Building an "agile organization" to promote innovative business, BOE releases the powerful force of "deep processing" of the Internet of Things.

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Even if there are 10,000 mu of fertile land, but only planting and selling rice, the income will still be very limited. If the rice is further processed and sold as high-end sushi, the raw rice in 4 yuan can even be sold for 100 yuan.

BOE is doing this "deep processing". Of course, it is not the rice that is deeply processed, but the screen. The deeply processed products are rich scenes of the wisdom of the Internet of Things. The global leader in the semiconductor display industry is promoting the development strategy of "Internet of Things on the screen", empowering tens of millions of IoT segmentation scenarios such as smart finance and smart parks, and realizing the leap from display device suppliers to IoT innovation enterprises.

In order to achieve the above objectives, BOE launched a new round of organizational restructuring at the end of 20021. The core essence is to open up resources, integrate the innovative business of creation network, and transform the organizational form of the business department that meets the needs of large customers in the equipment supply era into an agile organization that is more suitable for the customized, fragmented and dynamic needs in the Internet of Things era. Facing the "screen of the Internet of Things", the organizational structure will be adjusted, and the innovative business of BOE Internet of Things will also usher in a new round of "outbreak period".

Dynamically adjust the organizational structure to serve the strategic goal of "Internet of Things Transformation"

At the end of 20021year, BOE ushered in a new round of organizational restructuring: integrating the whole machine-related business of display business, the innovative business of intelligent systems and some functions of the chief technology officer of intelligent Internet of Things into innovative business of Internet of Things; Establish a leading group for innovative business of Internet of Things, including intelligent terminal operation coordination group, system scheme operation coordination group and group innovation center.

Observation, this adjustment aims to achieve the integration of the company's resource capabilities: horizontally integrate the three-tier business of "display equipment-intelligent terminal-system solution" to achieve value extension; Vertical integration of "market -R&D- production-sales" and other end-to-end internal capabilities, build an agile organization, and achieve deep cultivation of market segments.

Some people may wonder why this technology enterprise, which has been growing rapidly in the past two years, does not continue the organizational structure that released strong combat effectiveness before, but actively seeks change.

Change is actually the normal state in the process of business operation. Peter drucker put forward the concept of "management by objectives" in his masterpiece "The Practice of Management". One of the most important viewpoints is that the goal determines the organizational structure and the allocation of resources and personnel.

It can be seen that both foreign IBM, Toyota and domestic BOE will dynamically optimize the organizational structure around the phased goals in the long-term innovation and development process. The development goal of an enterprise determines the organizational structure, and conversely, the setting of the organizational structure must also serve the realization of the development goal. Why does BOE need a new round of organizational restructuring? The answer is also here.

Transformation to the Internet of Things has been BOE's established strategy since 20 16. In order to cooperate with this strategy, BOE has also made several organizational restructuring in recent years.

For example, on 20 18, BOE divided the three business segments of port devices, intelligent things and intelligent medical workers into seven business groups; In 2020, we will determine the "1+4" aircraft carrier business group with semiconductor display business as the core and supported by MiniLED, sensors and solutions, intelligent system innovation and intelligent medical industry, and establish a "three horizontals and three verticals" organization and operation system, as well as a front, middle and rear business platform.

The author noticed that at the end of 20021,BOE released the development strategy of "Internet of Things on Screen", aiming at empowering thousands of Internet of Things to subdivide scenes, practicing the new brand mission of "changing life with heart" and winning the tough battle of "Internet of Things transformation".

Previously, BOE adopted a business unit-oriented organizational structure. Although such an organizational structure can seize large customers and close large orders, it is difficult for current organizations to respond quickly to market demand, especially to meet the customization needs of a large number of small and medium-sized customers, in the face of the fragmented user needs of the Internet of Things and numerous subdivided vertical markets.

It is both a challenge and an opportunity for BOE to integrate into the first-line customers and hear the first-line "gunshots". Landing a new development strategy, practicing a new brand mission, and further empowering thousands of subdivided Internet of Things scenarios all determine that BOE needs to make a new round of adjustments to its organizational structure and operating mechanism.

Build an "agile organization" and explore innovative business of the Internet of Things by connecting resources.

In my opinion, BOE's new round of organizational restructuring is the embodiment of "agile management".

The concept of "agile management" comes from the concept of "lean management" initiated by Toyota in the automobile manufacturing industry, which advocates that "responding to changes is higher than following plans". The agility of an enterprise to market changes and whether it can establish an agile organization with quick response determine whether the enterprise can be stable and prosperous.

In the new Internet of Things era, BOE's response is very rapid. Especially the extended layout from semiconductor display devices to innovative business of Internet of Things is the embodiment of this agility.

IT is understood that BOE's IoT innovation business is different from mainstream display equipment businesses such as TV, IT and mobile, mainly covering smart terminals, IOT terminals, smart parks, smart finance, smart car links, smart retail and industrial interconnection. If the display device is the "root" of the development of the Internet of Things, then the development of innovative business can make this tree flourish.

According to the data of China Industrial Development Research Institute, the scale of China's Internet of Things market will reach 1.66 trillion yuan in 2020 and is expected to exceed 2 1.2 trillion yuan in 2022. It can be seen that BOE's Internet of Things innovation business is facing a broad blue ocean market.

The performance of innovative business also confirms this point. It is understood that BOE's IoT innovation business showed a rapid growth trend in the first three quarters. In the first three quarters, the growth rate of industrial interconnection, smart parks and innovative commercial equipment exceeded 100%.

There are many innovative business cases of the Internet of Things: BOE has provided smart financial solutions for more than 2,000 banking outlets in China, such as Industrial and Commercial Bank of China and China Construction Bank; It has been applied in 1 1 city subway line and five airports including Beijing Daxing International Airport and Capital International Airport. Provide nearly 5,000 smart terminal products and industry-leading smart parks and smart office solutions for Beijing Global Resort.

Why does BOE need to integrate horizontal and vertical resource capabilities in the new organizational restructuring? Because many subdivided innovative businesses of the Internet of Things need systematic and customized design, involving all elements such as display devices, intelligent terminals and system solutions, as well as the whole process from R&D to sales, without resources and capabilities, organizational barriers and global innovation platforms, it is difficult to provide customers with one-stop and customizable overall solutions.

On the basis of building a front, middle and rear business platform and a "three verticals and three horizontals" organization and operation system, we will further tap resources, build an agile organization that meets industrial trends and market competition needs with efficient and flexible organizational strength, expand innovative business layout, and accelerate the transformation of the Internet of Things.

Step out of the "comfort zone" and head for the trillion-dollar "object screen" Xinghai.

Many enterprises have a clear understanding of the importance and industrial prospects of the Internet of Things. However, there are not many enterprises that make bold innovations in business layout and organizational structure for the Internet of Things.

The reason is that on the one hand, most enterprises have "path dependence" for development. For example, some semiconductor display companies are reluctant to make a more forward-looking layout during the industrial dividend period, immersed in the "comfort zone" of simple device suppliers; On the other hand, the adjustment of business layout and organizational structure will involve the redistribution of company resources and bring new uncertainty to enterprises, which are more willing to immerse themselves in "certainty".

In contrast, this highlights the strength and courage of BOE. The author believes that BOE's Internet of Things transformation and organizational structure adjustment have a strong supporting force, that is, it has the world's first hard-core strength in the important business sector of port equipment, especially screens.

The development strategy of "Internet of Things on Screen" is based on screen. BOE's market share in display equipment sales reaches 25%, ranking first in the world in all market segments. It is based on this absolute leading strength that JD.COM has the courage and opportunity to tap the company's internal resources, empower the intelligent terminal and system solution business of the Internet of Things, create an industrial ecology of "screen is platform, screen is system", and realize the extension of industrial chain and innovative business layout.

When BOE built an agile organization to adapt to the new development strategy of "Internet of Things on the screen", the enterprise not only realized the optimization and overall planning of internal strength, but also realized the important deepening of the technology brands of the Internet of Things, and built a differentiated high-dimensional competitiveness based on and surpassing the semiconductor display.

From leading in product technology and market share to leading in organizational structure, management and operation, such BOE will soon break through the development barriers, realize the explosive growth of innovative business in the Internet of Things, and achieve the development goal of "innovative enterprise in the Internet of Things" more quickly. In terms of brand awareness and capital awareness, the value of BOE will be redefined.