Chapter 189 Put on the "bridle" on the "Mustang" on September 19

During the process of starting a business, the biggest test I encountered was how to fit a group of people who were not willing to accept management into a management structure, and I myself was the biggest "wild horse" who refused to accept discipline.It will take at least four or five years for New Oriental to put on a "bridle" for everyone.If New Oriental has not formed a modern management structure and mentality after five years, New Oriental will still face a major crisis. One of Jack Welch's criteria for selecting talents is very firm: No matter how capable you are, if you don't agree with the corporate culture of General Electric, you will not be hired.Liu Chuanzhi's "Molding" culture established in Lenovo Group is more representative. All personnel who join Lenovo, whether they are ordinary employees or senior management, must participate in "Molding" training of varying durations. In this way, the formation of Cultural identity, value reconstruction, and then create the Spartacus phalanx The Spartacus phalanx is an ancient Greek combat tactical phalanx. In Lenovo Group, it means that the entire group has a uniform pace and a very impactful strategy. fighting power.

The Japanese-style management model—the lifetime employment system—has fascinated many Chinese entrepreneurs, because it has formed a "family business without a family". Spiritual inspiration and people-oriented management, these two key words are the path choice for New Oriental's modern management.Yu Minhong did not explicitly mention the "big boat structure, family culture", but in his mind, he still hopes to attract every member with the vision, so that they love the company and regard the company as their home.As for the company, it also seriously regards employees as members of the corporate family.

However, the "bridle" that Yu Minhong mentioned contains another layer of meaning, which means that the enterprise should establish a rational profit distribution mechanism and code of conduct, and be recognized by everyone.Yu Minhong's "wild horse" unrestrainedness refers to the lack of cohesion and cohesion on the one hand, and on the other hand, it refers to fighting independently and operating independently in the realization of interests.This phenomenon is a test that enterprises must face after they develop to a certain scale.If not handled properly, the outcome of splitting is inevitable.

After "wild horses" were regulated, Yu Minhong redefined the relationship between friendship and development, friends and managers, and New Oriental's development goals and management structure.Yu Minhong's thinking on life has also improved to a new level: he despises some things that were previously considered very important;For example, I used to work hard on my career and didn't pay enough attention to family life and children, but now I start to pay attention.Yu Minhong has learned to stand far away and calmly watch conflicts of interest, "Sometimes it can be resolved naturally, sometimes the system can help you solve it, and sometimes the structure can help you solve it."

To start a business, you must have strategic thinking. The biggest difference between being an entrepreneur and being a businessman is that entrepreneurs must have a macro-strategic vision, and at the same time, they must cultivate strategic operation and system design capabilities.