We met and chatted with friends last Saturday, and we talked about this topic.
I read a piece of data yesterday: Lenovo Group's annual revenue was 424 billion yuan, and its net profit was 12.9 billion yuan. So I thought of writing this article today.
Yesterday, I remembered several key points about the management of Lenovo Group:
Building a team - setting a strategy - leading a team
Review - criticism and self-criticism
Although Lenovo Group itself did not do it, these key points are indeed very accurate.
(1) Form a team
Teamwork is so important.
Liu Guanzhang is the team. Without the core team of Liu Guanzhang, everything else would be zero.
But it's not easy to put together Liu Guanzhang's team, it's fate.
First of all, we want to do things together. You can see that when Liu Guanzhang was acquainted with Wei Wei at that time, everyone had no resources and insufficient ability, but they just did it, and they did it together if they said it. And he never left. You can see how many setbacks and dark moments Liu Bei has experienced in his life. Guan Yu and Zhang Fei have always followed him.
Second, they are a back-to-back relationship of trust.
Third, they are complementary rather than overlapping.
(2) Determine the strategy
In 1998, Lenovo was split, part of which was given to Yang Yuanqing and part to Guo Wei. Liu Chuanzhi planned to invest in Lenovo to find new incremental markets and second curves for Lenovo.
But Yang Yuanqing didn't grasp the heat as soon as he came up, he is not as experienced as Liu Chuanzhi. At that time, the Internet bubble was in full swing, and IBM was in full swing under the leadership of Gerstner. So Yang Yuanqing spent a lot of money to invest in the FM365 website, and also bought Hampton Consulting to imitate IBM's acquisition of PricewaterhouseCoopers.
But the Internet bubble burst, and everything returned to the essence of business: selling things-making money and making profits.
Liu Chuanzhi returned and stabilized the basic market.
I read a piece of data yesterday: Lenovo Group's annual revenue was 424 billion yuan, and its net profit was 12.9 billion yuan.
I thought about it for a while, thanks to Liu Chuanzhi's strategic decision: to return to the traditional IT business, take over IBM, squeeze the business hard to achieve the largest scale and the lowest cost.
Therefore, Lenovo's revenue of more than 400 billion yuan and profit of more than 10 billion yuan is due to Lenovo's honest acquisition of IBM's ThinkPad laptop business and IBM's x86 server business, and then conscientiously expand it. .
That's strategy. A strategy, at least ten years of development.
Strategy does not lie in many, but lies in the critical intersection-the left or right choice of life and death.
(3) lead the team
Leading a team is too important.
Leading a team has three meanings:
On the first level, the team has to keep pace with the times and learn continuously. Everyone knows that the ceiling of a Chinese company is the ceiling of the boss first, and the ceiling of the core team second. If the boss does not improve in structure, awareness, cognition, and professionalism, then the entire company will not grow. If the core team does not continue to improve in awareness, cognition, and professionalism to keep pace with the times, then the entire company will not move forward.
The second layer of leading the team is that the team has a large number of talents. If you want talents to come forth in large numbers, you must have a bench army. If you want to have a bench army, you must establish a continuous system, so that the selection of potential successors, the learning of successors, and the experience of successors become a system that operates for a long time. In addition, there needs to be mechanisms for talent to stand out. Yang Guoan talked about the organizational triangle: whether to let it go, whether to think about it, whether or not. There are problems with the mechanism of many enterprises, which actually prevent talents from standing out, and talents have no chance to stand out.
The third level of leading the team is that the team must have a consensus: think in one place and work hard in one place. This needs to be clear in vision/company positioning/business scope/business model/strategic goals/strategic path, and the entire team and team must know and reach a consensus, and also organize division of labor/integration/regular alignment/assessment/incentive matching. Think in one place with your heart, and move your energy in one place. Just like what Uncle Li said in "A World Without Thieves": When the hearts of the people are scattered, it is difficult to lead the team. This is actually the key to leading a team.
(4) Review
In the review, I like the criticism and self-criticism of our party in Yan'an the most. Of course, it also took some detours in history, and went to another extreme: the rectification movement.
But criticism and self-criticism are good, as Ren Zhengfei of Huawei said: I think about Huawei’s failure every day and night, and I turn a blind eye to Huawei’s success.
A boss, a core team, and a team, if you hear good things every day, it will be difficult for the team to keep pace with the times. In addition, I still think of a sentence here, which is what Napoleon said in his self-reflection summary when he was defeated: The reason why I failed is because I haven’t had soup with the soldiers for a long time. To drink soup is to share joys and sorrows, and to drink soup is to hear the bottom-line or front-line truth.
The worst thing about replaying is meeting without discussion and discussion without resolution. After everyone reported the status quo and talked superficially, the meeting ended. No discussion, no decision, and no next key task deployment-planning time limit-responsible person-assessment and incentives, this is a mere formality. What's more serious is: not only do not use real data, one-sided good data, and false data, but also do not use data to make a case, but talk about it in general And one size fits all.
