Chapter 13 Conclusion Discovery and perception

When the main aspects of Suning’s growth in the past 20 years are presented to us, it is not difficult to see its many differences. It has its own unique things, which embodies Suning's organizational wisdom. Looking at all aspects of Suning's 20-year growth, we can find that it is actually trying to solve the following three problems: A talented entrepreneur can create a powerful corporate empire, but his personal wisdom, strength and limited life cannot make this company continue to prosper, and the evergreen business will also be a distant dream . Zhang Jindong, the founder of Suning, clearly realized this point, and the solution he chose was to shift the foundation of Suning's development from himself to the organization.Zhang Jindong’s approach to this is:

First of all, it is clearly announced that Suning is not Suning of Zhang Jindong alone, but Suning of all Suning people and the Suning of the society; and through the company's listing, executive shareholding, core team option stock incentives, employee income welfare protection, investment The continuous and generous return on investment of investors has realized co-creation and sharing, and laid the foundation for benefits from individuals to organizations. Second, establish a modern enterprise system through listing.The primary purpose of Suning's listing is to establish a scientific corporate governance structure, realize effective supervision by the public, and help the company develop healthily.After going public, Zhang Jindong actively obeyed and maintained the authority of the corporate governance organization, and took the initiative to transform from the role of a private enterprise owner to the role of a public company manager and responsible person.

Third, strengthen the company's organizational construction, system construction and cultural construction.It emphasizes that individuals obey the organization, and the system is greater than power. Everyone must place themselves under the control and constraints of the organization and system, while informatization further strengthens the authority and actual control of the system process.Establish clear corporate values, concepts and codes of conduct for employees, and implement the requirements of corporate culture into specific work, especially in performance appraisal and promotion, so that soft culture can play a rigid role.

Fourth, while building team awareness and team culture throughout the company, pay special attention to the issue of company successors.Zhang Jindong did not copy himself and pinned Suning's future on another "Zhang Jindong", but focused on realizing the echelon-style overall succession distributed at all management levels of the company.One of the purposes of creating Suning University is to ensure the realization of this succession model and plan. Over the past 30 years of reform and opening up, there have been many star companies in China that have a good idea, a good product, and seized a good opportunity, and rocketed to the sky. Years, often followed by an avalanche of collapse, or even disappearance.Yesterday it was publicized as a successful experience, but today it has become a failure case for people to study.

Su Ning was fascinated, and had to think about how he could not follow the mistakes of others, and went from temporary success to sustained success. In this regard, Suning's approach is: First, return to the essence and starting point of things, and firmly grasp the direction of enterprise development. In 2000, when Suning's first venture was successful and its second venture was about to start, with a bright future and many uncertainties, Suning promulgated the "Enterprise Basic Law", which stipulated the purpose, goal, direction, and direction of the company's future development. The models and means are stipulated to ensure that the enterprise will advance along the correct direction and path in the future.

In fact, Suning's second venture in the next 10 years was done in full accordance with the requirements of the "Enterprise Basic Law" and achieved great success. Second, stick to the core values ​​of the company and carry out continuous innovation. The 20-year development history of Suning is a history of continuous innovation and growth.But no matter what the content and form of innovation are, it always adheres to the core value concept of the enterprise, which is: serve upstream suppliers, serve downstream consumers, promote the construction of an industrial ecosystem, win-win cooperation, and create modern business civilization.

In Suning's view, competition is realistic, even cruel, but the result of competition should not be destruction, but better development of the industry. Zhang Jindong once said this about the global financial crisis triggered by the U.S. subprime mortgage crisis: “This financial crisis is caused by so-called financial innovation in the absence of morality, value orientation, and legal and administrative supervision. Made devil!" Therefore, Suning insists that as an innovation that accompanies competition, it must have its own value orientation.Otherwise, what innovation brings may not be the gospel, but the devil, and people look forward to the gospel and reject the devil.

Third, insist on organizational reform and continue to do "organizational exercises". Many enterprises, after successfully reaching the climax of glory, are prosperous and then decline, and are plagued by "big enterprise disease".Suning insists on maintaining the sensitivity and vitality of the organization through organizational reform and "organizational exercises". Fourth, firmly cultivate and rely on business managers. Through the training of Suning University and other methods, a hierarchical and team-based group of business managers will be formed to carry forward and pass on Suning's business.

Fifth, continuously optimize the talent structure to lay a talent foundation for the sustainable development of the enterprise. Through the large-scale customized talent production project represented by "Project 1200", it continuously produces talents that meet the needs of Suning's business, and guarantees the development of the business with talents. We have to admit that the development of an enterprise, especially the development of the first venture is more or less a bit of chance or coincidence, and many times it is "crossing the river by feeling the stones".There is no doubt that the accumulated experience is a valuable asset for the enterprise.However, it is difficult to lead an enterprise to a future full of changes and uncertainties only by such chances, coincidences and experiences. It is necessary to use science and rationality to study and discover the trends and laws of the development of things, and to win on the basis of accurately grasping trends and laws. business growth.

Based on the above understanding, Suning strives to build Suning into a "learning-oriented Suning", "research-oriented Suning" and "intelligent Suning" through various means. In order to create a "learning-oriented Suning", Suning has built a training system covering all employees, including various training bases and training points, with Suning University as the core. The most cherished benefit. In order to create a "research-oriented Suning", Suning has set up a 20,000-square-meter "future concept store" in the newly-built Suning New Headquarters Base in Nanjing Xuzhuang Software Park, integrating Cisco, Samsung and other world-class enterprises Carry out future research on home appliance chain operation; and Suning University and Suning Research Institute have become Suning's research centers and think tanks.

In order to create a "smart Suning", Suning and IBM, based on SAP/ERP, deeply mine data, fully promote intelligent applications, combine Suning's business experience and models with intelligent tools, and get rid of human brains and human hands , Manpower constraints, forming a strong intellectual competitiveness. The above-mentioned three major issues boil down to one point, that is, how can a company be built to last.It should be said that this is a world-class problem, and countless management theorists and entrepreneurs are looking for the answer.However, Suning, a Chinese company, has achieved 20 years of continuous, stable and rapid growth with its outstanding organizational wisdom, and has carried out a preliminary exploration and answer to this question.We look forward to the endless future and more brilliant development of Suning people to deliver more excellent and satisfactory answers.