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张瑞敏以自己独一无二的格局和思考,直击中国企业家的管理软肋——如何做适应中国国情的管理?信息化时代如何管理创新?如何进行商业模式创新? 管理创新要适合中国国情去年11月我去美国波士顿,与杰克·韦尔奇会谈,我问的第一个问题是:韦尔奇如何能够把GE做到世界最大,但是又做到了世界最小。意思是说他把公司做到了世界第一,但是公司里每一个人又能够充分地发挥、体现自己的价值,这是非常不简单的。在中国很难做到这一点,我请他谈一下体会。他说,“中国的企业文化和美国有非常大的不同,在美国很多方面可以放权,因为美国的财务制度非常完善,有非常复杂、非常详细的内容,可以帮助我把这个企业有系统地推进。我让员
Zhang Ruimin with his unique pattern and thinking, China entrepreneurs directly undermine the management weakness - how to do to adapt to the management of China’s national conditions? How to manage innovation in the information age? How to conduct business model innovation? Management innovation to suit China’s national conditions last November I went Boston, United States In talks with Jack Welch, the first question I asked was: How can Welch make GE the world’s largest but make the world the smallest? It means that he has made the company the No. 1 in the world, but everyone in the company can fully exert their values to reflect this is very simple. It’s hard to do that in China, and I ask him to talk about it. He said: ”China’s corporate culture is very different from that of the United States. It can be delegated in many aspects in the United States because the financial system in the United States is very sophisticated. It has very complicated and very detailed contents that can help me systematically Promote. I let