We can see that the core idea of BPR is probably like this: first, the process must span multiple departments, which can be internal to the enterprise or external to the enterprise. That is to say, we often call system engineering, which coordinates internal and external departments, coordinates operations, and starts construction simultaneously with internal and external departments. Second, each process must have an output, that is, it has its service object. It is necessary to fundamentally break the old rules and regulations, and use a new ideological design to construct an organizational operation model. That is, each process has a feedback system, and each step has a feedback set up to prepare for what to do next. The third is high goals. BPR is a revolution in the field of management, and whether it can make the enterprise achieve fundamental improvement and progress is the criterion for measuring its success. That is, the standard is set high, whether there is an effect, and it must be considered successful if it has a thorough effect. Fourth, it is necessary to creatively apply modern information technology, which is the basis and guarantee for the realization of business processes. This is in line with the concept of state-owned enterprises in the layers of audit, but there is no modern information technology as a service, so it depends on people, it will be very energy-consuming, this is originally an advantage for state-owned enterprises, but the current conditions, will only increase the burden of each step.

Through in-depth understanding, I know that there are already domestic enterprises using this theory, but there are more private enterprises, state-owned enterprises are particularly few, and the response does not seem to be as good as imagined.

BPR theory since 1995 or so into China, China is now in the era of entrepreneurs, pay attention to the management system, we have also got rid of the extensive production management model, we have a learning attitude towards any advanced things, this model into China has attracted great attention from the business community and the management theory community. After that, the influence of BPR in our country gradually expanded.

It is understood that some enterprises in China have begun to cooperate with management consulting institutions or universities to try to use BPR to improve enterprise management. However, for a considerable number of Chinese enterprises, putting the BPR theory into practice is a very difficult, costly, and even ineffective thing. The national situation is so, for the foreign management model, unlike those cars and other products, we can dissect it, we can quickly study it thoroughly, or directly introduce the assembly line, like the Volkswagen, Hyundai, Mazda, etc., through the state and foreign-funded enterprises to negotiate, negotiate, the introduction of technology or direct introduction of assembly lines, through the market for technology policy, to achieve Sino-foreign joint ventures, mass production of mature products, consumption in their own country, and even export to weaker countries and other third world countries. This greatly activates our market-oriented economy and increases our productivity.

Now it seems that there is still a big difference between advanced production technology and advanced management mode. Many state-owned enterprises often encounter the following problems in the process of implementing BPR: enterprises do not understand their own business processes and the concept of BPR, after all, they are not locally invented models, and may not meet the production needs of local enterprises; one-sided understanding of the high returns of business process reengineering, ignoring risk control, believing that as long as there is good technology and management mode, they can efficiently produce the best products; and the "dual role" of state-owned enterprises It is the main obstacle to the smooth implementation of BPR, and it is difficult to get rid of some of its own faults if they want to make progress; most employees in the enterprise adopt a passive or even passive resistance attitude towards BPR; BPR is a revolution in management thinking, not a change in the form of management; they are afraid that the implementation of BPR will aggravate the problem of laid-off and unemployed in the enterprise; they regard BPR as a comprehensive transformation of the organization from scratch; they think that BPR is information technology; they believe that BPR can be completely eliminated— Lack of full support from senior leadership.

Li Zhong himself feels that this management model originates from software development management, mainly applicable to software development enterprises, according to this model, the employees of software development companies will be more efficient to complete the work, but now he is eager to solve the reality of the current problem, it seems that he is a little unmotivated, and this operation, not to mention that the front-line employees of the enterprise can not accept it, and even the management understands this model is a difficulty. This model is certainly a good model, but the premise is that all aspects of the conditions are met, otherwise it is like you bring a complete set of drawings of modern industrial production aircraft to ancient times, without the support of technical level and spare parts production, they can't be built.

According to their understanding of WK before crossing, companies that can develop from small to large to 7 years and maintain rapid growth are basically rare in China, according to statistics, there are no more than 3 Chinese companies listed before 1993 that have maintained continuous growth for 10 consecutive years, and WK is one of them.

WK's goal is to maintain a distance of 10%~20% ahead of its peers through organizational restructuring and business process restructuring, and it has been proven that he has achieved a high growth rate of 12% per year after 10 billion. Since 1994, he has implemented the separation of investment decision-making power and management power, and the group's investment rights are placed in the headquarters. The information of the subsidiaries is directly reported to the headquarters, and the personnel, funds, and professionalism are determined by the headquarters, which is in line with the "good strategy", and the number of experts in real estate at that time was limited, so in order to facilitate management, excellent expert resources can only be concentrated in the headquarters.