In 2016, the State Council issued Special Issue No. 42 to encourage large manufacturing companies to establish an open, dual-platform internet-based platform. Haier’s exploration and practice is a typical case. It truly turns a pagoda-style multi-level management organization into a flat management system and establishes several micro-innovation centers. Apart from relying on internal staff management capabilities, it also fully accumulates social resources. And even global resources contribute to the wisdom of the company's development.
(Excerpt from the speech by Miao Wei, Minister of the Ministry of Industry and Information Technology, at the 2016 National Forum of Manufacturing Powerful Country Building Experts)
Some people say that with the disruptive innovation of the Internet and the solid foundation of the manufacturing industry, industrial upgrading is unstoppable. But even like Haier, the "Road of Innovation" was twice written into the "International Model" of the Harvard Business School Case Base, and it has to admit that in the absence of a lesson from the past, it was "going very hard."
On September 9, Zhang Ruimin was invited to attend the "2016 National Expert Forum on Manufacturing Powerful Countries" to come and go in a hurry. At the meeting, when he talked about the struggles and explorations of these years, he completely finished the manuscript and swayed freely. The content he felt was the accumulation of Haier's accumulation over the years.
Zhang Ruimin frankly stated that Haier has been pondering over it. “In the era of Internet, Chinese manufacturing companies can not only bring out a management theory and management model that will lead the development direction of the world’s manufacturing industryâ€. This is also the biggest motivation they can stick to until now.
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For more than a decade, Haier has stood firm in the forest of ethnic enterprises with a determined attitude. “The big companies all over the world are now facing a puzzle: Where are they going?†Gary H. Hammer, America’s most famous management scientist, told me: “I have only visited small companies across the world to innovate in management models. There is no big company,'' Zhang Ruimin said. Even the famous financial writer Wu Xiaobo also had to admire that "Zhang Ruimin, born in 1949, may be the bravest one among his generation of entrepreneurs."
- One person alone -
Directly connected to user needs
In September 2005, as the representative of the old generation of national industry, Haier innovatively proposed the "one-man-one" production model.
The so-called "one-man-one-in-one" means that every employee and every team in a company is directly connected with the needs of users. "Single, not simply 'order', but the individual needs of all users." Zhang Ruimin stressed. The innovation and exploration in the field of smart manufacturing takes “people†as the first starting point, not only embodies Haier’s corporate culture “customer-centric†values, but also implements the theme of production and consumption in the new economic era—the user-led market.
"In the era of 1.0, we promoted employees and users to join together. The performance is to connect companies and markets together. Therefore, the internal division of the unit has become an autonomous business entity, facing the market and users." Zhang Ruimin said.