Is it the Huawei Financial management team or the process itself that makes Ren angry?

Reading: "With, Mao", Ren's accusation revealed more is the sense of powerlessness, perhaps Huawei should really face is: management How to support customer-centric culture?

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Let Whether Ren is angry is the Huawei Financial management team or the process itself ?

Recently, Huawei "management optimization Newspaper" published an article called "a difficult journey of payment," the article reflects the front-line as a sponsor to meet the customer advances in the approval process, the complexity of the problem, resulting in intense discussion among internal staff, but also let its founder Ren nu hair polemic-

"I do not know from when, the financial forget their own job is for business services, for combat services, when became a bossy, with, Mao." We want to see the original record of the financial management team democratic life speaking in the community of voices, how to understand the customer-centric culture. ”

Many people wonder why Ren, who even ignores his daughter's face, openly blames her financial team for her own internal community?

Before we understand this surprise, let's take a look at what "frontline" and "customer" mean to Ren and Huawei.

For a long time, Huawei's corporate culture and management features have been dubbed the "Wolf" title, this "wolf" culture emphasizes the fierce foraging in the market jungle vigor, and the "first line" as the most direct embodiment of the wolf culture and the stakeholders, naturally become Ren and the entire focus of Huawei. In the 2008 financial crisis, Ren shouted "Let the first-line decision-making" voice, at several executive meetings, Ren made "customer-centric, the struggle for the people-oriented, long-term perseverance," the topic of speech.

Therefore, Ren is absolutely not allowed to hinder the "frontline" combat effectiveness of the internal forces. But, as Huawei Finance, is it really intended to be a "frontline"?

Then, Huawei's internal network of financial personnel petitioners: "We have a problem, but not what to dictate, but we as a process executor, must do so." "This time all the people focus on the process: in the enterprise management, the ultimate mission of the process?" How does IT support a customer-centric corporate culture?

Michael Hammer, the father of corporate reinvention, once said, "Creating value is a process, not a department." "But the process we see in" a tough payment "is not creating value, but resistance. As a H3 BPM with nearly ten years of research in the field of process management and a business experience serving more than 200 listed companies in China, its senior consultant has the following interpretations of Huawei's "payment events":

"For the first line, there is no process entry, no knowledge of all the requirements and operational specifications of the entire process, and process guidance and instructions are often more difficult to understand and complex than the process itself. ”

In fact, a process platform to create business value for the fundamental purpose, is bound to have a friendly operation design and user interface, based on the perspective of business personnel, reduce the technical threshold.

"Our process building is focused on a specific business scenario, guarding against specific risks, often in the design of excessive defense, regardless of implementation costs, not to mention the object-oriented process pull-through and friendly user interface." ”

In fact, a process platform that integrates business resources as an important function is bound to exist as the central nervous system of the enterprise, breaking the department information Island, improving management efficiency and reducing the communication cost.

"The company calls for supervisors at all levels to take responsibility, but the actual process, system or regulatory organization does not trust the supervisor." Often encountered the scene is: "I am responsible for XXX, this risk I am willing to bear, the process can go on?" "You can't afford this responsibility, please resubmit the process or upgrade to someone who handles it," said the reply.

In fact, to enhance the management value of the mission of the process platform, it is necessary to drive the enterprise from the functional organization to the process-oriented organization, so as to achieve "people find out" to "things to look for" management upgrade.

The construction of a customer-centric process system must include the whole life cycle management from the process system, assessment, implementation, optimization to supervision. Through business process carding, the company has a correct understanding of the basic concepts of business, process, IT, operation, and the relationship between them. Through the process of training, so that managers and business people to reach a consensus, the consensus is: Platform support business, first-line assault, platform sharpening bullets.

Therefore, the first-line personnel difficult to pay, on the surface seems to be the bureaucracy of the financial sector problem, but fundamentally, but it is the whole management has a problem, is the business process management lack of unified planning and carding the consequences, ultimately leading to management and enterprise value chain of the quagmire, into the management and business, in order to control the internal control.

In that year, Huawei realized the leap-forward by introducing IBM's HR management, product innovation management, IPD and other world advanced management consulting. Today, Ren's anger once again reminds Huawei that management innovation has not once and for all, only to constantly adapt to changes in the times, to maintain the "wolf" sex.

Is it the Huawei Financial management team or the process itself that makes Ren angry?