论文部分内容阅读
我讲一个真实的案例,海尔每天11:30~12:30要开一个会议,叫战略调频会。大概有40多人参加,支持部门如财务、人力要来,核心骨干要来,高管团队要来,还有20多名基层员工。海尔现在在做一件事,他们要致力于把这个历时30年打造的7万人的传统大公司,通过互联网精神解体成小行星的联合,可能还有核心的海尔,但更多的是无数卫星围着核心行星运转,而不是金字塔结构,公司架构变成碎片化了。这是为了推动海尔发起的内部创拓计划。
I tell a real case, Haier every day from 11:30 to 12:30 to open a meeting, called Strategic FM meeting. There are about 40 people involved, support departments such as finance, human resources come, the key to come, the executive team to come, there are more than 20 grassroots employees. Haier is now doing one thing, they are committed to the 70 years to build this traditional large company built 70,000, the spirit of the Internet into an asteroid union, there may be core Haier, but more numerous The satellite operates around the core planet, not the pyramid, and the corporate architecture becomes fragmented. This is to promote Haier’s internal start-up plan.