??
“過去我們中國企業基本上是追趕型的，我們在改革開放初期學習的就是日本的全面質量管理，然后是所有歐美先進的管理模式。”海爾集團董事局主席、首席執行官張瑞敏說，“在互聯網時代，傳統的管理模式都不奏效了，現在必須去打造新的。所以這個其實是個機遇也是挑戰。”
今天，“互聯網思維”的概念和實踐風靡中國商界，實際上，早在2005年，張瑞敏就已經帶領海爾開始了變革，其內核，就是“互聯網思維”。
8月23日下午，張瑞敏在山東青島開講，詳解海爾在互聯網時代管理模式創新探索的緣起、做法和現狀。
沒有成功的企業，只有時代的企業
每個企業都是時代的產物。如果你不能跟上時代，你就會被時代淘汰。今天對我們來講，我們都處在互聯網時代，我們只能跟上互聯網時代。
互聯網帶來的就是零距離。零距離就是原來是以企業為中心，現在是以用戶為中心，以用戶為中心，那你現在必須去滿足用戶的需求，用戶是什么需求？個性化需求，就是要定制。
商業模式創新中的探索試錯
海爾探索的內容，有三點。第一個是戰略，第二是組織，第三是薪酬。
一是戰略。戰略是什么？成為第一不是戰略，你能夠找出成為第一的路徑，這才是戰略。今天怎么找出符合互聯網時代要求的路徑？這才是戰略，你的戰略必須要變，變成符合互聯網時代。
我們現在把以企業為中心找客戶變成以用戶為中心。
二是組織。一個組織是一個社會組織，它內部有很多的小組織，每個人就是一個組織，每個人都有自己的思想，每個人都有自己的目的，你怎么樣把每個人都發揮出來，把每個人變成創業者。
三是薪酬。薪酬其實是企業的一個驅動機制。按照國外說法，薪酬不應該是領工資，而應該是收費。領工資是企業給你的，對你勞動工作的報酬；收費是收用戶的價值成果對你的體現，也就是說不是應該是企業付費，應該是用戶付費，依據就是你給沒給用戶創造價值。（中國進出口網）
"In the past Chinese enterprises were basically catching up others, what we learn at the beginning of reform and open was total quality management in Japan, and then all foreign advanced management mode." Zhang Ruimin, the Chairman and CEO of the Board of Haier Group said, "In the Internet era, the traditional management model does not work, now we have to go to create a new one. In fact, this is an opportunity and a challenge. "
Today, the "Internet thinking" concept and practice is popular in Chinese business community, in fact, as early as in 2005, Zhang Ruimin and his Haier have already begun a change, the core of which is the "Internet thinking."
In the afternoon on August 23, Zhang delivered a speech in Qingdao, Shandong Province, and gave a detailed account to origins, practices and the status of Haier management model innovation in the Internet era.
No successful business, only the enterprise of the era.
Every enterprise is the product of the times. If you can not keep up with the times, you will be eliminated from era. Today, for us, we are in the age of the Internet, we can only keep up with the Internet age.
Internet is irrespective of distance, that is user-centric, not enterprise-centric. Then you now have to meet the needs of users. What the user needs? Individual needs, is to customize.
Exploration, trial and error of business model innovation.
Haier’s exploring content includes three points. The first one is the strategy, the second is the organization, and the third is the payment.
First one, strategy. What is the strategy? Be the first is not strategy, you can find the path to become the first, this is the strategy. Today, the strategy is how to find a path in line with the requirements of the Internet era, your strategy must be changed into line with the Internet age.
We are now looking for customers with the user-centered method not the enterprise-centered method.
Second is to organize. An organization is a social organization, within which there are a lot of small organizations, each person is an organization, everyone has their own ideas, everyone has their own purposes, how do you make everyone take advantage of his potential and turn everyone into entrepreneur.
Third, payment. Payment is actually a drive mechanism for enterprises. According to foreign claims, salaries should not be salaried, but should be charged. Paychecks is what the enterprise gives you and the reward for your work; fee income is the reflection of the value of your users, that is to say, your payment should not be paid by companies, but users. Its basis is that whether you create value for users or not.
今天，“互聯網思維”的概念和實踐風靡中國商界，實際上，早在2005年，張瑞敏就已經帶領海爾開始了變革，其內核，就是“互聯網思維”。
8月23日下午，張瑞敏在山東青島開講，詳解海爾在互聯網時代管理模式創新探索的緣起、做法和現狀。
沒有成功的企業，只有時代的企業
每個企業都是時代的產物。如果你不能跟上時代，你就會被時代淘汰。今天對我們來講，我們都處在互聯網時代，我們只能跟上互聯網時代。
互聯網帶來的就是零距離。零距離就是原來是以企業為中心，現在是以用戶為中心，以用戶為中心，那你現在必須去滿足用戶的需求，用戶是什么需求？個性化需求，就是要定制。
商業模式創新中的探索試錯
海爾探索的內容，有三點。第一個是戰略，第二是組織，第三是薪酬。
一是戰略。戰略是什么？成為第一不是戰略，你能夠找出成為第一的路徑，這才是戰略。今天怎么找出符合互聯網時代要求的路徑？這才是戰略，你的戰略必須要變，變成符合互聯網時代。
我們現在把以企業為中心找客戶變成以用戶為中心。
二是組織。一個組織是一個社會組織，它內部有很多的小組織，每個人就是一個組織，每個人都有自己的思想，每個人都有自己的目的，你怎么樣把每個人都發揮出來，把每個人變成創業者。
三是薪酬。薪酬其實是企業的一個驅動機制。按照國外說法，薪酬不應該是領工資，而應該是收費。領工資是企業給你的，對你勞動工作的報酬；收費是收用戶的價值成果對你的體現，也就是說不是應該是企業付費，應該是用戶付費，依據就是你給沒給用戶創造價值。（中國進出口網）
"In the past Chinese enterprises were basically catching up others, what we learn at the beginning of reform and open was total quality management in Japan, and then all foreign advanced management mode." Zhang Ruimin, the Chairman and CEO of the Board of Haier Group said, "In the Internet era, the traditional management model does not work, now we have to go to create a new one. In fact, this is an opportunity and a challenge. "
Today, the "Internet thinking" concept and practice is popular in Chinese business community, in fact, as early as in 2005, Zhang Ruimin and his Haier have already begun a change, the core of which is the "Internet thinking."
In the afternoon on August 23, Zhang delivered a speech in Qingdao, Shandong Province, and gave a detailed account to origins, practices and the status of Haier management model innovation in the Internet era.
No successful business, only the enterprise of the era.
Every enterprise is the product of the times. If you can not keep up with the times, you will be eliminated from era. Today, for us, we are in the age of the Internet, we can only keep up with the Internet age.
Internet is irrespective of distance, that is user-centric, not enterprise-centric. Then you now have to meet the needs of users. What the user needs? Individual needs, is to customize.
Exploration, trial and error of business model innovation.
Haier’s exploring content includes three points. The first one is the strategy, the second is the organization, and the third is the payment.
First one, strategy. What is the strategy? Be the first is not strategy, you can find the path to become the first, this is the strategy. Today, the strategy is how to find a path in line with the requirements of the Internet era, your strategy must be changed into line with the Internet age.
We are now looking for customers with the user-centered method not the enterprise-centered method.
Second is to organize. An organization is a social organization, within which there are a lot of small organizations, each person is an organization, everyone has their own ideas, everyone has their own purposes, how do you make everyone take advantage of his potential and turn everyone into entrepreneur.
Third, payment. Payment is actually a drive mechanism for enterprises. According to foreign claims, salaries should not be salaried, but should be charged. Paychecks is what the enterprise gives you and the reward for your work; fee income is the reflection of the value of your users, that is to say, your payment should not be paid by companies, but users. Its basis is that whether you create value for users or not.
