Interview with CHO Meng Xiangsheng of Suning: The transformation of a giant enterprise with 6.5438+800,000 employees

Interview with CHO Meng Xiangsheng of Suning: The transformation of a giant enterprise with 6.5438+800,000 employees

In the Internet age, the organizational structure of Suning has undergone profound changes: Is the headquarters like A? Flagship? Each independent business unit below is like a warship, and each unit must learn to fight independently.

Don't talk about the market and revenue scale, let me tell you with a data first? Large private enterprises? What concept? As the representative of private giant Suning, the number of employees in China has reached 180000.

? It's hard for this ship to turn around? This old saying has been fulfilled in the transformation of many large enterprises. What does Suning call 2009? Transition start year? According to this year's calculation, it took Suning six years to start the transformation and see the results.

The transformation of Suning, at the level visible to consumers, first lies in the upgrading of stores. Taking the business center in Beijing's East Fourth Ring Road as an example, more and more residents and office workers began to flock to the experience space in Suning.cn, instead of buying 3C products for eating, exercising or even watching movies, or even patronizing new game consoles and the latest VR equipment. Suning.cn has become a comprehensive leisure shopping center that can replace Huatang and Joy City.

At the same time, in recent years, Suning has bought houses in the central areas of first-tier cities such as Beijing and Shanghai, and established the second and third headquarters. The upgraded offline store brand "Suning.cn" has also been greatly upgraded in the whole strategic system of Suning. In 20 12, Suning.cn (i.e. Suning's e-commerce and O2O business) was only a department under Suning's entire group; After 20 13, the department was removed and the whole Suning retail sector returned to Suning.cn.

The most direct impact of strategic adjustment is that the organizational structure must also be flexible. What are the two important fulcrums of enterprise operation? People? And then what? Money? How much role did the human factor play in the transformation of Suning? As the support of strategic transformation, how does Suning's organizational management change and human resources change support this transformation? We chatted with CHO Meng Xiangsheng of Suning Group.

What is the system of supporting chain operation? Internet retail? Times are out of order.

? 20 15 is the fastest growing year since the transformation of Suning. From 2009 to 20 15, we made several rounds of internal organizational restructuring. ? Suning CHO Meng Xiangsheng told Titanium Media. The transformation of large enterprises is a problem of organizational construction. Simple and complicated? Things.

In the era of chain operation, Suning survived in the competition by matching the organizational structure of its chain system. Under the management mode of unified stores and top-down marketing scheme, in order to improve management efficiency, we must follow the idea of refinement and standardization, in Meng Xiangsheng's words. (organizational structure) is set by the system, rigid, and then copied and cloned to ensure that all parts of the country do not go out of shape. Suning's past internal organization can be said to be very hard. ? "Simplification, standardization, institutionalization and informatization" is the goal of system construction put forward by Suning, which is the inevitability of chain mode.

Since 2009, Suning executives have frequently mentioned it in public? Internet retail? The change of mode. From where? Chain operation? Arrive? Internet retail? The internal talent structure of Suning has experienced a process of system reengineering. Meng Xiangsheng used a set of data to explain to the reporters of titanium media how to break the chain era internally: during the three years from 20 12 to 20 14, Suning recruited more than 1600 middle and high-level talents from the society, which was more than the sum of the middle and high-level talents introduced by Suning in the previous ten years, accounting for ` 40% of the total number of middle and high-level talents in Suning headquarters.

Meng Xiangsheng has an image metaphor:

In the past, the headquarters made decisions, and subordinate branches or departments drove business operations through strong execution. This process-driven organization and management is like a car? A high-speed train? The front of the car drives the car body to accelerate; In the Internet era, with the deepening of transformation, Suning's business segments are no longer? A series of high-speed trains? , but more like a? Joint fleet? The headquarters is a flagship, and each independent business department below is like a warship. Every unit must learn to fight independently.

Can you also say the organizational structure of Suning? Particle size? Smaller and smaller At present, according to categories, institutions and regions, Suning has formed a large team of 100 people, a small team of 4,000 people and six major professional support systems. ? Fighting in small teams? 、? Department company? The new organizational operation mode began to play a role; The management concept has also changed into a goal-oriented personal achievement drive.

Dig into the traditional financial field

Just last week, Baidu made a high-profile announcement to hire Zhang Xuyang, former general manager of the asset management department of China Everbright Bank, to take charge of its financial business. This is just another latest case of a large number of talents leaving the traditional financial field. In recent years, Internet companies have attracted a large number of talents in the traditional financial field. It is not so much that Suning has benefited from this trend as that the strategic expansion of companies such as Suning, Alibaba and Baidu in the financial field has become the maker of this trend.

20 10 sheet defines Suning's three major business layouts: retail (domestic &; International business department), logistics and internet finance.

Take the financial business, Meng Xiangsheng said. We have achieved the scale of 654.38+000 billion, and it is expected to reach 300-400 billion this year? . In the layout of the financial sector, the primary challenge is the talent pool.

At present, Vice President of Suning Yunshang has served as Vice President of Huaxia Bank, and a large number of new talents in Suning Financial Division come from the banking system. Most of them worked in the original banking system to the level of department vice presidents or even branch presidents. ? Meng told titanium media. Since the establishment of 20 13, Suning Finance has absorbed many professionals, and it is necessary to operate enterprises exclusively. Of course, the talents we attract are also facing the transformation of their personal careers. ?

Whether setting up the second and third headquarters in Beijing and Shanghai or building a new IT R&D center in Shanghai, the rapid strategic adjustment forced Meng Xiangsheng's team to recruit talents in core cities outside Nanjing.

In addition to financial positions, another popular position in Suning's transition period is IT positions. IT is understood that Suning invests a lot in IT every year, with a human budget of several hundred million only in 20 17. Meng Xiangsheng said,? The introduction of new people alone accounts for a large part of the budget every year. At present, there are about 4,000 people in Suning's headquarters, some technical teams in China, and new R&D centers are being built in Beijing and Shanghai. These add up to 5000 people. ? According to the proportion of labor cost, the total number of IT staff in Suning accounts for less than one tenth of all employees, but the salary scale of IT staff can almost account for 15-20%.

What is the technical department in Meng Xiangsheng's plan? Must be to add people? Yes, but some systems are reducing people, such as the large-scale transformation and adjustment of offline stores, the reduction of grassroots sales staff, and the planning that some people will flow to Suning? Community store? .

In addition, Suning has made great efforts to adjust the ratio of business positions to management positions. With the optimization of our internal system processes, the number of management positions will also decrease? Meng Xiangsheng said that one of his important tasks at present is? Will a large number of people equipped with functional systems enter the business system? , functions and support departments to achieve the main business lines? Backstage * * *? . This proportion adjustment is ultimately to abandon Suning's matrix organization with too many levels and low efficiency in the past, and finally gradually tends to be flat and small teams.

But for any enterprise, the personnel organization reduces the burden? This is a thorny issue. In addition to salary incentives, Suning Group is also actively promoting the employee stock ownership plan. Meng Xiangsheng revealed that the second employee stock ownership plan has been completed, benefiting 3,000 employees.

If the success of entrepreneurship can be replicated, then the successful transformation of traditional enterprises will be difficult to replicate. As my colleague Liu Xiangming said in the article, this is indeed a small probability event.

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