Haier CEO Zhang ruimin: all of the century-old business model is the rebirth of the suicide-IT information

November 18, today, the third world Internet Conference in Wuzhen "Entrepreneurs Forum", was made Chairman and Chief Executive, Zhang ruimin, Haier Group "innovation leads the future" speech. He said, this means Subversion itself according to the changes of the times and constantly. Because all business is nothing more than two outcomes, a homicide death a suicide is reborn. So all of the century-old business model is the rebirth of the suicide. Haier, which manifests itself in two ways: one is the employee is no longer a performer, but entrepreneurs; the second is performance in terms of pay, not the companies are set to pay, but users pay.

But now the biggest challenge for Haier, is one single pattern, can copy to go global, we have acquired a number of foreign companies, but now the biggest test is $5.5 billion acquisition of United States GE appliances, transnational mergers fail because now the whole world is 80%, this is our greatest challenge.

For a live presentation of the following shorthand:

This plate is "innovation leads the future", I think the topic what does it mean for business? Means you must, in accordance with the change of times to cannibalism, because all business is nothing more than two outcomes, a homicide death a suicide is reborn. So all of Centennial old enterprise are is suicide rebirth of model, Haier in this Internet times of self Subversion, is in 11 years Qian proposed has "people single one", means with people is employees, but not narrow of orders is user, put employees and user even in with, this 11 years of exploration caused has many international Shang of many school of concern, Harvard School do has a case, topics on called "Haier and user 0 distance", because Internet means with is 0 distance, In this case Harvard Business School last year as the most popular cases among students.

Simply put, this case two points, the first employee is no longer a performer, entrepreneur, enterprise is no longer a product, but a guest. Enterprise put all of middle management removed, into has a venture of platform, each employees in above are can venture, so all of functions sector into has countless a venture of small micro-, these venture small micro-can himself venture himself discussion into since organization, this makes enterprise full with vitality, think enterprise no longer is a Empire, but into has a ecological system, because original all of enterprise of target is big do strong, is wants to made Empire, and Empire most easy pour, past said big of cannot pour, Now is easy.

2nd is the driving force of the company, pay. All businesses driving forces have focused on pay, we are not a business will pay, but users will pay, if you can create user value with salary, without creating user value there is no salary, the driving force is very strong for everyone. Here there are many, time is running out on two points.

Addition a, for we, now maximum of challenge, is put people single one of mode, can copy to global to, we has merger has some abroad enterprise, but now maximum of test is is to 5.5 billion dollars acquisition has United States GE appliances, because now world transnational merger failed rate is 80%, this is we maximum of challenge, because we and GE of senior exchange of when, has a senior station up mention has a problem, he said you by what to led we, Subtext that GE used to be the model for you, you merger today us, how do you manage us. I said that your position is wrong, that is I'm not your leadership, nor is your superior, I am your shareholders, and our superiors and the leadership are the same person, that is, users. GE only customer in the past, no users. Customers just business, I was trading in money and goods, and user interaction, be sure to join me here, we work together to create value as an ecosystem.

Now GE changes, of course, it is actually very difficult, simply put, are linear management of all international companies, he has a very complete system, but now is management in the era of the Internet, it creates their own innovations, there is a very big challenge. But no matter what, last June began merger, now has achieved some success, we want "single one" model, capable of not only our own, ability to lead the development of a new model in the Internet era, thank you!

海尔CEO张瑞敏：所有的百年老企业都是自杀重生的典范 - IT资讯

11月18日消息，今日，在乌镇举办的第三届世界互联网大会“企业家论坛”上，海尔集团董事局主席、首席执行官张瑞敏做了“创新引领未来”的发言。张瑞敏称，这个主题意味着必须根据时代的变迁不断进行自我颠覆。因为所有的企业无非就是两种结局，一种是他杀死亡，一种就是自杀重生。所以所有的百年老企业都是自杀重生的典范。对于海尔来说，这种改变表现在两方面：一是员工不再是执行者，而是创业者；二是表现在薪酬方面，不是企业定薪，而是用户定薪。

而目前对于海尔来讲现在最大的挑战，就是把人单合一的模式，能不能复制到全球去，我们已经兼并了一些国外企业，但是现在最大的考验就是就是以55亿美金收购了美国GE家电，因为现在全世界跨国兼并失败率是80%，这是我们最大的挑战。

以下为现场演讲速记：

这个发言的板块是“创新引领未来”，我想这个主题对于企业意味着什么？意味着你必须根据时代的变迁不断地自我颠覆，因为所有的企业无非就是两种结局，一种是他杀死亡，一种就是自杀重生。所以所有的百年老企业都是自杀重生的典范，海尔在这个互联网时代的自我颠覆，就是在十一年前提出了“人单合一”，意味着人就是员工，但不是狭义的订单就是用户，把员工和用户连在一起，这十一年的探索引起了很多国际上的很多商学院的关注，哈佛商学院做了一个案例，题目就叫做“海尔与用户零距离”，因为互联网意味着就是零距离，这个案例在哈佛商学院去年评为最受学生欢迎的案例。

简单地说，这个案例两点，第一个员工不再是执行者，而是创业者，企业不再是出产品，而是出创客。企业把所有的中层管理去掉，变成了一个创业的平台，每个员工在上面都可以创业，因此所有的职能部门变成了无数个创业的小微，这些创业小微可以自己创业自己探讨变成自组织，这个使企业充满着活力，觉得企业不再是一个帝国，而是变成了一个生态系统，因为原来所有的企业的目标就是做大做强，就是想做成帝国，而帝国最容易倒，过去说大的不能倒，现在是大的容易倒。

第二点就是企业的驱动力、薪酬。所有的企业驱动力都聚焦在薪酬，我们不是企业定薪，而是用户定薪，如果能够创造用户价值就有薪金，没有创造用户的价值就没有薪金，这个驱动力对每个人都是非常强的。这里头还有很多，时间关系就讲两点。

另外一个，对于我们来讲现在最大的挑战，就是把人单合一的模式，能不能复制到全球去，我们已经兼并了一些国外企业，但是现在最大的考验就是就是以55亿美金收购了美国GE家电，因为现在全世界跨国兼并失败率是80%，这是我们最大的挑战，因为我们和GE的高层交流的时候，有一个高层站起来提了一个问题，他说你们靠什么来领导我们，潜台词就是说GE曾经是你们学习的榜样，今天你们兼并我们，你们怎么来管理我们。我说你的定位错了，就是我不是你的领导，也不是你的上级，我只是你的股东而已，我们的上级我们的领导是同一个人，就是用户。而GE过去只有顾客，没有用户。而顾客只是交易，我是钱和物的交易，而用户是交互，一定要加入我这里来，大家共同创造价值成为一个生态圈。

当然了现在的GE的改变，其实也是非常困难的，简单说所有国际化大公司都是线性管理，他有非常完整的体系，但是现在互联网时代是非性管理，需要自己自创造自创新，有非常大的挑战。但是不管怎么样，今年六月份开始兼并，现在取得了一点成效，我们希望“人单合一”的模式，能够不仅使我们自己，能力成为互联网时代引领企业发展的一个新的模式，谢谢大家！