Route planning of amoeba management
It is impossible for enterprises to promote amoeba overnight. Numerous companies in the world want to learn from the amoeba business model, but some have successfully improved their management efficiency, while others have become neither fish nor fowl. The specific situation of each enterprise is different. Simply copying the amoeba organization form of Kyocera, JAL and other companies is tantamount to shooting yourself in the foot. Practice shows that the implementation of amoeba management needs to pay attention to ways and means, and it should be promoted layer by layer according to the following ten basic steps, and it must not be chaotic.
Step 1: Internal investigation and diagnosis of enterprises
We must bear in mind that amoeba management is tailor-made, not tailor-made. First of all, take stock of the basic situation of the company, especially diagnose the problems existing in the current operation process. Distinguish your strengths and weaknesses, find out the departments and resources that should be retained, and those departments that will have no way out without reform.
Company leaders should call a meeting of senior and middle managers before the investigation begins to explain the objectives and significance of this internal investigation. This is the necessary communication to promote the management of amoeba. Because the core idea of amoeba management is that everyone participates in management. If employees know nothing about the leader's ideas and the company's planning, they can't run the company as masters. After the meeting, it is necessary for the company to send capable personnel to form an internal investigation and diagnosis team to be fully responsible for the implementation of this step.
Step 2: Introduce the management philosophy of Amoeba.
Mr. kazuo inamori, the founder of Amoeba management, started from management philosophy in the places where Amoeba was promoted. When he was invited to rectify JAL, the first step was to investigate and diagnose the problems existing in the company, and the second step was to give lectures on business philosophy to group directors and middle and senior managers.
At first, most JAL managers disagreed with this, and some even publicly expressed their dissatisfaction. Kazuo inamori was unmoved, and still strictly enforced it, trying to get rid of the bureaucratic habits and opinions in managers' minds. Facts have proved that only those who sincerely accept the management philosophy of amoeba can manage amoeba well.
The company may first set up an amoeba management and execution team, with the top leader as the team leader, department heads and external amoeba consultants as the team members. Leaders at all levels should cooperate with consultants to organize training courses for all departments of the company. Training methods are not limited to regular classroom teaching, but also can be discussed at the office site anytime and anywhere. Be sure to let everyone in the company know what the management concept of Amoeba is, change the original thinking and establish the consciousness of full participation in management.
Step 3: Define the strategic positioning of the company.
The modern market is unpredictable, new technologies emerge one after another, and the policies of various countries are greatly adjusted. Whether the original development policy of the company still conforms to the future market situation is a problem that every responsible operator must seriously consider. In this context, the importance of enterprise strategic positioning is increasing day by day. The birth of amoeba management was originally to better adapt to the complex market environment and improve the company's viability. To this end, the company must first find its own development strategic direction.
It should be noted that we should not only look at the immediate interests of the company, but also focus on the future development of the company and grasp the new trends of market trends. Only by making a clear strategic plan for enterprise development can all employees clearly understand their mission and direction of efforts. If the company's top management doesn't know what to do in the future, the subdivided amoeba organization will certainly fall into the same confusion.
Step 4: Adjust the organizational structure
All employees have a complete understanding of the management concept of Amoeba, and also made clear the company's future development strategic plan. The first task at this time is to readjust the organizational structure of the company. The current organizational structure of the company can be divided according to the regional market, basic functions and business content. In short, it is impossible to directly relate to the amoeba business.
Forcing amoeba management without reforming the organizational structure will only lead to acclimatization. Moreover, the existing organizational structure naturally forms different interest groups. Some groups occupy more resources and have more authority in the existing system, so they may not support the reform. This requires the Amoeba management and executive team to break the old interest pattern by adjusting the organizational structure, so that more people can benefit from the reform process. In this sense, the foothold of adjusting the organizational structure is to eliminate the resistance of amoeba management.
Step 5: divide amoeba.
In the management of amoeba, each amoeba is an independent profit center and should be accounted for separately. The scale of each amoeba should be lean, with sufficient flexibility and independent management ability. The division of amoeba needs to meet three conditions and cannot be divided at will. It should be noted that the division of amoeba can not only be carried out in a single department, but also in all departments.
One of the key tasks of dividing amoeba is to cultivate amoeba leaders, that is, leaders of various amoebas. Amoeba will not automatically produce benefits, but also rely on the team leader to lead the team members to operate together. Every team member is an operator, no longer just passively executing orders, but must actively participate in the management of amoeba.
Step 6: Complete internal pricing.
Kazuo inamori once said: "Pricing is the basis of amoeba management." He believes that when pricing products or services, Amoeba leaders should strive to work out the highest price that customers can readily accept. When the company is divided into several amoebas, internal pricing becomes a crucial issue.
Suppose the company is divided into ten amoeba organizations according to business types, and the amoeba organizations are subdivided into several small amoeba organizations, and each amoeba organization that needs independent accounting will estimate a favorable price for itself. The higher the price, the higher the sales of amoeba organizations and the higher the added value per unit time, but the interests of other amoeba organizations that cooperate with them will inevitably be affected. Therefore, when we make internal pricing, we must pay attention to maintaining the balance of interests among amoeba organizations, otherwise it will be difficult for some amoeba organizations to maintain their operations.
Step 7: Establish an internal trading system.
Amoeba management introduces market trading mechanism into enterprises, each process constitutes an amoeba, and the relationship between suppliers and customers is also formed between amoeba. This system is to ensure that every amoeba can become bigger and stronger. In the traditional enterprise management system, there are departments that directly generate profits and departments that do not directly generate profits. The latter's contribution to the company is greatly underestimated and it is difficult to share the benefits brought by the company's development. This is obviously an unfair benefit distribution mechanism, which will cause conflicts of interest among various departments of the company and undermine organizational cohesion.
When kazuo inamori realized this problem, he designed an internal trading system to eliminate the conflicts of interests between departments, so that those departments that do not directly generate profits can also share the dividends of the company's development.
Step 8: Complete the unit time accounting task.
After each amoeba completes its internal transaction, it is necessary to calculate its added value per unit time. The management department responsible for providing support to all amoebas must sort out the unit time accounting forms submitted by all amoebas before next month.
Completing the unit time accounting task is the core link of amoeba management. This is a cash-based business accounting method, which can effectively reveal the company's current operating conditions and provide decision-making basis for Amoeba leaders at all levels. Conventional financial accounting may show that the company is profitable on the statement, but the company may lack a lot of cash, and the profit becomes inventory and accounts receivable.
For amoeba management, such accounting data can easily mislead managers to make wrong judgments, so it is necessary to adopt the method of unit time accounting to actually calculate how much money is earned and how much money is spent per unit time, and implement the principle of "maximizing turnover and minimizing expenses".
Step 9: Feedback results and incentives
After the first eight steps, each amoeba has completed its target task. The company should hold monthly feedback and evaluation of the results to check the performance of the Amoeba team and its leaders, find out the problems existing in the company's operation, reward those who perform well in time, and urge those who perform poorly. In addition, we should make a good work plan for next month to ensure the good operation of amoeba management.
Amoeba's incentive policy is to pay equal attention to both spiritual and material incentives, scientifically measure the value created by employees, and give employees a sense of accomplishment and belonging. Amoeba management advocates the spirit of "everyone is the protagonist", and managers should take this as the guiding ideology when taking incentive measures.
Step 10: PDCA loop
PDCA cycle refers to planning, execution, inspection and action. This is a set of scientific management procedures. Managing operating companies according to PDCA process can effectively reduce the blindness of decision-making and reduce mistakes in work. Through continuous inspection and adjustment, ensure that strategic objectives and development plans are seriously implemented. This step marks the beginning of a new cycle of amoeba management and returns to the original step of 1.
At this stage, we should carefully check the progress of amoeba management, evaluate the effect, reflect on the process, carefully record the difficulties encountered by each amoeba, and then solve the existing problems one by one with collective wisdom. Only in this way can amoeba management overcome various obstacles and truly take root in the company.
Amoeba experts have something to say.
In amoeba management, "what kind of organization to establish" is the key to success or failure. Your company introduced the accounting management mode of amoeba management. Organizations are mainly divided into domestic and overseas parts. Each store carries out independent accounting, and the manager takes full responsibility for the accounting in the store. The store manager is a career minister. The headquarters only needs to decide the big principles, maintain these principles, and leave the rest to the store manager. Then we should investigate the performance as planned every month. Paying attention to this link is the effective amoeba management.
—— kazuo inamori, founder of amoeba operation and saint of Japanese operation.