Traditional Culture Encyclopedia - Traditional culture - From Wei Jianjun's internal letters, we can see three changes in the future of the Great Wall.
From Wei Jianjun's internal letters, we can see three changes in the future of the Great Wall.
Yesterday, Great Wall Motor released an internal letter "A Letter to Great Wall Motor Partners: How Great Wall Motor Will Survive Next Year" as a response to the previous question "Can Great Wall Motor survive next year?" Video response. Why did Mr Wei Jianjun issue such a "soul torture"? Baoche Studio has written a detailed explanation before. For details, please refer to "Should the Great Wall survive next year?" However, many domestic brands may not. Today I will talk about the possible changes of the Great Wall in the future.
The first is to solve the problem of enthusiasm. People's hearts are uneven, and even the best team will not have combat effectiveness. Every enterprise, 30 years later, will be accompanied by big enterprise disease, empiricism, inefficient organization and enterprising spirit. How to motivate employees is the key.
The second is the change of organization. Nowadays, the automobile industry is different from the enterprise painting style of pure machinery manufacturing in the past. The proportion of software and internet technology in the automobile industry is getting higher and higher, and the source of enterprise value acquisition is no longer just production and sales, but from the information connection with potential consumers. This is why so many enterprises have vowed to transform from manufacturing enterprises to service enterprises.
However, this change in profit model will inevitably lead to a change in business model. For example, the "OTA wave" triggered by the new forces of building cars, traditional car companies accustomed to iterating products year by year, have been unable to adapt to the rapid iteration by day and week. The fundamental reason lies in the mismatch of organizational structure, working mode and process, while Tesla and other companies collect tens of thousands of tons of users' usage data every day for summary analysis, and then integrate them into the R&D improvement system.
Third, the cultural thought with user experience as the core has not been popularized in the traditional automobile industry. Seeing the pain points of consumers, future-oriented enterprises find opportunities, while traditional enterprises find costs. Now consumers' recognition of the brand is not only the level of technology, the number of configurations, whether the exterior interior is handsome and luxurious; The quality of experience determines everything. The humble Tesla can also win the hearts of BBA users, and the new forces can also make the stock price surpass Volkswagen and Toyota, relying on the experience and values behind it.
So to sum up, Master Bao summed up the problems faced by most brands in the Great Wall and China into three main points: technology, brand and talents. And change will start from these three points.
According to this internal letter from Great Wall, in 2020, Great Wall Motor will continue to make changes in organizational governance, performance management, post compensation, long-term and short-term incentives, employing people and educating people, and mobilize the enthusiasm of talents. At the same time, it takes users as the center, commodity strategy as the leader, four major brands as the battle group, bicycles as the combat unit, R&D, product digitalization, supporting procurement, production biotechnology and marketing as the resource platforms to open up business operations, and the organizational operation system supported by functional platforms such as finance, manpower, quality, process and enterprise digitalization accelerates organizational change.
At the same time, this enterprise will also begin to organize the transformation of combat mode and achieve two breakthroughs. First, brands, operating enterprises and R&D should be opened. In the stage of commodity planning, we should pay attention to competition, market and customers, provide information input for commodity planning with the participation of marketing and brand companies, and open up and connect the path from commodity planning to product development. The second is the opening of combat units. Strengthen the management of brand companies through the promotion of processes and digital transformation. Every combat unit of a brand company should be able to reach users, let those who can hear the sound of gunfire make decisions, and get the support of professional departments and functional departments.
Especially the CE (Chief Engineer) system adopted by Toyota, as mentioned by Wei Jianjun, can be understood as a special project leader system. The person in charge of the project has great authorization to report directly to the president or the board of directors, and Great Wall will learn this model in the future.
On the other hand, the Great Wall set up an enterprise digital center and a product digital center in the first half of this year. The former reshapes internal management, process and supply chain research and development, comprehensively opens up and connects the path from commodity planning to product development, and empowers products; The latter realizes "car online, people online and service online" around users, forming a three-terminal integration of car end, manufacturer end and dealer end, opening up various combat units, and finally forming two-wheel drive management of product life cycle and user life cycle, empowering the market. This may be similar to the Car.Software.Org previously established by Volkswagen, which dredges the whole meridian from the data and technology level, and at the same time clarifies the responsible party for leading the digital transformation of enterprises.
Write at the end:
The above content is the analysis made by Master Bao through the internal letter of the Great Wall. This is just my own humble opinion. I hope my dear readers can leave a message in the background to correct any inaccuracies.
However, Master Bao believes that in this autumn of change, it is the industry's luck that China brand can reflect in time and actively seek change. I hope more China enterprises can see the present and future crises and opportunities, adjust in time, get through the crisis and seize the opportunities.
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.
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