The author of this article | Li Wen Miao Qing
The foundation of career development is talent, the cultivation of enterprise talents generally lags behind the needs of the development of the Internet era, and the traditional model and method can no longer meet the desire of enterprises for innovative talents, especially the lack of internal entrepreneurial entrepreneurs. The idea of mixed order is applied to the actual combat of enterprises, which is first reflected in creating a project-based platform within the organization, working in a small team way, and cultivating a group of leaders who dare to take risks, understand management and experience while completing innovative tasks and challenging goals. This article will comprehensively and systematically introduce a new way to quickly cultivate talent: "duck webbing mode". This model is simply to initiate and set up various projects within the enterprise, so that employees can assume functional work at the same time, serve as project managers or participate in project work, and complete the goals set by the project through horizontal teams, so as to change attitudes, improve capabilities, and achieve the purpose of rapidly cultivating talents.
"Rookie" can be a legend
LM Group is a well-known set of R & D, manufacturing, sales as one of the electronics industry group, by the IT (information technology) solutions, wireless network, semiconductor and LCD (liquid crystal display) division including a total of six major divisions, products involving office appliances, mobile phones, semiconductors and software and other fields, product sales to the domestic and international market, in the world has more than 60 holding subsidiaries and offices, with 45 000 employees, of which 3 000 people are master's degree or above, In 2013, the sales revenue reached 56 billion yuan. In recent years, the group has developed rapidly, product upgrading is fast, and the market performance is excellent, but the industry competition is fierce, technological breakthrough innovation, and the development of Internet technology have a great impact on the enterprise. LM Group has implemented comprehensive project management since 2008, and has established a multi-project management system within the group, so that the resources within the group can be fully opened and shared. Through horizontal project implementation, break the boundaries of departments and business units, quickly form resource aggregation, complete the major tasks and innovation goals entrusted by the company's strategy, in order to obtain more agile product development advantages and more innovative technologies, and maintain a leading position in the market competition.
In 2009, the 23-year-old graduated from the university with a bachelor's degree in electronic engineering and joined the quality department of the electronic device manufacturing company under the LM Group as an online quality engineer as one of the 800 college students recruited on the company's campus. Soon after entering the company, Xiao Mo, like 799 other fresh graduates, participated in training, understood business processes, was assigned to front-line positions to engage in the most basic work, and lived the life of a production line employee. Sometimes the shift work is very hard, and Xiao Mo, who has been busy for a night shift in a row, often goes into his dormitory without saying more than one word to his colleagues. As an introverted and shy newcomer, Xiao Mo is often ignored in the department, the only thing that the supervisor remembers is that he loves to drill the horns, several times in the work his reaction is "slow half a beat", but also often because of the insistence on repeatedly checking, confirming the product inspection report of the middle product and appear stubborn and rigid, so that the people in the team are a little afraid to partner with him.
Once he needed to submit the weekly report before the end of the work on Friday, everyone else handed it over, only he did not hand it in, because he found that some of the test data in the table was inaccurate, and some of them did not go through the second inspection and could not be cross-confirmed in the information system. Generally speaking, this situation can be handed in first, and then check whether it is a problem in the production process or an information system problem, but he does not agree, and he has to find out where the problem is first, so that the time for submitting the report is delayed, which affects the report of the quality department at the manager's work meeting on Monday, and Xiao Mo's supervisor Li Gang was also criticized by the manager, and Li Gang was very angry about it. As the quality supervisor of the second line of the company's S product production, Li Gang is responsible for the product quality of the entire production line, often receives complaints from the technical and production departments, and hits the quality department with the board of process problems. Therefore, his philosophy of life is to let everything go according to the order, and not to cross the thunder pool half a step. Li Gang has to be responsible for the training of newly hired college students every year, the most headache is that these new children do not know the sky is thick, see what is a problem, always have to ask why, and their requirements for them are actually very simple, can master the existing standard process skillfully, do not find things for themselves through various curiosities. For Xiao Mo's situation, he had seen a lot, and he had to let such a hairy boy know the rules of working here! So he found Xiao Mo, reprimanded him very severely, and warned Xiao Mo to quickly turn in the report, but he did not expect Xiao Mo to disagree. Li Gang decided to strike at Xiao Mo and let him know the price of making a splash.
Li Gang took advantage of the morning meeting, in front of all his colleagues, and said loudly in a tone of voice that had raised an octave: "Do you know, you are a rookie now, what do you know?! You're not qualified enough. You honestly follow the process and the Standard Operation Procedure (SOP) to do what you should do, don't be whimsical and add to my chaos! You give me a good memory, don't want to be Ma Yun and Ma Huateng all day long, just do the things in your hands honestly, legends need talent, do you have it?!" Mo Fei suppressed the tears in his eyes and secretly resolved: I must make outstanding achievements and impress them. Because of Li Gang's criticism of him this time, since then his nickname of "rookie" has spread, and everyone knows that it means "rookie".
A year later, Xiao Mo found a defect in the process of production of a newly listed and very popular F product of the company, which led to a high defective product rate compared with the defective rate of other mature products of the company, but because of the strong market demand, full orders, large output, and saturated production capacity, this defect was inconspicuous for the company's mass production. But Xiao Mo felt that this should not be done, especially after the company participated in Six Sigma and lean production training, he was more concerned about the quality and cost of the product. Because he was not very familiar with the whole process of production and operation of the industry and the enterprise, and he felt that the matter was important, he immediately reflected the situation to Li Gang. But Li Gang was very dismissive of Xiao Mo's report, and he said to Xiao Mo: "Don't make a fuss, this is not a big problem, this defective rate is reasonable and controllable, and the industry is generally in this situation, which is acceptable." Listening to Li Gang's words, Xiao Mo felt very incomprehensible, thinking that he could find problems at work and should be praised by his superiors, but he did not expect to touch a nose of ash.
Although Li Gangna hit a wall, in the next few days, the problem of process defects has been haunting Xiao Mo's mind, and he thought of Li Gang's ridicule of him when he first entered the company, which made Xiao Mo's stubborn little universe explode, and he preferred to figure out a reason for this problem. So he found Li Gang again and said, "Please report the problem to him, and if you don't agree, I'll call Manager Yu directly." Li Gang thought to himself: This boy is going to turn around! If this is let the manager know, he will definitely scold this guy who does not know the height of the sky. Therefore, Li Gang said: "I don't want to help you pass on the word, let's go to Manager Yu together." ”
Manager Yu is highly regarded by the general manager in the company. After graduating from a prestigious university, he obtained a master's degree from the Ivy League University in the United States, entered the company for 8 years, and took the lead in introducing Six Sigma into the company in the industry, is a well-known quality expert in the industry, and is also a leader that Xiao Mo has great respect in his heart. After listening to Xiao Mo's report, he said: "This industry is in this situation, and the excellent product rate of our F product intermediate products is leading in the industry, just now I sent away a group of executives and experts who came to learn from the experience, our company is already the benchmark of the industry." ”
Xiao Mo did not expect to get support from his idol, but he was still not willing. He did not understand why such an obvious problem had not attracted enough attention, and why everyone was accustomed to it and did not solve it. Although Xiao Mo is not good at words, but very good at data analysis, so he spent 3 nights, working every day until 3 a.m., to sort out and count the data in production, and established a simple analysis model, through calculation, he believes that if the process and equipment are improved, this problem can be solved. On this basis, he calculated an account, not to know, a calculation of a shock, a lot of accumulation, this defect caused the company a loss of at least $1.5 million a year. Xiao Mo was excited by the results of his own research, and came to the door of the manager's office early the next morning to wait, and the first time the manager appeared, he stuffed him with more than 20 pages of reports that he had made by staying up late, saying: "This process defect costs the company $1.5 million a year, and we only need $500,000 to improve the process and equipment to solve it." Manager Yu did not expect xiao Mo to actually figure out the debut on this issue, he picked up the report and looked at it carefully.
After two days of hesitation, Manager Yu decided to report to the General Manager. After listening to the report of the manager, the general manager immediately convened several relevant vice presidents and department managers to meet and discuss, and after studying Xiao Mo's report, everyone agreed that the problem that was not a problem now seems to be a problem and must be solved as soon as possible. The general manager instructed President Wang, who was in charge of the production process, to coordinate, and the quality department, the production department, the technology department, and the equipment department jointly came up with a solution, and the manager was responsible for submitting a research and solution report on the quality defect of the process within one week.
On the way back from the general manager's office, Yu Manager couldn't help but think to himself when he recalled this matter, "I didn't expect such a small process defect to cause such a big cost loss, but let a newcomer who was called 'rookie' by the supervisor find out, I have been a quality expert in the industry for many years after actually began to think conservatively, it seems that I want to change my view of Xiao Mo." So he dialed Xiao Mo's mobile phone: "Xiao Mo, I have reported the problem you raised to the general manager, and I have received his affirmation and support, it seems that you are right." You found the importance and urgency of this problem, brought it up, very good, and now we are going to solve it. You are the problem finder, and I'll give you 3 days to refine your last report to see if the plan you propose is feasible. ”
After Xiao Mo received the call from manager Yu, he was very excited and felt useful for the first time, so he immediately began to act. After research, it was found that there is no data to show that enterprises in the same industry can solve this problem, on the contrary, the industry does have a common problem, but due to differences in scale and production capacity, the quality loss caused by it is different. Moreover, the production process data of the electronic device industry is relatively confidential, and specific data cannot be obtained.
After Xiao Mo made further analysis and thinking about how to solve this problem, he proposed a plan to report to the manager, who was very supportive and suggested submitting a proposal. He said: "This is a systemic problem, which cannot be solved by our department, we do not have such a comprehensive technical capability, it requires multi-professional, multi-department collaboration, and needs to be solved through the project team." You write a proposal and apply to the company for a project. Xiao Mo submitted this proposal, with the support of the manager and Wang Zong, after the project office applied for the project, the project office organized expert review, that Xiao Mo's project is innovative, can significantly reduce costs, if successful can also be copied to other products, can create considerable economic benefits for the company, so approved the project as the company's A-level project, appointed Xiao Mo as the project manager, authorized to form a team, submit the project budget and schedule plan. With the help of Wang Zonghe and the project office, Xiao Mo invited the company's technical, equipment, software, quality, production, R&D professionals to form a project team of 7 people, with a budget of 3 million yuan and a project duration of 1 year. The project office believes that he has only been in the company for 1 year, and his experience, connections and positions in the company are not enough to promote this project, so he recommended Zhang Gong, a senior engineer in the technical department, as a project consultant, and suggested that Wang Zong, who is in charge of production technology, is responsible for mentoring, technically guided by Zhang Gong, and given resource guarantees by Wang zong in administrative power, and the project office is responsible for training Xiao Mo in project management, and giving guidance on project management tools, methods and team management.
The general manager said to the vice president in charge and the quality department Yu manager, the production department manager Ma and the technical department manager Zhang Zhang at the project establishment meeting: "We all have to break the inertial thinking, don't see everything as it should be, behind all the problems may be our innovation opportunities, this project, if we put forward two years earlier, can reduce the cost of F products by 1%!" In this way, we can reduce the cost by 10 million yuan per year. And you've been turning a blind eye to this, but have your new colleagues remind us all. The question behind this matter is worth thinking about for a few of you. At the same time, he encouraged Xiao Mo: "You are by far the company's youngest and most junior project manager. They say you are a 'rookie', I think it is very good, you want to be a fighter in the 'rookie', we just need your 'rookie' spirit of the newborn calf who is not afraid of the tiger, break the inherent thinking and process of the box, and turn this innovative project into a result that really creates value for the company. ”
Xiao Mo gave the project team a name called "Rookie Legend" and began to run the project. He called the first project meeting to brainstorm, and everyone was very excited, because this is an old problem in the industry, and if the project team of 7 people and consultants work together to solve this problem, it is indeed a big event in the industry, very challenging. They used their brains to design multiple schemes, and then used the method of elimination to try out every possible process. After 5 failures, Xiao Mo was a little discouraged and locked himself in the laboratory in a daze. The mentor Wang Zong, keenly aware of his emotions, took the initiative to approach him, saying: "It is normal for such exploratory projects to encounter difficulties, and Edison experimented with the light bulb more than 6,000 times when he invented it. Aren't there several other options you haven't tried? The company supports you, and if the budget is not enough, you can add, because it is normal to encounter unexpected situations in the course of the project. And you have only been in the company for 1 year, you have little experience, you have to give full play to the role of other project members, they are experienced, you should find more ways to mobilize their enthusiasm. ”
Mr. Wang's words caused Xiao Mo to reflect, for so long, he has been busy doing experiments, as if he paid little attention to the other members of the project and the project management aspects. After going back, Xiao Mo changed his practice of immersing himself in experiments, and he realized that because he was not good at communication and motivation, he did not really play the role of the team, especially the experience and ability of Zhao Gong, the head of the technical department in the project team, were not stimulated. Zhao Gong is very powerful, he has won the company's "first prize for technological innovation projects", and has studied this defect in depth, and has a certain accumulation of knowledge and experience. After thinking about this, Xiao Mo was very excited and immediately took action, he found Zhao Gong and said sincerely to Zhao Gong: "Our project is going to be successful, it is impossible without you." Although I am a project manager, you are my teacher. Zhao Gong was very pleased with Xiao Mo's sincerity, and he said to Xiao Mo: "I don't think it is a failure of our previous 5 failures, because we proved that those 5 roads do not work, as long as we continue to work hard, I am confident that we can find a working route." ”
Xiao Mo led the "Rookie Legend" team to continue the experiment with relevant departments. By the 9th time, there was finally a process method that worked, and they repeatedly verified it in this direction, and at the time of the 12th experiment, they were completely successful, following the new process route, without increasing the cost, the qualified product rate of the product was increased from 99.2% to 99.8%. Every member of the team was so excited and excited that they all went to the nearby barbecue restaurant at 3 a.m. to celebrate, and everyone was drunk. At this time, a full year has passed since the day the project was launched.
Xiao Mo's project was immediately used for process improvement in large-scale production after the expert review and acceptance of the project office, and at the same time carried out equipment supporting upgrades and process optimization. After three months of mass production in accordance with the new improved process, the product reached the set target of 99.85% pass rate. It is estimated that based on the production batch in 2012, the company can save 1.8 million US dollars per year, and Mr. Wang suggested applying for a patent and naming it after their group. Xiao Mo's project was awarded the "Annual Excellent Project Award" of the group at the end of the year, the company declared the second prize of the local municipal scientific and technological progress, Xiao Mo was rated as the "Annual Top Ten Project Managers", and the company declared the title of "China's Top 100 Excellent Project Managers" to the China Project Management Association.
At the end of the year, Xiao Mo's composite performance appraisal result was A. At the year-end commendation meeting, the company rewarded Xiao Mo with a car worth 100,000 yuan, and called on all employees to learn from the "Rookie Legend" team, hoping that more team legends would appear in the company. The Project Office recommended Xiao Mo to participate in the B-level certification of the International Project Management Association (IPMA) and passed it. In 2013, Xiao Mo was assigned by LM Group to study and intern abroad for 1 year at R Company. At Company R, Xiao Mo was guided by Mr. Harris, a well-known technical authority, participated in a world-class technological innovation project, which was successful, Xiao Mo's technical level and learning ability were rapidly improved, and he also published an article in an influential journal in the industry.
After returning to China, the human resources center planned Xiao Mo's career in the talent inventory, included him in the composite talent training plan of innovation and leadership, and was promoted to deputy general manager of the technology center of the semiconductor division of LM Group half a year later, leading 6 major projects of the group's technology center, including 3 A-level new product development projects and 3 B-level process innovation projects, becoming the successor of the general manager of the technology center of the business department and entering the list of high-potential talents. This year, at the age of 28, he became the fastest improving colleague who entered the company at the same time, and his experience was made up into a story, and every year when a new fresh graduate entered the company, he had to tell it again to motivate all new people.
The process of new product project development has become the synchronous development process of Xiaomo's own innovation ability and management ability. The complementarity of the individual skills and experiences of these high-level project members, as well as the synergy of the project itself, promotes the knowledge transfer and absorption among the participants, and promotes the reflection of the team and the multi-dimensional information communication and collision; Xiao Mo has obtained a large number of opportunities to work with technical experts and industry experts in the technological innovation project, and through the self-development method of "learning by doing" and "using middle school", he has rapidly improved his professional ability and breakthrough thinking required for competent innovative tasks; through the management of large complex teams, Coordinate various stakeholders, meet customer needs, be able to go beyond local functions, look at problems from the overall situation of the company, and exercise their ability to take on senior management positions.
In order to cope with the challenges of technology and product innovation in the Internet era, and in order to retain creative talents, LM Group has launched an internal innovation mechanism, called the "Venture Partner Program", to create a free imagination, self-management and self-driven ecological atmosphere for employees, while strictly reviewing the process of the project, data analysis, and ensuring the resource allocation and survival of the fittest of the project. After the employees' creativity was reviewed and approved by the project committee, a subsidiary was established in their parent company, with the project manager as the general manager of the subsidiary, and the key employees invested in the shares to enjoy the dividends after the success of the project. Xiao Mo seized this opportunity, submitted the new product ideas that he has been doing experiments recently but have certain risks, formed a team, after passing the review of the project committee, the individual investment into 20%, the backbone team of 12 people jointly invested and held 20% of the shares, the company contributed 60%, set up a subsidiary and served as the general manager, full of enthusiasm into the new cause. He said: "The company's internal entrepreneurial mechanism has stimulated the innovation passion of me and many small partners, we are not for dividends, but to realize their dreams in this open ecological environment and create greater value." ”
Xiao Mo, an enterprising "rookie in the workplace", has achieved fruitful results through the success of many major projects, and then devoted himself to the new business of internal entrepreneurship, started a new milestone, and achieved the rookie legend.
Business operations are like ducks paddling on the surface of a lake, income, profit and scale are the visible parts of the water, and whether the duck's body is stable and the speed of swimming depends entirely on the invisible webbing under the water. Duck webbing is the driving force of enterprise operation, is the ability of enterprises to grow steadily. The famous management guru Gary Hamel once said: "What is the business that runs?" It is neither a portfolio of products nor a portfolio of services, but a combination of organizational capabilities. This organizational ability essentially determines the differences between enterprises and enterprises, and fundamentally determines the strength and weakness of enterprises and enterprises. ”
With the advent of the mobile Internet era, where does strong organizational capabilities come from, the organizational capabilities in the era of certainty have not adapted, flexible, efficient, open, self-organizing teams formed by the mixed order organizational form, in order to provide uncertainty against uncertainty of the organizational ability. Pyramid organization to obtain the advantages of future competition, it is necessary to continue to transform and upgrade, change and reengineering, through the way of organizational mutation to adapt to the current business environment and technological upgrading, slow improvement, gradual evolution has not been able to keep up with the changes in the world, the need to overcome the organizational shortcomings caused by the professional division of labor and hierarchical structure through organizational change, make themselves more flat and resistant to vulnerability, with a more flexible small team work model to cope with the impact of the Internet and new technologies, Introducing the working mode of the project team into the enterprise, integrating with the hierarchical structure, and forming a project-based organization with a mixed order is a very successful practical result in the transformation and reengineering of the enterprise.
We call the flat, matrix organizational structure formed by the enterprise through project management as the project organization. The breakthrough capabilities provided by the project-based organization play two very important roles for enterprises, one is to enable enterprises to quickly and efficiently achieve business objectives and strategic tasks through the operation of a large number of projects, and the other is to cultivate compound talents and internal entrepreneurs for enterprises through project practice. We call the model of cultivating talents through project practice "duck webbing model".
The project-based organizational structure is a team organization that sets up horizontal connections between vertical functional departments, liberates employees from the islands of various departments, forms several new organizational organisms, and forms a structure similar to a network connection, this new organizational form is very similar to the webbing of the duck, which is the first meaning of the name duck webbing model; The second meaning is that this talent training model is composed of three pillars of functional work projectization, super HR function service package and growth accelerator, which is also very similar to the shape of duck webs; the third meaning is that the duck webs generate power underwater by overcoming resistance and push the ducks to swim forward, and this network structure of the project-based organization is also the source of internal organizational motivation, allowing employees in the organization to interact freely and cooperate, catalyzing the production of "human super-individuals", which awakens the employees' intrinsically driven willingness to grow. It has inspired the wisdom of the employee community to carry out breakthrough innovation. Small, self-organized teams allow employee creativity to emerge and provide air, soil, environment, and organizational ecology support for the development of talent.
The source of motivation brought by the project-based organization we are talking about here includes three aspects. First, the growth momentum of employees: traditional organizations are difficult to make talents stand out quickly, while project-based organizations provide a platform for talent development, and after the tempering of project-based organizations, talents are continuously imported into functional organizations; The second is team learning and innovation power: project-based organization is conducive to the formation of learning organizations, conducive to the summary and integration of knowledge, and conducive to driving the improvement of the quality of functional organizations and technological innovation; The third is the motivation for enterprise improvement and upgrading: the purpose of carrying out projects is to optimize processes, improve efficiency, eliminate unnecessary waste, etc., and when the project results are transformed into daily work, the efficiency of functional organization operations will be improved.
For the duck to move forward, it needs to overcome the resistance of the water by its webbing, paddling backwards to provide forward momentum to the body, just like the oar of a boat; The development of talents in the enterprise is very similar to this truth: the organization or enterprise continuously provides employees with challenging, difficult and resistant work, so that employees can achieve comprehensive growth by constantly overcoming these challenges and obstacles in work practice, and become the innovative talents and internal entrepreneurs that enterprises need.
The talents cultivated by the duck webbing model are the talents who can break through the resistance and grow upwards, and they are also the talents that enterprises need most to solve problems. They are self-driven, have a high achievement orientation, understand both technology and management, have both high IQ and high emotional intelligence, dare to face problems, comprehensively analyze problems, solve problems efficiently, and can lead cross-functional teams to turn an innovative concept into a realistic product. This kind of duck-webbed talent is exactly what modern enterprises need most, and it is also the most needed innovative talent in the Internet era.
The chickens used to be webbed, but they were too comfortable on land, and the webs slowly degenerated. Duck has always maintained this advantageous feature, land and water, but also because of webbing, the duck's activity space is much wider than the chicken, to know that 70% of the earth's surface is covered by water area, which is like two different nature of the key activities in the enterprise - functions and projects, functional work is equivalent to land, is a fixed, static, repetitive work; project work is equivalent to water, is changing, flowing, no repetitive. Most enterprises ignore these two different types of work, and adopt a single fixed management method, so that employees in the enterprise can only walk on land, can not swim freely in the rivers and seas, and are helpless when they encounter changing and one-time work tasks.
Enterprises through the project to set up resistance for employees, so that employees to overcome the resistance to complete the task to achieve their own breakthrough growth, this way of talent training needs to run a lot of projects in the enterprise, where do these projects come from? The source of these projects is a new management method that we will introduce in the next section, through which a large amount of work in the enterprise can be transformed into projects, so that a large number of projects will be managed at the same time in the traditional functional organization, and through the project, while achieving the strategic goals and annual key tasks of the enterprise, the employees of the enterprise can become breakthrough talents. The planning, establishment, evaluation, acceptance and reward of these projects form the project management of the enterprise. In this process, enterprises will also change from the traditional pyramid shape to a flat matrix type of project-based organization, which has dual reference value for enterprises to pursue organizational transformation and upgrading and talent development and training. To understand the duckweed talent training model, we must first understand the project-based organization, and to understand the project-based organization, we must start from the project-based management of the enterprise.
Internal fission project
In 1945, after observing General Motors (GM), management guru Peter Drucker completed the book Concept of the Corporation, which first proposed decentralization and power shifting. He believes that decentralization creates many small groups and makes employees feel that their contribution is important, thus proposing the concept of "responsible workers" that can provide space for young managers to develop and give them the opportunity to learn from their mistakes without threatening the future of the company. These small groups, he argues, are farms that cultivate employees.
Innovation guru Tom Peters proposed that to defeat the bureaucratic large organizational system, it is necessary to subdivide the organization and divide it into many "Spunku Units" (Dynamic Units) to allow employees to manage themselves and promote personal growth. He argues that every task can be translated into a concrete project, and that organizations must allow individuals to decide for themselves the role they play in specific projects, rather than requiring individuals to perform the work assigned to them by the company. Only with project orientation can enterprises maintain continuous innovation.
According to Warren G. Bennis, a master of organizational change, modern organizations are hybrids, bringing together multiple alliances, combinations, networks, matrices, modules, temporary systems, project teams, cross functional teams, and task forces. The top-down approach to leadership that prevailed in the past, and the practice of a heroic figure leading the organization, have lost their effectiveness. The new type of leader no longer relies on authority, but on influence, using persuasion and communication skills rather than power.
Strategy guru Gary Hamel pointed out that for companies to continue to innovate, they need to emulate the Cellular Revolution, that is, to divide the organization into many small groups, form a capital use, allow employees to bid for money from the company, and let employees work in areas where they feel excited.
The idea of project management is derived from the management concept of the above masters, and the earliest corporate practices appear in Renault in France, IBM (International Business Machines Corporation of the United States), Kyocera of Japan, Daihatsu Automobile Company of Japan, Sharp and Toshiba Company, and China Tasly Pharmaceutical Group Corporation. But at IBM, project management is seen as a tool, more for product development and innovation activities. Kyocera evolved the idea of teamwork and flattening into a group business model, the amoeba model, which is essentially an improvement of the bureaucratic system and does not form a theoretical system of real organizational change. Japan's Daihatsu Motor Company uses the project as a tool for innovation and talent development. They want to create a new product, often set up a small project team, we call this matrix organization japanese-style project management, which is characterized by the project team leader has the autonomy to use human rights, can choose any employee in the enterprise to join the small team, and have the right to evaluate the employee. The team does not exceed 30 people, each of whom is like a CEO, trained by mentors, and members grow in the team. After the team disbands, these people are assigned to various key positions in the enterprise to play a more important role, and then let them rotate in these positions. In this process, the sharing and exchange of experiences is promoted, the quality of knowledge of the organization is improved, and personal growth is accelerated. This is what Japanese management expert Yujiro Nonaka defines as a distributed apprenticeship system.
Sharp and Toshiba have also carried out practices in this regard and achieved many results. On the basis of the original business department, Sharp has added an emergency major project processing department dedicated to the study and solution of temporary important business, and has given this department a considerable number of privileges to increase the flexibility and timeliness of emergency handling. Project members may wear gold badges dedicated to the directors of the company. As a result, the project team received the nickname of the "Tight Project" team. The members of this team are mainly selected from the relevant departments within the company and conduct intensive training. The project team generally needs to complete the research and development, application and listing of key products or key technologies within 1 to 2 years. The product ideas developed by the project team can be put into mass production after being tested by the practice of each business unit. The project leader is selected and transferred from any department within the enterprise, and the project team members are relatively fixed, have the same status as the directors in the project promotion process, and can wear gold medals.
After summarizing the practices of Sharp and Toshiba, Yujiro Noaka believes that companies need to establish a rapid and relatively independent and efficient organizational mechanism, combining the existing hierarchical organization (with efficient scheduling as the main purpose) and the project organization (with knowledge creation as the main purpose), while giving full play to the organizational advantages of both sides. For example, in practice, centralized knowledge creation can be carried out around the work network of the project team, while promoting the transformation of creative results into real-world products in a hierarchical organization. Enterprises should play to the advantages of both organizational structures at the same time, so that they promote each other and promote each other.
Although the practice of project management is carried out simultaneously in enterprises in China, the United States and Japan, as a systematic management idea and a complete management theory has been formally proposed, accurately defined and comprehensively elaborated, completed by Chinese entrepreneurs, he is the first author of this book, Tasly Pharmaceutical Group former general manager Li Wen, after summarizing Tasly's successful project management practice in 2002 in China (the first) project management international seminar in the form of a paper, first proposed in the form of a paper, Two years later, the 18th International Project Management Association Global Project Management Conference held in Budapest was translated into English as "Projectification Management", from which the concept of enterprise project management and its theoretical methodology were officially born. This achievement was recognized and affirmed by the international project management community, and in 2006, it received the silver medal from the International Project Management Association, when the gold medal was won by the "Shenzhou VI" spacecraft project.
In order to cultivate a large number of internal innovators and internal entrepreneurs through projects in the enterprise, we must first split the company's strategic actions and cross-departmental collaborative tasks into projects through top-down and bottom-up two ways in the enterprise. Project management is to separate the one-time complex tasks in the enterprise with clear goals, budgets and schedule requirements from the original process-based work, organize cross-departmental teams, and scientifically manage according to the technology and methods of the project, so as to achieve the goals better and faster than the traditional way. Within the enterprise, the concept and method of project management is no longer to manage the project itself, but to an operational mode of enterprise organizational transformation and upgrading.
Project-based management ideas are not only being used in project-driven organizations, but are also beginning to emerge in many traditional hierarchical, non-project-driven organizations. Project management not only systematically manages the traditional projects in the enterprise, such as new construction, reconstruction, expansion, new product research and development, equipment introduction and technology upgrading, but also for the first time breaks through into the daily functional work, transforming the traditional functional and one-time work into projects for comprehensive management.
The core of project management is the "transformation", which is also the essential difference from traditional project management. "Transformation" contains three meanings: one is to transform and transform, that is, to transform the traditional process-based working mode into a project-based working mode; the second is to integrate into one, turning zero into a whole, that is, the scattered and isolated "tasks", "temporary work", "projects", "short-term cooperation", "one-time projects" and "major activities" in the enterprise, etc., are uniformly transformed into projects, integrated into a shared platform, and used systematic project management tools and processes for project establishment, planning, budgeting, process control, and result evaluation; third, incubation and change That is, to separate some of the original business or innovation undertakings of the enterprise, turn them into independent projects, and complete the business cultivation of internal innovation through the project, forming an incubator for entrepreneurship within the enterprise.
Under the leadership of the former general manager, Tasly Pharmaceutical Group has been practicing project management since 2000, establishing standards and systems for project management, and achieving rich experience and remarkable achievements in realizing the strategic deployment of enterprises, key technological breakthroughs and composite talent training. They transform the activities of the company's strategy, operation and management into projects, and divide the project into three levels according to the complexity and scope of management of the project, namely enterprise level (A), department level (B) and group level (C), and are divided into three categories of maintenance, improvement and innovation according to the nature and innovation of the project. Let's take a closer look.
For the projects planned by the company's development strategy from top to bottom, the company will rate them as A-level projects. For example, the core products of the US Food and Drug Administration Phase II and Phase III clinical projects, the national first-class biological new drug project, and the modern Chinese medicine key technology development project. Take the modern Chinese medicine punctual production and distribution project as an example, this project is the company's key project in 2002, but also the national informatization 863 project, the use of modern logistics management methods, the use of just in time (REFERRed to as JIT) mode to closely combine production and material supply, with the way of inverted process to achieve flexible production, accelerate the turnover of inventory funds, reduce sluggish materials. After the completion of the project, the timed, quantitative and fixed-point distribution was realized, and the materials required for production were sent to the designated location; at the same time, the delivery personnel were reduced by 10 people compared with the previous one, and the feeding response time was shortened by 50%. In 2003, a total of 12 A-level projects were completed, including the successful completion of the National 863 Program project and the national "Tenth Five-Year Plan" key project, with an additional production capacity of 500 million yuan and an economic value of 50 million yuan.
For in the new product development, industrialization, process technology innovation, one-time, with clear objectives, budget and schedule requirements, the original task as a functional management activity into a project, or hidden in the daily grass-roots operation activities of cross-departmental one-time work into a project, and according to the professional technology and method of project management, the project team under the leadership of the designated project manager to complete the expected goals within the determined resources, budget and schedule, rated as a B-level project. For example, a new product industrialization production project, through the way of the project to complete the new product from the pilot to the large-scale production, and finally put into the market of the whole process, the time is 6 months, is half of the time of the traditional way, the investment of resources reduced by 60%; The standard new product listing must go through the planning, procurement, production, quality assurance, quality inspection, technology, equipment, engineering, market and other departments of repeated meetings and consultations and complex submission and approval procedures one by one, which takes a total of 1 year to complete. In 2003, the company completed a total of 43 B-class projects, with a capital turnover rate increased by 20%, material consumption reduced by 15%, and cost savings of 12 million yuan.
For the company's C-level projects, the proposals to be implemented in the proposal are set up as projects through the application for the total Progressive Movement (TPM) award-winning proposal, and the proposer as the project manager submits the project approval plan and implements it after approval. Projects in this category usually take up less capital and human resources and have shorter cycles, but the innovation component is the largest and the largest number. In 2003, a total of 56 such projects were accepted, reducing the company's cost by 6 million yuan. For example, the core product chemical material filter improvement proposal, through the installation of a new filtration device, shortened the clearance time by 60%, reduced the filtration cost by 50%, reduced the loss of extract liquid by 4.5 kg per batch, and saved 360,000 yuan for the company every year.
Through the training of intermediate and senior managers, Tasly Pharmaceutical Group introduced the concept of project management, established a project committee led by the general manager, decomposed the company's strategy into projects, transformed various cross-departmental management activities in the enterprise into projects with specific goals, budgets, schedules and controls, and changed the original pyramid-shaped organizational structure from the center of resource allocation to the project task center. In the enterprise, both the operation of the original process-type functional work, but also the operation of the team-style project work, the functional manager is both the project leader and the business leader, responsible for the department business but also responsible for the project results, the formation of the dual role of employees, multi-layer authorization, stimulate the enthusiasm for innovation of employees, improve the initiative and enthusiasm of employees, significantly enhance the professionalism and innovation ability of employees, and cultivate a large number of innovative talents and internal entrepreneurs for the enterprise.
In addition to helping enterprises achieve the success of major projects and significantly improve operational efficiency, enterprise project management also has very outstanding results in talent development and training. Tasly's more than ten years of project-based management practice has trained hundreds of key talents at all levels for enterprises, who have become an important core management force, efficient organizational foundation and source of continuous innovation for the current and future development of enterprises. We have put these breakthrough development and training of talents through the project practice, through systematic research, sorting and summary, combined with the latest development of more industries and enterprises today, created a new set of talent development and training model, we call it "duck webbing talent training model".
Project real-combat re-engineering talents
The definition of the duckweed talent training model is: to project the functional work, so that employees can overcome the resistance, stimulate vitality, self-drive, and enhance their capabilities through the challenges of the project task; upgrade the traditional human resources to super HR, through compound performance management, optimize the functional service package and improve the environmental ecology of talent growth, create the regeneration ability of compound talents for enterprises, and build a platform for breakthrough growth of talents; the talent development is embedded in product development and technological innovation, through project practice, discovery, identification, selection, Develop and reuse high-potential talents to meet the talent needs of enterprises with rapid development.
Through the establishment of project management institutions and platforms in the enterprise, the one-time work that needs to be coordinated is selected from the company's key tasks and the key work of various functional departments every year, and is set up as a project, which is divided into three levels according to the company level, department level and group level; According to maintenance, improvement, innovation is divided into three categories (can also be divided into R & D, production, technology, management, supply and investment), designated and selected by the company, combined with the self-recommendation of employees, the appointment of employees as project managers, the project manager is responsible for formulating project objectives, schedule, budget, acceptance criteria and other plans, after obtaining approval, sign a project contract with the company, form a project team, manage the progress of the project, until the completion of the project through acceptance. In this process, combined with the human resources system and talent management mechanism, ordinary employees have the opportunity to cross the professional shackles and departmental barriers of functional work, and exercise their planning, coordination, communication, organization and leadership skills through horizontally connected project management. Then through more different levels, different types of projects, starting from the group level project, after gaining a certain amount of experience, then undertake departmental projects, and finally manage more complex company-level projects, so that ordinary employees can be trained into multi-professional, multi-skilled, management-aware compound talents.
For example, the employees of the production department can be responsible for quality projects, the employees of the quality department can be responsible for technical projects, and the employees of the technical department are responsible for research and development projects. Through a large number of different types of projects, the organization can identify high-potential talents, and through the evaluation of the project performance of high-potential talent management and the performance of its project results, select "general talents", which is what we call compound talents. Compound talents can take on the company's big tasks and play the role of leaders in emerging businesses, and the best of them are the senior talents of the company. That is to say, through the duckweed talent training model, the potential talent becomes a prominent talent, the prominent talent becomes a talent, and the talent becomes a handsome talent.
The first thing an intrapreneur should be a composite talent who has mastered technical and management skills and has strong leadership. So, what is compound talent? Talents must have horizontal and vertical knowledge reserves. Only the depth has no width, like a stick, can not stand; Only the width has no depth, and the stick is placed horizontally, and it cannot stand. Compound talents need to understand both technology and management, be able to lead functional departments and manage large projects. Senior compound talents can become the general manager of the company or the president of the business unit. The concept of compound talents is more popular internationally. The first to create this concept was General Electric. GE refers to compound talent as T-type talent. Their definition of this type of talent is that compared to Type I talents who are proficient in only one field, they also have knowledge in other related fields, have a rich imagination and creativity, can solve problems in new ways, dare to challenge, are willing to contribute, pay attention to team spirit, understand the needs of the company and customers, and are able to maximize departmental synergy. Samsung President Li Jianxi especially favors T-type talents, mainly for three reasons: First, T-type talents have three-dimensional thinking, can understand the overall situation, no matter what tasks are assigned, T-type talents can achieve better results than Type I talents; Second, a large number of new technologies and new industries require a large number of compound leaders like T-type talents; Third, in the 21st century, global enterprises stand on the same platform to compete, especially in need of strategic thinking to adapt to the international environment and participate in international competition.
Entrepreneurs may ask: What if the talents cultivated by using such methods are lost?
Talent training is not a one-time thing, but a continuous process; at the same time, talent training is not only to cultivate a group of talents, a type of talent or a management team of talents, if these people go, the enterprise should immediately have someone to top in the short term, then the ability to regenerate talents has become a sign of continuous training of talents. The project-based management mechanism is to enable enterprises to have the ability to cultivate the growth ability and regeneration ability of talents, even if the organization loses the core talents, it can dynamically and rapidly cultivate and develop new talents through an effective institutionalization process.
The duckweed talent training model is to develop talents through project practice. This kind of project-based organization liberates talents from their original positions, gives them the opportunity to participate in projects, and contacts work that requires emotional intelligence, coordination, leadership, organization and management capabilities, so that they can transform from professional and technical talents into comprehensive management talents. People with potential do not have to go to a certain level to do projects, talents of different professions can have the opportunity to participate in the actual battle of the project at different stages, so once someone leaves, it is not necessarily a bad thing for the enterprise, he frees up posts and opportunities for reserve talents, so that the enterprise can achieve talent regeneration and can continue to maintain vitality. From another point of view, even if the talents cultivated by the enterprise leave, but they can still create value in new positions after joining other enterprises or organizations, then this talent training model not only creates value for the enterprise, but also sends talents to the society, so that the enterprise will establish an excellent employer image that continues to attract excellent talents to join.
Duck web talent training model innovatively uses project management, for the first time put forward the concept of "super HR" talent service, extracted the "spiral growth principle of competency", through the project system in the enterprise breakthrough development to cultivate talents, through a large number of enterprise practices and real cases of verification, through theoretical induction and improvement, the formation of a theoretical system and operating methods to obtain talent regeneration ability. Talent regeneration ability is the dream of many enterprises, but how to obtain this ability through the construction of the mechanism platform, in the practice of enterprises is rarely seen, the real from theory to practice can be said to be past has not yet been seen. Through 12 years of practice, it has been proved that the project-based organization and its supporting super HR management mechanism have enabled enterprises to have the ability to regenerate talents.
Internal entrepreneur development model
Duck web talent training model is through the project organization of the whole process of attention and training of talent growth, employees in the organization in addition to functional work and professional and technical work to complete their job responsibilities, but also at different stages to participate in or responsible for all kinds of projects at all levels, so that in the enterprise to create value at the same time, through the project planning, responsibility distribution, organizational resources, personnel leadership, and process control, self-management and self-growth. Develop leadership by taking on project responsibilities and leading teams to complete tasks. Through the way the project works, employees have a stage for self-growth and development in the enterprise, and eventually develop into the company's innovative elite and intrapreneur entrepreneur.
The core of the duckweed talent development model is to let the right people manage and participate in the project, through a series of management methods provided by Super HR to identify, select, develop and reuse various types of talent. This pattern is more intuitively presented through the model, which is a mesh structure that looks like a duck webbed (as shown in Figure 1), consisting of three parts: functional work projectization, super HR function service package, and growth accelerator.
Figure 1 Duck webbed talent training model
Functional work projectization refers to the transformation of strategic tasks and one-time work into projects in the enterprise, and management is carried out in the form of projects. After the average employee enters the enterprise, it can basically be divided into three roles: functional personnel, technical personnel and project personnel, of which functional personnel develop their careers in what we usually call management channels. Functional personnel include human resources personnel, financial personnel, management personnel, marketing and sales personnel, purchasing and logistics personnel, quality personnel, etc. They are gradually promoted through functional work to department heads, department managers, and finally to company executives. Technicians develop their careers in the channel of technology, usually including designers, professional technicians, engineering and technical personnel, R & D technicians, information technology personnel, etc. Through the improvement of professional and technical capabilities, they have grown from ordinary technicians to senior technicians, senior technicians and even technical experts. Project personnel refer to the people who participate in or manage projects in the enterprise, they come from functional employees and technical employees, when they successfully manage or participate in multiple projects, gradually integrate functions and technologies to form a new career development channel, this channel is the professional channel of project management. Through participating in or managing C-level projects, B-level projects, and A-level projects, they have gradually experienced from ordinary project members to project leaders, project managers and project general managers.
The Super HR Functional Service Package (see Figure 2) refers to the upgrading and repositioning of the traditional functions of human resources in the organization, transforming the original functional management into strategic partners, suppliers of company talents, managers of human capital, and designers and innovators of the organization. The service content it needs to have includes strategic talent planning, multi-channel career planning, classification of compound talents, talent inventory matching, and talent retention and supply.
Figure 2 Schematic diagram of a functional service package
Growth accelerator refers to the special ways required in the talent development process, which are the most distinctive innovations in the cultivation of duck webbing talents, including compound performance management, matrix incentives, duck webbing learning, growth mentors and growth environment ecology.
These three parts seem to be independent, in the traditional organization seems to need three departments to manage a piece, but in fact, the main responsibilities of these three parts are in the human resources department, at this time the human resources department has been upgraded to strategic planning, talent development and organizational planning designers and practitioners, the change of human resources department responsibilities has played a role beyond the original function. Since its center is the projectization of functional work, it is necessary for the project management office to cooperate with the human resources department, but even so, the implementation of the duckweed talent training model is not only borne by the human resources and project office, its responsibility is borne by the management of the entire company, especially the company's senior management.
In the talent training framework of the duckweed model, from a vertical point of view, the senior management is responsible for the talent training planning of the entire company, and the management is responsible for the talent training plan of its own department according to the division of labor; from the horizontal point of view, the specific responsibility for talent training is the human resources department, and the second is the project office, referred to as the project office. The project office is a virtual functional organization set up by the company to promote the transformation of the company to the project, and the project office can be set up in the strategic planning department, the president's administrative department, or the human resources department according to the company's own situation. Among them, the human resources department plays a decisive role, they are no longer traditional gardeners, but the designers of the garden; They not only manage the interior of the garden, but also observe the environment, air quality and climate changes around the garden, and they are also responsible for observing the growth of various varieties in the garden at any time and providing specific solutions to some problematic flowers and plants. This determines that they are no longer just a functional department, but a strategic force for comprehensive talent training, and its core role is to put the right people in the right positions. Mainly by the company's human resources department and the company's management to complete the task of cultivating potential talents in the enterprise. It is a specific process and tool method for project-based talent training.
These three parts are each systematic, but they are organically linked to each other. This talent training model is suitable for enterprises at different stages of development, the sooner the project management is carried out to achieve the landing of the duck webbing model, the more conducive it is to the rapid cultivation of compound talents in the development of enterprises, so that a large number of people who can solve problems in the enterprise stand out.
Transferred from the public number: HR Elite