MBA Management|"Resumption": The secret of Lenovo Daliu Liu Chuanzhi walking in the rivers and lakes!

[MBA China (Reuters) - "Replay" is one of Liu mouth high-frequency words.

As an important part of Lenovo culture, the essence of the methodology is based on the truth-seeking in the core values. To be realistic, we must emphasize "open mind, honesty, seeking truth from facts, self-reflection, and brainstorming."

At present, Lenovo's re-distribution method has formed a set of standardized processes, and Lenovo Group has also promoted the internationalization of Lenovo overseas teams.

In 2012, "Lenovo's Methodology" began as an independent course in the fourth phase of Lenovo Star, aiming to improve the learning ability of the top leaders in the starting point and help entrepreneurs to improve business operations more efficiently. Level, promote its formation of corporate culture such as methodology that suits itself.

Compound: the cultivation of the top leaders in technology start-ups

In Lenovo Star, some students asked questions, "The method of re-distribution is based on the deep culture of Lenovo. How does the startup lack a foundation?" This question is actually a misunderstanding of many students. As a method of personal or organizational growth, it is not a one-time process. It is consistent with the company's learning curve. It is necessary to consider the steps of importing, establishing, and promoting according to the actual situation of the enterprise.

The cultural foundation of a start-up company is good. Of course, it is conducive to the establishment and promotion of the method of re-establishment. It lacks a cultural foundation. It can also be used as a re-distribution, but the first thing is that the CEO himself is doing a good job, especially for start-ups. The values ​​and style of work will affect the team members and ultimately the company's employees.

The reorganization has formed a culture and habit within Lenovo. Take Liu Chuanzhi’s explanation of a re-launch of early entrepreneurship: in his small office, four or five people in a morning went to Liu Chuanzhi to say things, often It was the previous person who had not been able to finish the conversation and was interrupted by the people behind him. It seems that Liu Chuanzhi is very busy.

But he went back at night to think about the whole thing again. He thought that his work method was half the battle, and finally came to the conclusion that the things that everyone said had nothing to do with the money and living. The last thought of Liu Chuanzhi is that you can't let the following colleagues squat, and you must first understand what you want to do, and then prioritize things. The process of thinking is the process of re-opening, although there is no specific name at the time.

The earliest introduction of "recovery" in Lenovo was in the 1980s. At that time, more of the name was "summary", but the practice was similar to the re-distribution, emphasizing the purpose of the object, exiting the picture and watching the picture. Liu Chuanzhi officially proposed that the word "recovery" was established when Lenovo invested in 2001. In 2006, in the report on the mechanism of association mechanism, the methodology was explicitly used as part of Lenovo's core values. The resumption was an important methodological method of Lenovo. This process is not a one-time process, it is a process of spreading from top to bottom and layers.

For start-up technology companies, Qian Shaoren has less resources and should try to “think clearly”. The industry has changed a lot and the replacement is fast. In this case, it is necessary to continuously “school goals”, and “recovery” is an important one. Tools and methods.

Compound is a learning ability

With the continuous development of start-ups, the environment and capabilities required by entrepreneurs are constantly changing. How do top leaders adapt to this change? How can we ensure that companies always develop the right strategy and implement it step by step? This requires the CEO. Continuously learn and grow. One of the important criteria for Lenovo Star to judge a CEO of a startup is the ability of the top leader. This is also an important requirement for Lenovo to select leaders within.

There are several ways to improve your ability: from books or external learning, to training; to learn from experienced people or companies; and from practice. According to the "7-2-1" principle of improving ability, the above three ways play a role in improving human ability by 10%, 20% and 70% respectively. It can be seen that even if we share Lenovo's experience and management methods, it is still Lenovo's, and there is a certain distance from these startups, especially the technology-based startups, the more personalized the roof, the R&D, Sales, supply chain, procurement, etc. are all different. The best way is to tell the tools, let them summarize the experience in their own industry in the practice of their own business, and then improve their ability. This tool is a re-distribution.

The re-distribution is an important tool for Lenovo's growth and the ability of the CEO and the team to improve. Liu Chuanzhi said: "What is the learning ability? Constantly summing up, playing once, often 're-distributing', and figuring out the boundary conditions of how to fight After summing up again and again, the natural level is getting higher and higher, which is actually wisdom, which is beyond the scope of intelligence." In the early days of Lenovo, this "recovery" was more called "summary", and in 2006, Legend Holdings conducted The culture is sorted out, and the methodology is clearly regarded as an important part of the association culture, and the complex is one of the important methodologies in the association culture.

Since the fourth period, Lenovo Star has taken the re-discussion methodology as a separate course. The purpose is to give this tool to the top leaders of the startups. It is a habit to start using this tool consciously. Then, to influence the company's employees, and ultimately form a system and culture within the company.

Lead by example

Some people don't know much about the re-distribution. We first teach the re-distribution as a tool. I want the first-hands to use this tool first, instead of thinking about how to promote it in the company after they get a tool. The most important thing in the session is that the top leaders are aware of themselves and take the lead in re-establishing themselves, but this is the most easily overlooked by many people. The use of the recovery as a tool is only an initial stage, and the ultimate goal is to make the recovery a habit and a culture.

Some people are very excited after learning the re-distribution. When they return to the company, they convene a meeting to implement a re-opening. The wind and fire make the company go up and down, that is, they have no action. This is a big misunderstanding. Entrepreneurial companies really want to implement a resumption in the enterprise. If there is a good habit of summing up in the company before, and there is also an open and honest atmosphere, it is very easy and effective to promote the resumption of the premise. On the contrary, the leader does not have such a Habits and consciousness are hard to apply to the complex.

This in turn involves how the corporate culture falls, and the top leaders must lead by example. Lenovo has long had a cultural foundation from the top down, and Liu Chuanzhi repeatedly emphasized "leading by example" on various occasions. Speaking of an example of Liu’s resumption of his own business when he started his business in the early years, he said that he was very tempered at that time, often patted the table with people, and slowly discovered that his cadres treated their employees like this, and that they have the leadership style. . Later, Liu Chuanzhi rethought this matter. He felt that the company’s arrogant atmosphere was definitely not good for the job, and the key reason was that his usual actions affected the people around him. In the end, the crux of his problem was his own. The only way was to change his temper. Finally, Liu Chuanzhi really changed. We believe that the resumption of this incident and the formation of a harmonious working atmosphere like Lenovo today are definitely related.

This story inspires us to have two points. First, the behavior of the top leaders will affect the working atmosphere and working methods of the entire company. The leading role will be transmitted to every employee. Second, the first step is to start from the top. In fact, the culture of a company is also established in a little bit. It is practiced before it can be summed up. The establishment and formation of Lenovo's culture is largely the result of Liu's taking the lead, and then slowly form an atmosphere in the company, and finally form a culture.

For tech startups, it is very likely that they will be able to convene a group of people to fight with the boss at the beginning. And they are all full of passion. To put it bluntly, it is the boss’s personality and everyone’s trust in him. Character and style of work laid the cultural foundation for the initial stage of the business.

The same is true of the reorganization, which itself contains the cultural genes of “leading by example”. However, many students do not realize this problem. On the one hand, we are also rethinking and revising the course itself. Maybe we have not thoroughly explained the connotation of it. We have not broken the window paper. We are also on ourselves. On the other hand, it may also be related to the entrepreneur's mind, attitude and ability to learn. Sometimes it is because the top leaders do not do their own things and the whole project encounters setbacks. At this time, the top leaders cannot hide, and they must dare to criticize and reflect on themselves, so that employees can be expected to self-criticize and criticize each other. There will be such a resumption, open and honest.

It is not a matter of fighting, it has two purposes: to correct the direction, adjust the direction in time, strategically overcome specific problems, sum up methods in a timely manner, and continuously improve the management level of the enterprise; IQ, promote team building and culture. The recovery work of a startup enterprise must also be carried out first. Because it is not good, it may affect its survival. However, if it is to achieve sustainable development, it must consider adopting a recovery method to continuously cultivate talent growth.

with a clear purpose

The resumption can also be called reflection or summary, but from the connotation point of view, the summary and general summary are different. When doing business, there will always be a phenomenon of "the heart is not able to plant flowers and flowers, and there is no intention to insert the willows into the shadows." Generally speaking, when you summarize, you will first shoot the target and then draw the target. According to the results of "Liu Chengyin", I will recall the whole process, and then summarize the reason of "Liu". Will be "shadowed." The difference between the method of re-distribution is that we are going back to the original purpose of doing this, to study why we originally wanted to "plant flowers", but finally planted "Liu", which was the original purpose of planting flowers. However, it is said that when the flowers were originally planted, they were not carefully planted, or the environment in this place was not suitable for flower cultivation. Those factors would be considered when the next target was set. Through such a re-distribution, the final possible result is that it is hoped that the flower will bloom and the willow will be shaded.

That is to say, the summary of the complex type is to start from the initial goal of combing, to find out the root cause of the difference between the result and the goal. What is the reflection, experience and experience? It can be said that it is a target drive. Type of learning summary. Liu Chuanzhi also often said: "After one thing is done, it has been successful, or it has not been successful, especially if it has not been successful. How do we decide in advance, what problems are in the middle, why can't we do it, and sort out this process. After one more time, the next time you do it, the lessons learned will be absorbed."

We have visited a company in Wuhan. The company has accumulated project summaries. The summary of some projects is very similar to that of Lenovo. From the beginning, we will talk about why we should do this project at the beginning, what is its goal and purpose, everyone What has been done to help achieve the goal, what has been done badly, what has been harvested from it, and what adjustments will be made in the next step. The summary process of this enterprise is actually a recovery process, and its essence is consistent.

There are four steps in the process of re-distribution. In short, it is: first, reviewing the objectives, what was the original purpose; second, comparing the original objectives with the review process and evaluating the results; and third, analyzing the reasons for the bottom-up analysis; Fourth, sum up experience and reflection.

In these four steps, it is especially important for the CEOs of technology startups to review their goals and objectives. The rapid change of the industrial environment will inevitably require the company's goals to be constantly adjusted, the goal is wrong, and the martial arts training is no good. The first step is to let the entrepreneurs constantly think about whether their goals are correct, and then continue to do things correctly. If they are wrong, they will be corrected in time.

Cultural gene

Lenovo's corporate culture includes core values ​​and methodology. Core values ​​include corporate interests first, pragmatic and enterprising, and people-oriented; methodology has a strong purpose, stage theory, and restructuring. As an important methodology, the re-distribution is an important methodological method for Lenovo Group to promote to the world. The reason is that it is more operational, even if it is spoken to foreigners who do not understand Chinese culture.

For start-ups, the application of the recovery method is more pragmatic than the cultural construction in a broad sense. At this time, the enterprises are still suffering for survival. What they want is how to achieve the next stage of performance, how to win customers, etc. At this time, it emphasizes too many corporate interests, cultural construction, etc. . More practical is to take out one or two typical things to re-distribute, seriously sum up, why is it done, why is it not done well, how to improve next step, do not talk about other things, just say this thing, put this The matter is clear. After all, in the end, you will find that you will get a lot of things, and you will be able to do things a lot later. This is actually slowly building up a culture. The resumption can be used in every individual's work. Small projects can be re-opened, and ordinary administrative personnel can also reinstate. This is a very effective way for startups.

As a methodology, the complex is a particularly significant blend of Lenovo's cultural DNA.

The three methodologies that Lenovo pays particular attention to are the purposefulness, the goal and the resumption of the stage. The latter combines the content of the other two methodologies with great operability and practicality.

The complex itself has a strong cultural attribute. In order to achieve a good recovery result, the process needs to have five attitudes: open mind, frank expression, seeking truth from facts, reflecting on self, and brainstorming. These contents are actually precipitated and condensed. core value.

To truly do a good job, we must put the interests of the company first, without the leadership and subordinates, as long as the people involved in the project dare to analyze themselves, rather than conclusive, and quickly deny a person.

Take many couples' entrepreneurships as an example. Some entrepreneurs regard the company as their own. Private and family expenses are reported in the company. This will greatly dampen the enthusiasm of employees. They will think that it is for your husband and wife. Working to earn money, not for the enterprise, even in this case, even if the re-establishment, entrepreneurs will not lead by themselves, employees will not make a deep analysis of themselves, without a sense of identity with the company can not do a good job.

One more thing to note: the re-distribution is done against the wrong person, in order to improve the ability of people and organizations, rather than the means of accounting after the fall. Establishing this sense of security and trust is the foundation for doing a good job. Some things are not done for human reasons, but they must be said. The deeper the problem is, the better the individual's growth and the personal ability is constantly improving. This is people-oriented.

It is only a tool for start-ups to introduce a re-branding. For a long time, everyone has a habit of re-establishment, which will form a culture of the company.

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