Tesla two years three easy to his main: the frequent changes in the high level of the impact of the enterprise how much?

"Titanium Media Note" December 12 News, Tesla Global vice president and China Regional President Wu Bixiang is about to leave, Super Power plant project director Zhu Xiaotong as successor.

On December 2, when Tesla held his first anniversary in China, Wu Bixiang was still complacent, and she was feeling, "time goes by so fast, for a year." Thanks to the efforts of everyone in the Chinese team, I witness history every day. I firmly believe that one day we will bring back the blue sky. "Didn't think 10 days later, the news that Wu Bixiang quit.

Wu Bixiang, who served as the head of Tesla's China district for only one year, has become the second-most-short-term head of Tesla's China. One reason for Wu Bi Sora's resignation may be the poor sales of products under its leadership. There is no data to support the idea that Tesla has never discussed sales figures in public on the basis of company policy. But Tesla still failed to break through the capacity constraints, a large number of orders and limited supply of contradictions, even if the order blowout also does not have much benefit.

After Wu Bi Sora, Zhu Xiaotong will take over the Chinese sales business. As for Zhu's resume, he is good at developing markets and government relations, which may be the reason for his superior. Elon? Musk's emphasis on the Chinese market is unquestionable, and is he hoping that Zhu Xiaotong can move faster to break through Tesla's policy bottlenecks?

The fact that Tesla has replaced three CEOs in two years seems appalling, but is not uncommon. In 2013, 14.4% of the world's largest companies left their CEOs, slightly below 15% in the previous year. The same year, the turnover rate of Chinese corporate CEOs rose 108% from 8.1% to 16.9%. In contrast to the gradual normalization of foreign countries, the pace of replacement of Chinese companies is far higher than the world average. And how much can Tesla and other companies facing the same problems benefit from such frequent changes in personnel?

High-level exchange transfusion is not lower than the underlying flow, involving a variety of factors, making decisions of the enterprise must bear certain risks:

Decentralization of board energy

From the decision to replace the incumbent CEO to identify a successor, the board often has to spare time and energy to advance the decision. And whether this time is the company's smooth development of the strategic period, the sacrifice of the company's original agenda is worth it? If the successor and the original CEO can not bring the company expected to add value, then the board's spending time can only be lost.

In the first quarter of this year, VW Group completed up to 10 times of personnel changes. Volkswagen announced recently that Wolfgang Dürheimer, the former Audi Research and development director, would replace Schleiber (Wolfgang Schreiber) as chairman and chief executive of Bentley and chairman of the Bugatti Motor Company. In fact, du calligraphy is not a new face, 2011, it is he was replaced by Schleiber. Three years later, the CEO took a round and went back to his head.

Ii. High Opportunity cost

Unlike the average employee, the salary and treatment needed to appoint a CEO are not a joke to the business. How many opportunities will the new CEO bring in comparison to this cost? If not, it is a risky bet.

Iii. continuity is broken

The CEO is in charge of the company's course, and two different styles of heading are likely to lead to confusion in the company. If it is not an internal selection, but an airborne outsider, the likelihood of this happening will increase significantly. In about 100 days after the weather, a new ecosystem will be established, but at worst, the original order and unspoken rules will return if the strong leadership continues to be absent. In any case, in this period of transition, the company as a whole is in great change, do not expect one thing to be conclusive, this is a short but painful period.

Iv. Breakdown of Networks

The CEO brings the company not only performance, but also intangible personal assets, including his internal and industry resources and network. The departure of the CEO May shake the company's internal social structure.

Mark Sebba, chief executive of Net-a-porter, Britain's largest luxury goods dealer, July 30, 2014 decided to retire after 11 years at the helm, Mark Seba. When he arrived at his office on the last day of his work, he was surprised to find that all the company staff were singing and clapping to greet him, and many people waved his head as if it were a concert. And the rest of the world's staff are all remotely involved in this warm farewell meeting, lively and extraordinary.

In contrast, CEOs are not necessarily as popular as Seba, but they all have their own core supporters, the CEO's departure means that the structure will inevitably break, and this for a company how much irreversible impact?

V. Productivity reduction

The study shows that the increase in top-level personnel changes will reduce the efficiency of the company's production, and other businesses will bear the potential risks. What needs to be handled carefully is not only the departure and transition of senior executives, but also the emotional handling of legacy employees. Even in the most liquid industries, frequent turnover of top-level personnel is unlikely to improve performance.

After working in a company for a long time, people tend to form a set of standards: what is the most important? who has the best say? What is the definition of success? Who is the most respected? What are the unspoken rules of the company? When the "code" of this shared enterprise is passed down from top to bottom, it will bring about a certain degree of efficiency improvement--what should we call? What is the paradigm for reporting? What is the company's restricted area? These things are very clear. Conversely, too frequent top-level changes will break that balance.

Of course, high level mobility is also beneficial, especially for enterprises facing development difficulties, or actively seeking transformation, personnel changes can quickly break the constraints of the old order and create space for new development.

A frog in lukewarm water

Senior executives are likely to be conservative, addicted to the initial glory, difficult to change the business strategy. In this way, the company may fall into the risk of boiling the frog in lukewarm water, unwittingly toward "Waterloo".

As the world's second-largest market for Siemens, the Chinese market occupies about 8% per cent of Siemens revenue. In the previous years, it was precisely because of the rapid growth of China's market, that Siemens successfully weathered the "bribery scandal" after the trough. However, Siemens ' high growth in China began to slow since 2009, with Siemens China earning a 1% per cent year-on-year decline in 2012, compared with a 7% increase in Siemens global revenues.

At the 2010 Health Sector Entrepreneur Roundtable, Wang, vice minister of health, said that Siemens China: "The instrument is very advanced, the operation is very backward, the personnel training is very poor, finally all the effect does not come out." "The point is that Siemens is only pursuing profits and ignoring the real needs of the country."

However, Siemens did not make new attempts and changes, and finally, in 2013, Siemens China to change the handsome.

Ii. Active Corporate atmosphere: encouraging questioning spirit

In the "honeymoon period" of the new broom, if you take advantage of all the uncertainty of the company to motivate employees to participate in decision-making, it will not only enliven the company atmosphere, but also can encourage the spirit of questioning, equality of consciousness, listening habits, and the possibility of innovation.

Iii. the window period of the transformation of corporate culture

Iconoclastic。 The cornerstone of the new corporate culture is often established during the transition period. Chowa Master back to Apple, the bold implementation of the new smart phone aesthetics, streamline product lines, strong control of the company direction, the ultimate result, we all see.