To inspect the IPRO Industrial Park, Zhang Chen was not required to come in person. He took the initiative to come to investigate this time, but it was just to give Shanatanu an excuse to invite him.

Originally, in his opinion, IPRO has nothing to investigate, it is nothing more than a software outsourcing company, just like Foxconn in the software industry, but there is not much profit from desperate work. And he doesn't have a good impression of the Indians in Silicon Valley who steal and cheat, and inevitably brings some colored glasses to look at this country and its enterprises.

But unexpectedly, IPRO taught him a solid lesson.

This class is called Human Resource Maturity Management.

iPro's technical level is put aside first, this kind of software outsourcing company, there are few real technical bulls. We also put product quality aside first, and software outsourcing will never solve the problem of advancement but the problem of repetition. What really amazes Zhang Chen is ipro's human resource management capabilities.

After looking at the development efficiency of ipro, Zhang Chen realized that the unreliable jokes of Indian software companies that he read on the Internet in his previous life were somewhat exaggerated. Purely from the perspective of human resource maturity, iPro can throw off Matrix a few streets, which is better than IBM.

The software outsourcing industry is not the same as the software industry in the general sense. The current software outsourcing industry is still in the subcontracting stage, and the concept of BPO (Business Process Outsourcing) has not yet been formed, and IPRO mainly undertakes the software subcontracting business of large companies.

The work that can be subcontracted is basically the non-core content of the software system.

The core content and technology are firmly controlled by Party A's development department. Doing software subcontracting, providing software outsourcing services for large companies to do large-scale software enterprises, just like migrant workers working for contractors, are just doing the coding work of the lowest part of software outsourcing.

The real asset of the software outsourcing industry is not technology, but people.

Thousands of people who work together and are methodical like ants.

It's true that there are only 3,000 people in this park, but in the whole of India, iPro employs more than 20,000 people.

The scale of iPro is very large, and it is not limited to the software outsourcing industry, when it first started by selling edible oil hygiene, it was not until the late seventies and early eighties that it began to get involved in the IT industry, as for the large-scale efforts in the field of software outsourcing, it has entered the nineties.

Premki is very strategic, and after identifying the software outsourcing industry, he has invested a lot and expanded his business very quickly. He now has two software parks in Bangalore and more than 4,500 programmers working for iPro.

There is a strict division of labor in software development, and it is not just okay to write code. Especially for large-scale software and professional software, demand analysis, outline design, detailed design, coding, testing, delivery and acceptance, each link has several or even dozens of processes, each process has a very strict delivery time, and the phenomenon of parallel development is very common. Some large-scale outsourcing projects have more than thousands of employees working on one project at the same time.

So, how to manage these thousands of people well, how to let these people divide labor and cooperate, is a very test of the level of enterprise management.

iPro, if measured according to the human resource maturity model, can almost achieve the fifth layer, which is also the highest optimization layer.

The maturity of human resources is divided into five layers, the first layer is the primary level, which is characterized by chaotic management, unclear distribution of responsibilities, low employee loyalty, and inconsistent goals of various departments. Many state-owned enterprises before the reform were at this level.

The second layer is called management, which is much better than the first layer, but there are still problems such as unclear performance goals, unclear implementation feedback systems, and resulting inefficiency and overwork. Many small private enterprises that have been established for several years are also at this stage.

The third layer is the definable layer, which is not easy for ordinary enterprises to achieve. Companies at this level have been fully standardized and documented, and can also document the skills and know-how found in operations, and effectively expand and disseminate them within the organization. At the same time, these companies will constantly evaluate and measure whether these skills put into the process are in line with changes in the market and competition, and adjust them. Most of the companies that are in the development period are at this stage.

The fourth layer is the predictable layer, there are very few enterprises that can enter this layer, in the case that the details of the first three layers have been perfected, in this layer, the enterprise through the sorting and analysis of human resource management information, has the predictability to learn from the past and the future, extracts effective data indicators in the experience, and can effectively predict and control many previously uncontrollable variables, and do quantitative analysis and control. Most of the multinational companies in the world's top 500 companies are at this level.

Finally, it is the fifth layer, which is also the highest optimization layer, the company that can meet this standard has met all the requirements of the first four layers, and the biggest difference with the fourth layer is that the management system of these enterprises has achieved transformation, and the management system will automatically make continuous improvements to itself, focusing on automatic and continuous.

In this layer, the management system can find out which processes can have the greatest benefit to the enterprise, which processes will reduce the benefits, how to adjust the enterprise processes in a timely manner for future market changes, and so on.

Of course, the very positive human resource maturity model has not yet been officially launched, and it is certainly impossible for ipro to meet them one by one in many details, but ipro's human resource maturity has indeed reached the level of "spontaneous optimization".

Many people may say that it doesn't look like a big deal. But in fact, the companies that can make it to the fourth tier are already very remarkable. Management is a complex discipline, a small company of 100 people, a multinational enterprise with the same 10,000 employees, the complexity of the organization is completely different. The problems that need to be solved are more than a hundredfold different.

There is no company without management problems, a company of 100 people, there may be 10 problems, then, a company with 10,000 employees, multiplied by the proportion of personnel, should also have a thousand problems, but if the company of 10,000 people really has a thousand problems, it would have closed down a long time ago. In normal operation, it may have twenty problems, and although it seems to have twice as many problems as a small company, in fact, the management level of the two companies is very different.

Effective management may not raise the upper limit of business capability, but it will certainly raise the average of business capability, and all businesses will stabilize within the deviation of this average.

For ipro, it means that the procedures they do may not be the best, but all the outsourcing projects they take over can be passable and accepted by Party A, and the price and construction period are also within the controllable range.

How did this kind of management perfection and development come about? It was selected little by little by Premki and his management team, and it was the result of the management team's in-depth understanding of the company's various information and data, and the continuous improvement through countless meetings.

There are shortcuts to success, but sustained success necessarily belongs only to the diligent.

Who says that the management skills of an Indian just make you feel that he has management skills?

Prejudice is really deadly, if you only focus on the other party's strange places, and ignore the other party's advantages and strengths, sooner or later you will be deflated. Western countries have also cited various reasons for China's backwardness in the past 50 years. Huaxia himself thought so at this time, from "The Ugly Chinese People" to "The Contest in the Summer Camp", the national criticism was worthless, and it also made the only children bear the notoriety of the "Beat Generation".

But the result?

There are ten thousand reasons for backwardness, and one reason for being strong is enough.

Zhang Chen couldn't help but feel very ashamed of his previous prejudices, and the troubles of mortals were hidden in a song and dark in Dali. Although due to the nature of the business, neither Tinder and Matrix can use the management method of iPro, but the company, especially the management, has inspired themselves too much.

"Mr. Premki, in response to your request for cooperation, I also think that part of the project can be outsourced to ipro, and Mr. Andy Rubin can be fully responsible for the specific details of cooperation. After a tour, Zhang Chen, who returned to the conference room, said, "After listening to Mr. Premki's explanation just now, IPRO is indeed a great company, I don't know if your company is willing to go public in the United States, I believe it can provide some help." ”

Admiration is admiration, the money that should be earned must be earned, and the pit must be pitted.