Chapter 94 May 9 Tension and Resilience

If New Oriental's organizational structure does not have tension and flexibility, that is to say, it does not have scalability and development, any talented person present here will not be able to realize their talents in this organizational structure. What was New Oriental in 2000?One principal and nine vice-principals.At that time, these vice-principals didn't particularly care about the ranking of positions, because each had a private land, and they could realize their value through self-struggle.However, after New Oriental abolished the contracting system, established a head office, and implemented shareholding system reform, the problem was gradually exposed. Who should be the chairman, who should be the president, and who should be the vice president are all very sensitive issues.The personnel arrangement reflects the level of power and the level of salary. At this time, New Oriental's organizational structure is similar to a monkey rubber band-it maintains artificial flexibility according to actual needs, but there is almost no normative and seriousness to speak of.

In order to "please" the shareholders, Yu Minhong distributed a Santana 2000 car to each entrepreneurial veteran, which was a very high-end car back then.After the car was released, everyone was still dissatisfied. You fought over each other and made a lot of noise, and New Oriental fell into chaos. Yu Minhong realized that fundamentally speaking, it was because everyone's mentality was out of order, and the mentality was chaotic, so naturally it was impossible to achieve an orderly organizational structure.In the process of New Oriental's corporate system reform, there was a dramatic scene: Yu Minhong changed from the principal to the department director.Yu Minhong was first kicked off from the chairman's position, then from the president's position, and then became the president and chairman again. Wang Qiang, Xu Xiaoping, and some New Oriental backbones almost all had similar "three ups and three downs" fall" experience.It was very interesting at the time. Everyone thought they could do better, so they took turns to try. In the end, it turned out that everyone took turns to be the leader.

How is the result?For three full years, New Oriental's organizational structure has finally been adjusted in place.Everyone has found the most suitable role and position, and the salary system and benefit distribution system are becoming more and more clear.During this period, New Oriental’s articles of association and the articles of association of the board of directors were revised. Everyone must learn to abide by an established rule before seeking their own value. Of course, New Oriental’s organizational system still maintains a considerable degree of flexibility and expansion. Responsive organizations will only passively wait for the crisis to come, while strategic organizations are good at self-adjustment and taking precautions.