Talking about organizational change and the five leaders - Mr. Bian's speech at the "What is the second line" training

 In 2019, Sayyas continues to refine its organizational change and deepen its management. But organizational change does not happen overnight, and it does not happen overnight. So what are the competencies needed to do organizational change well? How should each employee fulfill his or her role in organizational change? Let's take a look at what Sayyas Window Chairman Bianshuping said in the training on "What is the second line".

  今天是2019年10月30号，我对这个时间印象深刻。因为2017年的10月31号，我们在中国证监会过会失败，这是一记重拳。于是从2017年11月1日起，我就请来应经理和王老师帮助我，我们

  Today is October 30, 2019, and I'm impressed by the timing. This is because on October 31, 2017, we failed to get through the China Securities Regulatory Commission, which was a big punch. So from November 1, 2017, I asked Manager Ying and Mr. Wang to help me, and we started the journey of organizational change. The seven centers were compressed into five major centers, each with a different department under its function. But what kind of organization was it? It was still a bureaucratic organization, a top-to-bottom system.

  In this system, people have gotten used to this sense of belonging. In fact, a lack of belonging is also a sign of a lack of confidence. A lack of confidence in yourself, in the company, and in your colleagues. I'm afraid that the sense of belonging is broken and one becomes a bird of prey. If we have enough confidence, we can cross from a sense of belonging to the pursuit of self, the pursuit of selfless freedom. This is the reason why we keep building the organizational culture of "Commander and Commissar System", "X Culture", and "Upward Management and Downward Responsibility", including the "Work Guide" we launched. It has proven to be very effective. You can think clearly about a job, but you can't necessarily write clearly. When I go to a presentation, I often feel that my thinking is clear, but when I gradually revise the PPT draft after draft, I find that the last version is completely different from the first one. People's logical thinking needs to be polished and straightened out repeatedly, and the writing of the Work Guide is also a process of organizing workflow and thinking.

  Today is October 30, 2019, and I am impressed by the timing. Because on October 31, 2017, we failed to pass the meeting at the CSRC, which was a punch in the gut. So from November 1, 2017, I asked Manager Ying and Mr. Wang to help me, and we started the journey of organizational change. The seven centers were compressed into five major centers, each with a different department under its function. But what kind of organization was it? It was still a bureaucratic organization, a top-to-bottom system.

  In this system, people have gotten used to this sense of belonging. In fact, a lack of belonging is also a sign of a lack of confidence. A lack of confidence in yourself, in the company, and in your colleagues. I'm afraid that the sense of belonging is broken and one becomes a bird of prey. If we have enough confidence, we can cross from a sense of belonging to the pursuit of self, the pursuit of selfless freedom. This is the reason why we keep building the organizational culture of "Commander and Commissar System", "X Culture", and "Upward Management and Downward Responsibility", including the "Work Guide" we launched. It has proven to be very effective. You can think clearly about a job, but you can't necessarily write clearly. When I go to a presentation, I often feel that my thinking is clear, but when I gradually revise the PPT draft after draft, I find that the last version is completely different from the first one. People's logical thinking needs to be polished and straightened out repeatedly, and the writing of the Work Guide is also a process of organizing workflow and thinking.

  Who was the first to change the organization? It was me. I had a feeling at the end of October 2017 that I had hit the ceiling of my ability. And as I've gotten older, my eyesight has deteriorated, I can't stay up late, and I struggle to use the computer. So for the last two years I have read the Tao Te Ching intensively, read the Analects of Confucius, the University, and the Middle Kingdom lightly, and reviewed the Bible. Every day, I read several insightful and thoughtful articles, such as those by Xu Xiaonian, Chen Chunhua, and Ren Zhengfei. Constantly read to expand my mind, let go of my ego, shatter my ego, and raise the ceiling of competence by another layer.

  Organizational change is not only related to me, but also closely related to everyone in this room. The core of organizational change is people. Why do we need organizational change? Because people have two main characteristics, the first is the limited nature of people. One person can not do everything. For example, if you want to cook for a family of three, you can buy the ingredients, to frying, to clean up, all by yourself. But when you have to cook for ten people, you can't do it, your limited nature comes out, you have to find someone to help and divide the work. So division of labor is important, division of labor creates value; but cooperation is more important, cooperation presents results.

  The second characteristic of human is sinfulness. Man is born sinful. Some people may not share this view. You certainly didn't kill, set fire, or steal anything, but were you jealous? Have you ever been greedy? Have you ever thought about getting something for nothing? I'm sure you have. The sinfulness of people brings about a refusal to cooperate, a dislike of cooperation; a preference for closed doors, and mountain-headedness. We don't participate in the activities organized by your department, etc.

  The limited and sinful nature of people determines the need for organizational change, and makes it quite difficult. Who can overcome, who will be able to do a better business. Huawei has achieved the change of breaking departments and matrix organization structure. We have also been emphasizing X and cooperation, but for X to be fruitful, we need to have a clear understanding of the benefits of cooperation, moreover, we need to have consistent goals, the same mission, and a strong income guarantee. Revenue is definitely not given by the boss. Do you feed me, or do I feed you? This question must be said clearly. I should say that since November 1, it is officially you who feeds me. Because, our company can only go to a bright future by each department and each individual, struggling in the right direction. So we have to put down our ego, forget about the department, live in the process, live in the platform.

  Finally, I will end my speech today with the "Five Leaders" of Manager Ying. Even if you are a staff member, you are also your own leader, and you should have "five leading abilities". The first ability is the ability to lead the business. Each person and team has a specific task to do, how can you do it best? You need to be a thinker, you need to have the ability to think systematically, data analysis, result-oriented ability and reverse thinking ability. This is your ability to lead the business. The second is the ability to lead others. All work depends on people to carry out and promote, and some complex work in the enterprise needs to be done by multiple departments together. The ability to lead others means not only the selection of our team, but also to influence people in other departments related to your work, which is horizontal leadership. A true leader does not need a position. Can you coordinate and deploy a cross-departmental project well? This is called the ability to lead others.

  The third is the ability to lead the work. Work is practical, how to give each member of your team to set effective work goals, and take responsibility for the P and C in PDCA, to help them achieve their work goals and create value. This is the ability to lead the work. So how can you do your job better? The fourth is the ability to lead the standard. Management is a continuous process of continuous improvement. But you can't improve without standards. You can't have no forms, no guides, and no norms; just rely on experience and rely on guerrilla fighting. We need to be able to establish work standards and to process and institutionalize them. Words have the power to penetrate time and space; you have to let newcomers quickly know what the work standards are and how they should be done through various types of work guides. The last is the ability to lead the culture. Identify with the corporate culture, practice the corporate culture, and actively promote the corporate culture to your subordinates. Let the corporate culture become the behavior habits of employees, and become a kind of literacy that permeates our blood, a natural thing. When you have these "five abilities", you are a qualified manager.

  An excellent company produces two kinds of things, one is the product and the other is the people. Through two years of organizational change, our team is much stronger than in 2017, and sales have nearly doubled. You can see how important organizational change is to drive company growth. The core of organizational change is people. On November 1, 2019, Sayyas will enter its third year of organizational change, and I am getting clearer and clearer about Sayyas' future business, strategy and development. Last but not least, I wish you all the best for your growth in Sayyas.