The business today is crazy about Digital Transformation. Everybody is seeking how his business will look like in the future. The world is focusing even more on Information Technology. Internet of things, block chain, big data, cloud computing and all kind of digital services and devices are fancy.
This is the third and last article of my series dedicated to Haier, the Asian high-performer. In my second article, I showed the steps that Haier followed in the last 30 years to reach the top. I will conclude with what we can learn from their story – how to get a high-performer ourselves.
What were the strategic, organisation, culture decisions that brought them to this state?
Here under I will collect the background, principles and the ideas that have made them different.
In my last article, I introduced the successes of Haier. I will now focus on how they reached the top and the challenges they faced.
What was the vision for each stage?
I will write about the most relevant topics from the point of view of strategy and organisation development, in the different phases Haier went through in the last 30 years.
It seems like the lead in high-performing organisations and reinventing organisation concepts is coming from US. In this set of articles, I will help you to discover the top-long-distance-runner coming from China – Haier.
Who is this high-performer?
The old economy is trying to keep up with all the fancy topics of the new digital age. Everybody wants to be agile, lean, high performant, responsive, digitized and of course fully based on Process Management. As a consequence, the old economy claims to have arrived in the new age.
In fact, it is not true at all – mere lip service.
The understanding of the underlying principles in Process Management in the new economy is completely different.
As far as transformation triggers are kept silent in the organisation, we will be facing an old-model hierarchical structure. If we want to become more agile, to go digital, organisations need all the elephant-visualisers and low-voltage-light reactors to speak up.
But who are they?
Welcome, we are online
After several years dedicated to work internationally in organisation development, we have started a new venture towards creating a new company.
We found ourselves reinforced by some research in future organisation models beyond hierarchy.
Surprisingly there are more people thinking there is something wrong in the current organisations and there are strong movements in this area!
There is a book from Pia Struck that seems like to confirm as well our principles of Empowerment. Sadly, it is only available in German.
Reduction of Management Overhead supports Empowerment
Most all she finds hierarchies are obsolete in an organisation of the next level. Empowerment of the employees will compensate the absence of management.
I try to incorporate an abstract here soon
If anyone read it already, please leave a feedback
In fact, the concept to achieve a quantum leap in performance is nothing new. It was invented in the 1950s and showed its business results in all key success dimensions, including customer, employee, shareholder and operational value-added dimensions. That is why I call it the mother of principles for organisation development. However, without understanding the underlying dynamics and without adequate time and resources to develop it failed. Finally, it fell out of general favour and ended up in promotional context.