and then shape them into the shape required by the company's ideals, goals, spirits, sentiments and behaviors. ”

"All people are required to do things in accordance with the company's requirements for the code of conduct, and employees must implement a series of rules and regulations with the post responsibility system as the core, including the financial system, the warehouse system, the departmental interface system, the personnel system, etc., and the grassroots level should take responsibility from the past completely passive responsibility, to take the initiative to take responsibility. ”

"The front line doesn't need to think too much about the big picture, just do the things in front of him, we give him the right, just say that when he needs support, or even change his strategy to achieve the goal, he can make his own decisions within a considerable range, but in fact, the goal is still such a big goal. ”

"For example, if the goal of a company is to capture such and such a mountain, and if it is broken down into a squad, it will at most blow up which pillbox, and the authority we give him is to let him choose whether he needs howitzers, cannon fire, or aircraft bombing when the explosives package cannot complete the task. ”

"It's possible to waste a little resource, but it's better than not being able to meet your goals on time. ”

The goals to be completed on the front line, the decisions that need to be made, are often not too big, but it is easy to have special accidents, which requires the support of other departments, and often these authorities need to apply to the superior leadership, and even ask the superior leaders to take ideas.

If these rights are delegated to the front line, for example, the front-line workers can directly call the department of the headquarters to ask for support, which is much more convenient.

But the goal of the front line is still such a big goal, there will never be a failure of decision-making, it is related to the fate of the whole company, the company's biggest requirement for the front line is to find ways to complete the goal, reduce the level of consumption and delay.

Duan Yongping nodded thoughtfully.

"General Manager of the Southeast Asia Branch, have you made a good choice?" Fang Chen suddenly asked.

Duan Yong paused for a moment, then subconsciously looked at Huang Yihe, hesitated for a few seconds, and then said, "Huang Yihe." ”

Fang Chen rubbed his nose, this time he was a little embarrassed, discussing personnel appointments, but the object of the discussion was in front of him.

Duan Yong's face was expressionless, as if the matter had nothing to do with him.

After all, Fang Chen asked, he couldn't help but answer, or split Huang Yihe away, right?

Isn't this the absence of three hundred taels of silver here?

In the final analysis, it's still Fang Chen's own fault.

However, Fang Chen quickly came to his senses and looked up and down, almost stunned by the pie that suddenly fell from the sky.