Chapter 11 Chapter Five Organizational Growth and Organizational Reengineering

When it comes to the growth of an enterprise, what is externally intuitive is business growth, and what is inherently implicit is organizational growth. Business growth and organizational growth go hand in hand.Business growth leads to organizational change and promotes organizational growth, while organizational growth ensures the smooth operation of business and supports further business growth. Some entrepreneurs have demonstrated extraordinary operational capabilities in promoting and controlling business growth, however, they are sometimes at a loss as to how to promote and control the healthy growth of business organizations.

There are many examples in reality where business development is hindered or even failed due to organizational growth problems. In the rapidly changing market environment, the important challenge that organizations face is how to survive, develop and grow in such an environment.In fact, everyone who runs a business wants to make the business bigger, and they all have the so-called big business complex, which is also a manifestation of entrepreneurial spirit.However, many problems will arise during and after the enterprise grows. The main problem in the process of enterprise expansion is that entrepreneurs often pay more attention to the expansion of the business scale of the enterprise, but neglect the simultaneous follow-up of management changes. In the end, the lagging management system cannot bear the rapid expansion of the business scale, which often leads to management crises and staged The growth tragedy of "rocket rising, avalanche collapsing".Or, there have been major changes in the internal and external environment of the enterprise, and the new development strategy of the enterprise has been established, but the existing management system has not been adjusted and rebuilt to effectively support the implementation of the new strategy. However, there is no successful strategy implementation, and the established strategic goals cannot be achieved.

Enterprises are like people. When they get older, they gain weight, exercise less, and lose energy, and they will get sick.In particular, some market-leading companies often think that they are the "boss", and that they are already very mature and successful in organizational management, and there is no need to improve at all.In fact, due to the rapid development and increasing complexity of the business scale, the organization also expands rapidly. If you are not careful, it will expand to the point where it exceeds the actual needs. The internal organization of the enterprise begins to become bloated, overstaffed, and bureaucracy prevails. There are many kinds of rules and hidden rules, the "undercurrent" culture surpasses the institutional norms, the power conflicts are constant, the conflict of interests is more important than the division of responsibilities, the contradictions between old and new personnel are intensified, and there are many barriers between traditional thinking and innovation.As a result, the management department is not serving the business department more and more, but serving itself, and many people only create jobs but not value.Enterprise information is poor, management costs are rising, management efficiency is declining, and the entire organization loses vitality.This is the so-called "big business disease".

The cause of the "big enterprise disease" can be summed up as organizational aging.In the state of aging, the enterprise loses the impulse and passion when starting a business, loses its due vigor and vitality, and appears to be faltering and old-fashioned.In the final analysis, it is the result that the enterprise management organization loses its mission and development direction, and loses the motivation to move forward. In terms of management, it is the result of the inversion of the purpose and means of management. How to overcome the big enterprise disease in the growth of the enterprise and make it revive the vitality of the organization?

Practical experience shows that the best way to solve the disease of large enterprises is organizational reengineering, that is, according to the new internal and external environment and new strategic requirements faced by the enterprise, re-clarify the internal organizational mission and development direction of the enterprise, and redefine the functions and responsibilities of the organization On this basis, rebuild the organizational structure that meets the requirements of the internal and external environment, optimize and standardize the operating rules of the organization, establish and implement a strict assessment and incentive system, so that everyone in the enterprise can reposition in the new organization and follow the new Goals and principles to adjust yourself and rebuild yourself.A major function of organizational reengineering is to transform many people in the organization from fatigue, numbness, and lack of enthusiasm caused by adaptation to maladjustment—the pressure and challenges brought about by this, thereby stimulating potential and vitality.

The final result of organizational reengineering is to make the development of the enterprise not only have a strong driving force, but also have sufficient control. The development of Suning in the past 20 years can be roughly divided into two stages: the first 10 years is the founder’s first entrepreneurship with personal experience; the next 10 years is the second entrepreneurship with an organization as a platform to achieve a large enterprise . Suning’s second venture began in 2000. At that time, Suning had shifted from a single wholesale and retail of air conditioners to comprehensive electrical appliance retail, and started a nationwide chain operation. At that time, it had more than 7,000 employees and 5 subordinate companies scattered in 10 Around the region to operate, the annual sales of more than 3 billion yuan.By 2010, Suning had 150,000 employees, more than 1,300 chain stores in more than 300 cities across the country, scattered in thousands of work points across the country, and its annual sales exceeded 140 billion yuan.

In the past 10 years, Suning's business has grown rapidly, and Suning's organization has also grown at the same time, and has effectively and effectively supported the growth of the business.How does Suning's organization grow step by step and constantly reinvent itself? In 2000, Suning decided on a national chain strategy, and the new strategy will inevitably require the entire organization to adjust to support the implementation of the new strategy.Judging from the requirements of organizational reform at that time, Suning must effectively integrate management, talents, brand, price, service, logistics, business flow, information flow and other issues through organizational reengineering, and complete the transformation from the management mode of small and medium-sized enterprises to the management of large enterprises. The transformation of the model can effectively avoid the disease of large enterprises; on the other hand, it is necessary to build an organizational system that meets the characteristics of the industry according to the requirements of the chain strategy.The staggered influence of these two aspects has promoted the spiral growth of Suning's entire organizational system.

Suning is an original private enterprise. The particularity of the growth environment of Chinese enterprises determines the particularity of its growth philosophy, model and path.In the early days of his business, Zhang Jindong, the helm of the company, was good at grasping opportunities, predicted the development trend of the industry with his keen business vision, and relied on his personal ability to create, accumulate wealth and achieve prosperity. This is also the common advantage of many Chinese private enterprise leaders. .However, with the expansion of enterprise scale and the expansion of business space, the original growth method of the enterprise, which relies too much on the individual efforts and capabilities of entrepreneurs, obviously cannot adapt to the needs of the new competitive situation.Transforming the growth model of an enterprise and relying on strategic capabilities and the strength of the organizational system to achieve sustained growth is the inevitable path for private enterprises like Suning to achieve their goals of becoming bigger and stronger and achieving sustainable development.On the contrary, if we continue to use the existing growth model and organizational method, it will inevitably lead to the growth ceiling of the enterprise, or stagnation, or rapid shrinkage, or even extinction.

If it is said that Suning must successfully solve the above common problems in the growth of enterprises when it is moving towards a standardized management enterprise, then, under the specific strategy of national chain operation, it is also facing the restructuring of the organizational system under the guidance of industry rules and customer service important task. In 2000, Suning positioned its strategy to create a service-oriented national chain network service brand. Under this specific strategic orientation, the purpose of the organization is to support the implementation and operation of Suning's national chain strategy and service strategy.According to the theory of organizational design, the changes and transitions of organizational structure are mainly affected by several factors such as products, regions, customers and operation modes.Suning used to focus on the marketing of air conditioners, with a limited range of categories and regions, but now it is engaged in comprehensive electrical appliances and wants to build a service-oriented national chain system. This puts forward the following requirements for Suning organization:

To be able to meet the needs of cross-regional expansion To be able to meet the needs of cross-regional management To be able to meet the needs of multi-category business To be able to meet the needs of standardization expansion service-oriented needs based on the use of modern information systems Zhang Jindong believes that the general problems of Suning's organizational growth and the specific problems under the specific strategic orientation will seriously restrict the standardization of Suning's management and hinder Suning's next large-scale national chain expansion.Therefore, in 2000, Zhang Jindong decided to immediately start the unprecedented thorough transformation and reconstruction project of Suning's organizational system around the strategic goal of a service-oriented national chain, and was prepared to spend several years to complete this task.

However, the theoretical way of change is easier said than done, because it involves accurate definition of management needs, business trade-offs, power turmoil, redistribution of interests, improvement of management awareness and level, and overcoming resistance to change .At that time, Zhang Jindong was under great pressure. He knew that it was difficult to change a person's shortcomings. Similarly, it was even more difficult and painful to change a company's bad habits and inherent habits.Therefore, he made it clear to several senior executives: this organizational adjustment, including the trade-offs of business, should implement what is understood, and implement what is not understood before understanding; implement what is right, and implement what is wrong before correcting it! At the same time, in order to ensure that the organizational reengineering can proceed smoothly, he took precautions and clarified the following "reengineering principles" to all senior executives of the company: *The design and operation of the organizational structure must be based on strategic goals and meet strategic requirements. *The organization determines human resources, and the focus of human resource system adjustment is to match responsibilities, powers, interests, and capabilities. * Business process synchronous combing, improvement, reengineering. *Adjust and refine authorization, evaluation and incentive systems at different levels. *The transformation of organizational structure and the reconstruction of organizational culture are carried out simultaneously, creating and discovering opportunities for organizational culture transformation through structural adjustment, and at the same time opening the way for organizational transformation through inheritance and sublation of culture. *Provide comprehensive and sufficient organization and resource guarantee for the change itself, such as your own full participation and strong promotion. * Fully consider the follow-up and support of information technology. Under such a change idea, Suning's organizational reengineering focuses on the following: Guided by a large-scale chain strategy, a three-level matrix organizational structure is formed Suning's original organizational structure is based on Nanjing as the "locomotive", and the national branches as "cars" with only one power source.In order to adapt to the task of large-scale construction, it is necessary to change the organization mode from "locomotive" to "joint fleet", change the headquarters to "base command headquarters", unify plans, goals, specifications, unified command, unified control, and unified coordination; The management center is the "flagship", and each subsidiary, as an independent "warship", performs the established development tasks.Such a "joint combat team" can ensure the in-depth expansion in a region, facilitate the implementation of personalized operation and management, and at the same time effectively improve the terminal response speed and control ability to a large extent. Taking this as the guide for organizational change, and in order to adapt to diversified, large-scale, and multi-functional management, Suning boldly innovated in the management structure, forming a "matrix combining points, lines, and surfaces" with industry and own characteristics. The three-level organizational structure of Suning's headquarters-based professional division of labor and vertical management system, that is, the three-level management system of "headquarters-regions-subsidiaries", effectively maintains the unified management of the country, and in terms of management informationization Walk in the forefront of the same industry.The establishment of such an organizational system effectively overcomes the danger of large enterprises losing control and falling into chaos during high-speed development, and effectively guarantees and supports Suning's high-speed chain development and consistent management. Specifically, the points are the four major operating terminals distributed in each city. This is the basic unit and entity platform of Suning's operating system, and it is the "node" of the chain network in a vivid sense. In 2002, Suning put forward the concept of "Four Terminals" for the first time. For the first time in the national chain enterprises, the three background terminals of logistics distribution center, after-sales service center and customer service center were mentioned as equally important as chain stores. Realized the specialization of the division of labor, standardization of operations, and modularization of the four major terminals. The "Four Terminals" operation mode requires Suning to build three centers of logistics, after-sales and customer service while preparing for the first store every time it enters a city, forming an "iron triangle" that supports the sales and service of chain stores.Suning's operating system is not just a front-end chain store fighting alone like other chain companies, but a joint operation of the system, with the four major terminals performing their duties and closely cooperating with each other, all of which are indispensable.With the strong service support of the three terminals in the background, Suning can easily open a second, third or even more stores. The line is the vertical management of the upper and lower lines divided according to professional functions, horizontal professional division of labor, and vertical vertical management.After adjustment and improvement, Suning has determined 9 professional management functional systems from marketing, marketing, chain stores, to personnel, finance, administration, information, etc., with the integrated functions of commodity purchase, sales, storage, delivery, and packaging as the main task. The operating system is a management and control system whose main task is the management of human, financial, material, information and other resources. The 9 professional functional systems are connected to each other at the upper level, the information is communicated quickly, and the management is implemented vertically. From the headquarters to the companies in various places, 9 lines are formed. The decision-making intentions and work instructions of the decision-making level can be directly reached through these 9 lines at the fastest speed. Terminal, all grassroots information can be quickly uploaded to the company's "brain". The surface is the regional management system with unified organization and unified supervision based on the region.The main function of the regional management is to take the goals, plans and standards formulated by the headquarters as the basis, to organize and divide the work in the region, to dispatch various resources, and to supervise the implementation process and results.After the implementation of the regional management system, the entire Suning has become a joint fleet, the headquarters is the flagship, responsible for formulating operational objectives and plans; each regional management center is the commander of the squadron, responsible for specific organization and command, supervision and implementation; each subsidiary It is a warship, obeys the command, and fights independently.Under the regional system, Suning has realized unified management and resource sharing in each region, and has formed a scale advantage in a region to the maximum extent. Human and material resources support each other, avoiding fighting each other. Build a service network management system with two concentric circles in the center Suning's strategic goal is to build the best chain service network in China.Focusing on the establishment of a service management system, since 2000, Suning has practiced and explored for more than three years. By the end of 2003, a set of management models with innovative ideas and unique models, that is, "customer-oriented terminal management system " and "terminal-oriented management and control system" as the core of the new management system and national service network finally formed, and entered the stage of comprehensive refinement, optimization and solidification. Customer-centric terminal operation system As mentioned above, Suning has gone through a process of continuous adjustment in the process of implementing the service-centric strategic management.After more than three years of adjustments, Suning has built a stable and solidified matrix organizational structure, based on the four terminals of chain stores, logistics distribution centers, after-sales service centers, and customer service centers, and combining professional functional management with regional management. A stable operating structure has been formed, which is the core platform of a service network management system with two concentric circles in the center. In order to ensure the service quality and efficiency of the chain stores, logistics, after-sales and customer service systems, Suning has established marketing, market planning, finance, settlement, human resources, administration, information and other systems to provide basic guarantees for services and implement a series of Administrative controls. In order to ensure the normal development of terminal services, Suning has established a business support system with marketing, market planning, and settlement as the main body.The reserve of service resources provided by marketing and settlement is the guarantee of front-end customer service; market planning integrates service information, organizes and disseminates the establishment of brand image and maintains communication with customers. Logistic support and control system The development of terminal services requires necessary backup resources. In order to ensure sufficient guarantee for the development of services and to ensure the service goal of 100% customer satisfaction, Suning regards human resources, finance, administration, personnel and information as the service guarantee system, mainly for The reserve and training of service talents, the preparation of operating service facilities and tools, and the circulation of information are controlled and managed to ensure the maximum satisfaction of customer service needs and ensure service quality while reducing operating costs and maximizing service value. Requirements for Suning's organizational operation: "Four Modernizations" management The strategy determines the organization, and the organization guarantees the strategy.For Suning, whether the chain strategy can be implemented smoothly and achieve the expected goal depends not only on whether there is a scientific and reasonable organizational structure, but also on how the organization operates under this structure.In this regard, in 2002, Suning proposed that the organization and operation should realize the "four modernizations" management requirements, that is, simplification, standardization, institutionalization, and informationization. Suning proposed: Complex work simplified simple job standardization standard work institutionalization system work informatization simplify The institutionalization and standardization of management provide the premise and foundation for the simplification of management. In Suning, people's understanding of simplification of management is: on the premise of ensuring the achievement of management objectives, with the least investment of time and resources, with the most convenient Methods and means to complete the management work.Once someone innovates in a certain management work and achieves the above-mentioned simplification, the company will generalize and refine his working methods, and finally form a standard, and others will make the same work easier by implementing this standard. In practice, Suning people have summed up a set of management simplification methods, which are: On the basis of clear goals and requirements, decompose the goals and requirements to make them as concise as possible; accurately define the content, clarify the main points, difficulties and nodes of the work; decompose the complicated content into simple content, and solve it with the simplest method ;Adopt standardized operations for routine matters, advocate adapting measures to local conditions and creatively solve exceptional matters; use machines to replace labor, and use electronics to achieve simplification. standardization The first-rate companies make standards, the second-rate companies make brands, and the third-rate companies make products. This is the perception from the reality of competition.Standards, whether internal management standards or external industry standards, are the most important, and for chain operations, standards have extraordinary special significance and value. Due to the unique requirement of management duplication in chain operation, Suning puts special emphasis on the standardization of management, because only standardized things can be copied. The standardization of Suning's management is mainly achieved through the development of standardized processes. Every enterprise must have management methods and means suitable for its own operation.Different from the understanding and definition of process in general enterprises, as a model of chain operation, Suning has a clear and systematic definition of process, requiring any work process in the enterprise to clearly define the following six elements: Goal: what to do Matters: That is, to clarify the content of the work to be done Process: the sequence and steps to be followed to complete an item Standard: the specific requirements to be met by the job Method: The means and ways of doing the work Responsible person: that is, who will complete the entire matter and bear the ultimate responsibility For the defined process, Suning's approach is to solidify it through various work instructions and work forms.In this way, no matter who it is, as long as it follows the process, the final result will be the same, and it has nothing to do with personal ability, experience, or power status; block".Not only that, the process also makes the results of each work traceable, that is, who is at fault, where is the fault, and what is wrong can be found. In this way, the process makes Suning's various tasks more and more refined. Processes also enable more predictable and planned work across departments and positions. It is worth emphasizing that before Suning solidifies a process, it often needs to do process optimization. Relevant departments and personnel in the process must discuss whether there are any omissions or unreasonable links and contents in the entire process, and whether they can give customers Create value.Here, customers not only refer to customers outside the enterprise, but also include related departments and positions within the enterprise. institutionalized Suning believes that in order to achieve institutionalized management, two major problems need to be solved: first, how to view the system and what position the system should be placed in; Regarding the first question, Zhang Jindong solemnly stated in Suning that "the system is more important than power. Our Suning is not selecting people, but the system", and took the lead in placing himself under the jurisdiction of the system and implementing the system in an exemplary manner, thus ensuring Everyone is equal before the system. This is indeed commendable.Drucker believed that an effectively managed business should be an unremarkable business.It is a pity that in most of our enterprises, what we see is often not the mechanism and system at work, but the legend, story and charm of the entrepreneur.When the bosses of many of our companies grow from small to large and need to achieve effective management through institutional norms, it is often difficult to escape the "entrepreneur's trap" mentioned by Eddis in the book "Enterprise Life Cycle", that is, starting a business The owner (boss) is the first to demand the establishment of a system and carry out standardized management, and often the first to destroy the system is himself. "Entrepreneurs are the founders of the enterprise system, and often also the destroyers of the enterprise system." There are two different management concepts and methods in Chinese enterprises, which are "obey the system" and "obey the authority". Suning people believe that a system is a kind of public rule. Once formulated, everyone should and must abide by it. Only in this way can the unity and consistency of action results be guaranteed.At the same time, another meaning of the system is that it reflects the requirements of the regularity of the operation of things and focuses on the overall interests of the organization.Therefore, abiding by the system or institutionalized management can ensure that the various tasks of the enterprise conform to the basic law requirements of the operation of things and ensure the realization of the overall goals of the enterprise. Power refers to the power of a leader (or a person in a particular position in an organization) to demand that others obey his will.Generally speaking, power is bestowed on individuals by organizations in order to achieve organizational goals, so, in principle, the use of power must be in line with the goals and interests of the organization.However, if we compare the system with power, we will find that the system is rigid, public, and unique, and generally does not depend on a specific person; while power is controlled and used by individuals, and there is great flexibility and flexibility. Uncertainty.How to use power and the effect of using it depends on the purpose, mentality, state and ability of the power holder.In reality, once the use of power lacks correct guidance and institutional constraints, it may deviate from the goals and interests of the organization, and even become a tool for individuals to seek personal gain.China has experienced two thousand years of feudal society, and people's obedience to power is almost hidden in everyone's heart. Therefore, Suning emphasizes that the system is more important than power, and power is subject to the system. Meng Xiangsheng believes that institutionalized management brings at least the following four benefits to Suning: First, it helps to enhance team spirit With the rapid development of Suning, the scale of the enterprise continues to expand. To a certain extent, the individual's ability cannot take over the management of the entire enterprise. This must rely on the efforts of the management team and every employee of the enterprise. "Institutionalization" is the refinement of the common behavior of each member of the enterprise, which comes from the common values, common goals and common interests of enterprise members and the enterprise.The system's constraints on individual behaviors that deviate from the overall interests of the enterprise are the best protection for the common interests of the team.Therefore, implementing management institutionalization can enhance Suning's team spirit. Second, it helps to avoid abuse of power and gray behavior in management After the enterprise develops to a certain scale, the number of employees increases significantly, and business activities increase. It is inevitable that there will be a small number of poor-quality people who may take advantage of various opportunities to poach the company's footsteps and harm the public and private interests.Institutionalized management can improve the transparency of corporate management, make those places prone to corruption public, and form a "firewall". On the one hand, it reduces the company's losses, and on the other hand, it also protects the purity of the corporate management team. Third, it helps to achieve open and fair rewards and punishments Suning has tens of thousands of jobs, and the operation of the enterprise is very complicated.How to carry out open and fair rewards and punishments?Adopting the "institutionalized management" method can ensure open and fair rewards for hard work and punishment for laziness, and the promotion of the good and the demotion of the bad.This not only greatly reduces the interference of subjectivity and emotion, but also enables employees to clarify the goals and directions of their work efforts. Fourth, it helps to generate a strong collective force Suning's chain expansion across the country must have a set of strict rules and regulations. All operations have clear regulations, and all employees follow the rules to achieve unified orders and step-by-step, and generate a powerful force like the army.In Suning's view, this is an inevitable requirement for the rapid development of Suning's chain, and it is also the most reliable guarantee. Regarding the second question, Suning emphasized that there must be a basis for doing anything in the enterprise, that is, the system; one of the important responsibilities of managers is to formulate the system, and special attention should be paid to eliminating the gaps in the system. In the formulation and implementation of the system, Suning has made the following regulations: 1. When formulating the system, it is necessary to grasp the policy and effectiveness, and even the phased system must fully reflect this point.When formulating the system, we should pay attention to more standards and less concepts; more quantitative and less qualitative. 2. The key to establishing a system lies in its implementation, and only such a system will have vitality.The leadership of the enterprise is the decision-maker of the system, and they must be models for implementing the system. They must take the lead in implementation at the top, fully implement at the middle level, and consciously implement at the grassroots level. , all of them standardize their behavior according to the system, and form a good atmosphere for governing affairs and people with the system. 3. The system must be standardized during implementation and perfected in practice, and must not be implemented.No matter which system is formulated, even if there are imperfections, it must be resolutely implemented once it is introduced, and then corrected, otherwise the system will lose its seriousness. 4. Ensure institutional continuity.Before the management system of the enterprise is revised and innovated, the original system must continue to be implemented.When revising the innovation system, we must pay attention to maintaining the continuity of the system and avoid completely negating the original system, otherwise it will cause negative effects and easily form institutional complexity and discontinuity. Informatization Suning's leadership attaches great importance to the informatization of management, and believes that in the "four modernizations" management, informatization is the most important from the perspective of future enterprise development and competition.Institutionalization, standardization, and simplification are difficult to achieve without the support of an information platform; even if it is achieved through manual methods, it is low-efficiency, low-level, and lacks real and lasting competitiveness.Furthermore, in realizing chain operation, Suning encounters a huge amount of information that needs to be processed every day, which cannot be handled without an advanced information system. Suning's executives have long seen that the extensive application of information technology has enabled many multinational companies to take the lead in business and strengthened their own competitiveness in the market. There are many cases at home and abroad that the implementation of institutionalization, standardization, informatization, and simplification can significantly improve business managers. Suning's benchmark-the international retail giant Wal-Mart is an example. Based on the above understanding, Suning devoted all its efforts to the construction of informatization and took the lead in the industry to successfully launch ERP.And according to the needs of enterprise development, it has been fully upgraded. In 2006, it invested a huge amount of money to launch SAP/ERP, which is far ahead of the industry.The information center has become one of the core departments of Suning. The continuous improvement of Suning's organizational operation level: "Four Cleansing Movement" In management, there is a classic theory called "the law of wine and sewage".This theory is about pouring a spoonful of wine into a bucket of sewage, and you get a bucket of sewage; if you pour a spoonful of sewage into a bucket of wine, you get a bucket of sewage.In any organization, there are almost a few difficult characters, and their purpose of existence seems to be to mess things up.Worst of all, they are like rotten apples in the fruit bin, which, if left untreated, will quickly ruin the rest of the apples in the fruit bin.The terrible thing about rotten apples lies in their amazing destructive power.An honest and capable person entering a chaotic department may be swallowed up, and an unscrupulous person can quickly turn an efficient department into a mess.Organizational systems are often fragile, based on mutual understanding, compromise and tolerance, and are easily violated and poisoned.Another important reason for the extraordinary ability of saboteurs is that destruction is always easier than construction.A pottery that a skilled craftsman spends time carefully crafting can be destroyed by a donkey in a second.If there is such a donkey in an organization, no matter how many skilled craftsmen it has, there will not be much decent work results.If you have such a donkey in your organization, you should get rid of it immediately, and even if you can't get rid of it now, you should tie it up. In fact, in an organization, the power of destruction comes not only from the organizational personnel, but also from rigid and ineffective management elements. It can be said that the power of destruction has always been systemic.The "Four Cleansing Movement", another pioneering effort organized by Suning, is exactly the "anti-destruction force" aimed at this systemic destructive force. Almost every year when the company is "busy", Suning's President's Office will issue a document in time, calling on the company's leading cadres to talk about "politics", requiring all departments of the company to clearly understand the current problems in the company's internal management, further rectify the ideological style, and strengthen system awareness , take measures to adjust in time, strengthen basic management, lay a good management foundation for ensuring the rapid development of the chain, and ensure the smooth development of chain development and business operations. At the same time, Suning further emphasized: the company is in a period of rapid development, and it is impossible to stop and wait for some laggards, any management cadres who cannot understand and implement the company's intentions and requirements, and anyone who does not obey the company's system and command No matter how high or low their positions are, the company will never condone any cadres!Managers at all levels who do not obey the company's rectification of ideological style and strengthening of basic management will be directly demoted, and those with serious circumstances will be directly dismissed. The so-called "Four Cleans Up Movement" is to clean up problems, clean up procedures, clean up systems, and clean up personnel. Clean up the problem - customer dissatisfaction is the problem of the work, and clean up the problem is to focus on the terminal, summarize and compile the list of problems that hinder the progress of the terminal work. Clean up process - A process is a procedure and a method to solve a problem.In Suning, the clean-up process is to straighten out work ideas, straighten out the division of labor between departments and positions, simplify the approval process, and strengthen and quantify the approval standards. Cleaning system - the system is the standard and specification of process operation.Generally, it is to clean up the implementation rate of various rules and regulations that have been issued and implemented by the company. Cleaning up personnel - is to focus on the organizational structure, clarify the job responsibilities of personnel, evaluate the overall quality of management personnel, and prepare for further optimization of staffing, appointment, and promotion. There are no earth-shattering slogans and no dazzling concepts. From the perspective of Suning's senior management, the purpose of carrying out the department's "Four Cleansing Movement" is very simple: to solve the current management obstacles in Suning, to form a self-improvement mechanism that is constantly improving, and to better respond to more severe challenges in the future. Regarding the clean-up issue, Suning believes that the rapid development of the company will inevitably cause problems, and an enterprise without problems is an enterprise that has not developed.Since Suning started its business, Suning has undergone many substantial management changes. By the end of 2002, with the success of Suning's chain development, Suning gradually explored and tried, and figured out how to do chains.At the same time, Suning's management policies, goals, and organizational structure have also begun to take shape. However, there are still a lot of problems that follow. These problems are problems that arise during development and must be resolved during development.In this regard, Zhang Jindong said frankly: If Suning has no problems now, it means that Suning has fallen into a crisis of stagnation, and this is the real big problem. Suning has always encouraged the bold exposure of problems and actively correct them.In the face of problems, Suning has a firm attitude: Encourage exposure of problems, don’t be afraid of problems, and actively solve problems. With Suning’s strength plus confidence and perseverance, any problem will eventually be solved. The company considers the timing, time and cost. Conversely, if the problem is not exposed and cleaned up boldly, the development of Suning as a whole will lose its direction and momentum.Suning's problem cleaning is to ask each system to take the initiative to summarize and analyze its own problems, and mobilize various forces within the enterprise to solve them. Regarding the clean-up process, Suning executives believe that the system documents are the basic principles and judgment standards for enterprise operation, which are relatively stable and unchanged, while the process documents stipulate who will make judgments based on the system standards.Enterprises regard a large number of process regulations as systems, replacing key standard regulations. As a result, there are more and more signing links, but they cannot be closed. Sometimes everyone is responsible for the process, but no one is responsible for the final result. Phenomenon. 清理流程目的就是要进一步减少流程环节，明确流程标准，标准要强化、量化、易于操作，以此保证各项事务责权落到实处。 关于清理制度，苏宁高层认为，规章制度是大型企业管理的基础与根本。麦当劳、肯德基等成功的连锁企业，其管理上最大的成功之处在于：在不同的地区，用不同的人员，做出了相同的产品与服务。 通过调查和分析，企业中各种问题的出现不是因为没有制度规范，而是因为制度落实和执行不到位。比较典型的情况是，中高层管理人员对制度不尊重不服从，基层人员对制度不了解，盲目创新，所以制度的执行到位问题是企业目前管理中的最大问题。 关于清理人员，苏宁高层认为，现在的苏宁已经拥有数以万计的员工，其中大部分是进公司不满一年的新员工。大量新员工的涌入带来了许多的个人思想和作风方面的问题，对苏宁的企业文化传统和工作氛围造成了巨大的冲击，苏宁的优秀传统文化面临淡化甚至丧失的危险。 大量新员工进入公司，由于培训不到位、老员工指导监督不到位，也导致其对自身岗位职责不知晓、不理解或者理解错误，对公司规章制度不了解、执行不到位，这必然带来工作上的波折。 与此同时，也有一些老员工在同样一个环境中待的时间过长，开始产生惰性。缺乏动力的企业员工往往会磨洋工，降低了企业的运营效率。 清理人员就是要求对所有在岗员工进行清理，重点是围绕岗位设置搞清楚每个人的“职责分工、工作能力、思想状态”，让每个人的职责都清清楚楚，“透明化”，淘汰一批不合格的人员，提拔一批优秀的人员。 如何开展“四清运动”？苏宁的具体做法是： 清理问题，以问题带任务；清理流程，以流程带标准；清理制度，以制度带执行；清理人员，以人员带氛围。 清理问题的最终目的是强化终端管理，提升终端工作质量。 问题就是顾客的不满意，终端的问题就是所有部门的问题，各个部门的问题最终会导致终端出问题——苏宁始终强调连锁店、配送中心、售后服务中心、客户服务中心四大终端是苏宁所有管理工作的最终对象，围绕终端运作、加强对终端的垂直管理是苏宁2002年上半年提出的、一直没有改变的政策与方向。一般来说，开展“四清”工作最终的结果还是为了让连锁店卖得更多、卖得更快，售后服务得更好、更快，客户满意度更高。这是检验一切管理工作的终极标准。 清理流程与三级体系制度建设结合，推行三级体系下标准化建设。 简化审批环节、强化审批标准。各个部门在制定审批制度或流程时不要总是围绕“谁要不要签字”，而应当围绕“签什么、怎么签”，明确签批标准和尺度，让所有人能够准确判断。 各个部门制定流程文件时务必首先明确标准，缺少标准和原则的流程文件一律不得下发执行。流程过长影响效率的文件原则上也不得下发执行。 在授权的同时转变控制方式，加强控制力度。随着规模的扩大，管理重心向终端转移，下属机构拥有较大的职责和权限是必然的，总部也要学会合理授权，关键是权力下放后如何控制。对此，苏宁的具体要求是：放权后总部不是不管，而是转变控制方式，加强事前计划、事后指标考核、事中标准与检查控制。 对于总部一级，苏宁要求其自上而下地加强事前计划引导控制。为了掌握下级公司的动态情况，总部和大区要强化事前计划控制，事前确定子公司的工作任务和要求。 与此同时，建立结果导向的指标考核体系，以此来进行事后控制。考核是管理的重要手段，下级可以决定怎么做，但是最终的结果要由上级鉴定，责任人员要接受考核。因此各个中心首要的是进行考核管理标准的梳理，明确各项工作的目标结果要求，运用考核、奖罚手段去管理，并严格制定工作标准和流程，作为子公司工作过程的依据。抓住计划和结果两头，中间过程可以允许子公司有一定自由度，但是关键性的东西一定要制定操作流程与标准，要求子公司执行。 此外，总部还要进行现场检查的事中控制方法，防止子公司违反制度规定。总部不可能每件事情、每个环节都看到，但是可以通过检查来发现问题进行调整。一方面要求子公司按制度办事，一方面通过检查来查处、防范子公司违反制度，这就是总部经常要开展的控制方式。 “定计划”、“定标准”、“定指标”、“不断检查”——这就是总部在三级体系下、在职责和权限下放前提下进行控制的基本思路、原则和方法。 清理制度首要的是强化制度意识，提高基础管理制度执行到位率。 “四清”的目的是为了终端出效果，采取的方式就是建立一套科学、适用的管理规范制度体系，让苏宁全公司所有人都按制度办事、言必称制度。 “做的一定是写的、写的一定要做到”，这是苏宁制度化管理的基本原则。2004年，苏宁主要抓“写的一定要做到”，即制度的贯彻落实、执行到位。制度本身制定的问题是公司最上层的职责，一家企业里“5%的人定标准”，下级部门和员工不允许随意制定、修改制度，只能细化、落实、完善操作方面的细节。 在制度体系的基础建设上，苏宁严格要求各家公司首先将已有的制度进行整理汇总，形成初步的管理手册，作为员工工作、培训的标准和依据，战略规划部将与各个中心、公司联系，统一收集、整理格式化的制度手册。抓制度落实是当前的主要任务，主要的手段就是“检查、检查、再检查”。只有不断地检查执行情况，才能真正将制度落实下去。各个中心中高层管理人员一定养成定期下基层的习惯和意识。周末职能部门下终端就是公司统一采取的一项措施。总部要到各个地区去检查，大区要到各个子公司检查，子公司要到各个终端检查。 依据服从意识和执行力使用人才，彻底整顿工作氛围与作风。 “讲政治就是讲服从”。大企业管理强调令行禁止，不服从是人员管理最大的隐患。在苏宁过去的发展历程中，恰恰就是因为新员工不服从公司企业文化，随意说三道四；老员工倚老自居，随意违反制度；下级自行其是，不服从上级指挥，导致相关人员的工作难以推进、落实。因此，针对如此问题人员的清理运动，苏宁往往就会提拔一批，调整一批，首要的判断标准就是看服从意识和执行到位率。淘汰差的、重用好的，才能改变整体的工作氛围与作风。 每次的“四清”运动，都使苏宁的组织运作效率大大提高一步，苏宁的组织管理体系不断趋于成熟。“四清”运动使得苏宁比较有效地防止了“大企业病”中的臃肿症状。定期的清理让苏宁的每个部门、每个岗位、每名员工都处于被激活的状态，让大象激情地跳舞在苏宁成为现实。 苏宁的“四清”运动很容易让人们联想到历史上某个政治运动，从而感觉到或多或少的政治意味，张近东对此并不讳言：有人群的地方就有政治，政治智慧是一种大智慧，为什么不能用于企业管理呢？有效就行！ 苏宁的组织管理演变实践过程表明，在企业成长的过程中，组织需要根据外部市场的变化、自身的业务要求作出相应的创新和调整。否则企业就会像温水中被煮的青蛙那样，不知不觉受到了外部侵蚀却浑然不觉，直至水被煮沸，离死亡就不远了。与此同时，企业组织也如同生物有机体一样，也有一个从生到死、由盛转衰的过程，因此有必要防止企业做大过程中的老化趋势——譬如公司内部完全变得依赖于传统的能力（即我们办事的方式），而无法作出适应性的调整（即做正确的事），譬如创新精神受到遏制……种种陷阱只会加快老化的进程，长此以往，企业只能死亡。 如前所述，这些问题最根本的原因就是企业的组织管理架构没有随着企业规模的扩大而提升，此时就需要对组织进行再造。然而，组织变革的过程如同行万里路，步子再大，也不可能一步走到终点，因此，再造组织还需要明确一个循序渐进的原则：企业在从小到大的发展过程中，应该由“强化组织”的思想转化为“优化组织”的思想。企业最初的依靠个人能力单打独斗式的组织方式不能满足发展要求的时候，组织再造的焦点是管理上规范化台阶；而当企业管理水平达到一定程度之后，就需要对管理手段进行优化，消除组织管理过程中僵化的部分，正如苏宁的清理内容：问题、流程、制度、人员。这样，通过梳理组织运作体系达到提高管理效率的目的，正所谓“流水不腐，户枢不蠹”。 对此，张近东认为：不断地进行变革，并通过制度和规范的升级来保证旧组织向新组织的平稳过渡，保持新组织的活力。 再造后的组织体系有效地支撑了苏宁全国连锁的战略推进，并且在组织内部沉淀了一整套标准化的管理制度、流程体系，在这样一个具备前瞻性、规范性的组织管理平台上，苏宁的连锁事业得以稳健前进。 此次为期五年多的组织再造帮助苏宁突破了成长的管理瓶颈，同时，也满足了苏宁大规模连锁拓展的要求。 2000年开始的组织再造是苏宁的第一次管理裂变，而恰恰正是这次裂变造就了兴盛企业和衰落企业的分水岭。在当时，苏宁的许多同行，面对风云突变的市场环境，没有采取及时、有效的变革措施，最终导致了一大批企业迅速走向衰退，直至销声匿迹。 面对成长的难题，苏宁以变革之心、创新之行求突破，完成了“稳定”到“激活”惊险的一跃。正如孟祥胜总结的那样，“我们的问题天天都有，但是我们的解决方案也是每日一新，这样就保证了我们在前进的道路上几乎没有遭遇过重大的挫折，我们有解决问题的这样一个机制”。 孟祥胜所说的“解决问题的机制”可以认为是一种变革的原动力、目标导向和基本框架，在这样的一个基本机制下，企业就可以动态地面对市场环境和内部资源能力的变化，及时发现问题、解决问题、规避问题，持续走向坦途。 2005年，苏宁连锁步伐再次提速，新开了167家门店，进入了7个新区域20多个城市，在全国80多个城市中拥有了门店。这时，苏宁发展的理念、行业环境都发生了很大的变化。原来的管理模式已经不适应苏宁发展的要求了，于是，苏宁2006年年初又开始了一轮大刀阔斧的组织再造。 苏宁2006年开始的新一轮组织再造与上一轮有着很大的不同。 一是，外部环境不同。2005年，随着苏宁、国美等家电连锁企业的全国性高速扩张，家电连锁业态已成为家电流通业的主流业态，其强大的生命力和扩张力迅速淘汰了旧有业态，在改变了整个家电产品流通格局的同时，也导致长期以来生产与流通关系上家电制造厂家强势、主导，而家电流通商弱势、依附的局面发生逆转，家电制造商对家电连锁持一种指责、反对的态度，甚至干脆自建终端销售，掀起了一股“反连锁寒流”。 对此，张近东旗帜鲜明地指出：“家电制造商和流通商是同一产业链中的两个环节，厂家和商家之间是两种资源的分工协作的关系。厂家长于技术和制造，商家精于市场与流通，双方应该合作共赢。”在张近东看来，“谈判谈不出效益，博弈博不出利润”，厂商双方不仅应该加强合作，而且还应该从以往较为粗级或低级的简单产品流通合作，提升到更高级形态的合作，即全供应链合作，通过提升上下游供应链管理的效率，来获取新的共同的利益，而不是只专注于传统的日渐缩小的有限利润空间的切割。 供应链管理效率的提升有巨大的利益空间，但它依赖于先进的信息技术手段，这在发达国家已是被证明了的。张近东期望通过先进的信息技术手段的运用，来整合上下游供应链，提高效率，共创共享，从而形成新型的更为和谐的厂商关系。 二是，内部需求不同。苏宁店面的快速扩张需要物流、售后、服务等相关体系的同步扩张，如果只注意前台店面的扩张，而不注意后台的建设强化，连锁发展的速度不仅上不去，还会掉下来。在这一过程中，苏宁发现以往可行的一些模式和做法已显露弊端，甚至难以为继。比如，过去苏宁在每一个开店的城市都设有物流配送仓库，当苏宁的连锁店开向全国时，照此要求建设物流配送仓库不仅投资惊人，而且很不经济。仓库过大，空间富余浪费；仓库过小又不能保证品类备货丰富。众多的仓库之间协调与管理更是一个大问题。 事实上，不只是物流，还有售后、客服、人事、财务等许多职能部门，如果像以往那样随着业务面向全国扩张而扩张，就会面临资源占用太多而失控的问题，都需要也可能实现集中共享。通过集中共享，不仅可以获得集约化使用的好处，还可以减少分散带来的不经济、浪费以及潜在的失控问题，提高集团的管控力与管控效果。 另一方面，当苏宁连锁网络将要覆盖全国各地市场时，国内各地方市场的差异性越来越大，而激烈的市场竞争与消费者日益提高的服务要求，又需要苏宁对各地分子公司市场作出快速而精准的反应。因此，比普通意义上的授权更重要的是如何让各地分子公司能够更为精干、专注于市场经营，而不是在日益庞杂的内部管理上耗费太多的资源与精力。 所有这一切，都必须建立在强大的信息平台之上，才有可能实现，而当时苏宁所用的ERP系统已无法满足需要了。 基于内外部的需求，苏宁启动了一个由信息化驱动的内容广泛的全程供应链创新工程。 所谓全程供应链，是指端到端、从客户开始到客户结束，不仅包括与供应商之间，也包括企业内部以及下游消费者之间的所有环节。 用信息系统来支撑全程供应链，就意味着苏宁的信息系统，不仅仅是指上游的B2B(businesstobusiness)系统，还包括内部的ERP系统、下游的B2C（businesstocustomer）以及CRM（客户关系管理）系统、HR（人力资源）系统和财务共享中心等等。 由此看来，这一次的变革创新与第一次最大的不同在于：一是不局限于企业内部，而是由内而外、内外互动的涉及整个产业链的变革；二是信息化是变革的驱动力，而不仅仅是一个技术手段；三是组织变革与业务创新交织在一起。 很显然，上述系统的实施，不仅会全面提升苏宁的竞争力与发展力，而且可以把苏宁由一家劳动密集型企业转型升级为科技型企业，并最终成为智慧型企业，而这正是张近东所追求和期盼的。 上述工程的实施所引发的，不只是表现在苏宁公司组织架构的某些改变上，更多的是表现在随着业务创新模式改变而导致的各部门的职能职责的重新定义、流程与标准以及与外部的对接方式的改变等方面。当然也包括由此形成的对员工意识观念、能力素质、工作技能方法等方面的新的要求。 苏宁信息化驱动的全程供应链创新工程尚处在继续深化实施之中，仅就已实施的内容来看，它对传统的组织业务模式和方法就已形成颠覆性的影响。影响最大的主要有这么几个方面： 用信息化实现厂、商之间的无缝对接 过去苏宁与上游厂家有各自的信息系统、采购销售系统、物流库存系统，彼此之间的沟通交流层次较浅，及时性也比较差，整个供应链的效率比较低。 依托B2B系统，通过彼此交换库存、销售信息，进行库存信息的共享，工厂能根据苏宁的销售预测下单生产，苏宁也能根据工厂和库存情况调整自己的销售结构。 过去，苏宁与供应商之间的订单往来是通过传真、电子邮件这样的方式，属于手工作业，不仅不透明，易出错，无法标准化，而且非实时。现在一切都是自动的、标准化的、实时的。 厂商之间的ERP系统完全对接，形成一个跨企业的大ERP系统。苏宁由此与众多上游厂家实现了CPFR（协同式供应链库存管理）的管理模式。 以苏宁与海尔的合作为例。 2006年年底，通过双方B2B系统的对接，双方充分实现以销售、售后服务为中心的SCM（供应链关系管理）的合作运营模式。这一系统实现的接口包括苏宁采购订单接口、海尔发货单接口、苏宁入库单接口、海尔销售发票接口、海尔可供库存数据接口、苏宁门店数据接口、苏宁公司库存接口等23个接口。系统的对接还使双方的物流系统首次开展整合，共享库存和配送数据，统一调配物流车辆和人员。 2007年苏宁与海尔联手，开创了全新的ECR（高效消费者响应）合作模式。 ECR是现代供应链管理的一种全新模式，是一种在分销系统中，为降低和消除销售渠道与制造商体系中不必要的成本和费用，为消费者带来更大利益而进行密切合作的一种供应链管理策略。 ECR涉及有效商店空间管理，有效商品补充、有效促销和有效新产品导入四个核心领域。它实现了以低成本向消费者提供高价值的服务、从传统输赢型交易关系向双赢型交易关系转化，利用准确适时的信息支持有效的市场、生产及物流决策，产生最大商品附加价值，确保消费者可以及时获得所需商品和服务等。 在具体实施方面，双方依托信息化平台，将顾客的需求通过苏宁信息系统第一时间传递到海尔信息系统，海尔的产品研发部再根据这一信息第一时间研制出适合消费者的新产品，并供货给苏宁。 在这一模式下，苏宁对消费者需求的发现、分析和把握能力得到充分的发挥，同时也被赋予更高的要求和期待。 2010年，双方将实现B2B系统协同补货的功能，通过CPFR平台，双方将实现在货源供应、库存周转、零售考核、费用结算等方面的无障碍运作。 信息化实现了厂、商之间的无缝对接，极大地提高了生产与销售的精准性，加快了货物、资金