Yu Minhong "Culture and Habits Improvement"

Yu Minhong's Internal Speech in the New Oriental: "The Improvement of Culture and Habits":

Six years ago, the headmaster of a branch of the New Oriental University, who had committed serious economic problems, happened now and I am sure he will be sent to prison. That year I did not do that, because at that time I have not got rid of "buddies are angry," only asked him to clear the money occupied.

Now, I am over-tolerant in recalling the school principal's handling. My understanding of the previous year, but also more "intellectuals", unlike an entrepreneur familiar with the rule of law, good at governance. I remember very clearly that in the midst of dealing with the new Oriental middle school who headed the principal of the branch school for more than two months, they were disappointed and saddened at my connivance. "Since you can not even punish such an evil, then you can not carry forward the true good, and we feel that it is dangerous to follow you." This is what everyone criticized me then.

Reward and punish the divide and rule

This raises a question, New Oriental existing more than 5,000 instructor, is our "core assets." How do so many intellectuals "control"?

First of all, at the ideological and behavioral levels, we should actively guide and moral restraint. Second, let us know that the bottom line where the New Oriental can afford and tolerate is the unassailable "red line." We can not and does not need to be able to monitor the teacher's behavior around the clock, but our Code of Conduct will be declared to all teachers.

Now, my understanding has changed, and I think some of the ethically corrupt practices will collapse without exemplary punishment.

In 2008, the Head of Human Resources of a branch office in New Oriental University embezzled fifty-six thousand yuan of New Oriental by fooling around with ID cards. We sued him and he was sentenced in August 2009 for two years. If by the way, the money back, it canceled. But this time I decided to severely punish no loan. The reason is simple, in an organization, if such behavior is not heavy law, it is likely to mislead the staff. For the first time in the past 16 years, this has brought jailing middle-class men who have economic problems. In order to make the management of the New Oriental more standardized, serious and legalized, the lecturers and managers are guided to do things in a professional and professional manner. This is my management method from Western companies. Later, at the New Oriental Internal Meeting, I said that so-called good is premised on the ability to punish evil, otherwise good is unsustainable.

Do not hesitate when delegating power

New Oriental in the country has 43 campuses, centralization and decentralization, is unified in the New Oriental. Personnel power to branch chiefs, I am only responsible for the appointment and removal of campus principals. The financial rights are also controlled at the headquarters, but most of the management rights have been delegated to the branch school. The requirements of the branch schools must be highly consistent with the headquarters in terms of strategy, objectives and culture. Zhou Chenggang is executive vice president, all branches of the project, his business governed him; Chen Xiangdong is a senior vice president, all branches of the manager under his jurisdiction. I am responsible for the overall system construction and strategic planning of New Oriental. I define this method of management as a matrix management model, will continue to evolve and continue to adapt.

Earlier, when we were reorganizing the organizational system, I gave up the president's seat. During that period, I had fewer seats in the office and the board of directors. I have experienced the pain and joy of decentralization. I did not hesitate about the delegation of power.

In the long run, the delegation of power is inevitable, but the delegation of power is not done in one move. In these years, I have been strengthening the construction of a talent pool. After the delegation of power, the company should move forward steadily and can not make any decline in performance. This is the precondition for the delegation of power. For now, it is in the middle of decentralization and centralization. For the New Oriental, mentally dependent on me is to see each day, the management of my dependence is gradually weakened.

Comments: Personnel reform is the mentality of human change and adjustment

In most enterprises, more or less, more or less, all reflect the founder's disposition and personality traits. New Oriental's corporate culture is naturally the nature and ideals of Yu Minhong convergence and solidification. Yu Minhong doing things at random, relying on reins, abstract, and later only gradually aware of the importance of standardization, professionalism and consistency.

Over the years, New Oriental has been working hard to construct a kind of free-spirited, individuality, management of human nature, carry forward the brand culture. Operating humanity, promote the brand process, the transformation of culture and habits can not be avoided. New Oriental is already a public company listed in the United States, its every move attracts the public eye. This means that the culture of criticism and accusation should be somewhat convergent and norms, if still uncontrolled freedom of expression, vent their personality, it is bound to cause some damage to the new Oriental brand image. In fact, the remarks made by some key teachers after they left New Oriental once gave Yu Minhong headaches. These examples have made him aware of the importance and urgency of cultural transformation and cultural improvement.

Bid farewell to heroism

The degree and depth of professionalism is an important symbol of a company's maturity. How the management team and business team of the New Oriental can coordinate the "spirit of freedom" and "professionalism" may be the key management issue for the New Oriental.

New Oriental believes that personal struggle to win the success of the spiritual property will always be rich and poor. New Oriental must bid farewell to the era of "personal heroism," and it is necessary to set about building an elite team with an international perspective and a professional mentality. New Oriental updated the rules of the game, and cured, and gradually into the "institutionalized survival" of the rational track.

Prior to listing, Yu Minhong even set himself a good time for retirement and surrender to the president. With the success of capital operation, Yu Minhong's retirement plan was canceled, chairman and president of both positions and one. Entry and exit, grant and acceptance are new institutional arrangements in the course of the development of the Orient needed Yu Minhong that personnel reform is the mentality of human change and adjustment.

Or Ming or dark, Yu Minhong has begun to take a leisurely mind consider successor matters. His requirements for successors are very simple: cultural identity, value pursuit and New Oriental are consistent, at the same time they need to possess highly professional business spirit and entrepreneurial spirit, and are extremely passionate about education.

Establish a flat organization

Yu Minhong has been very fortunate that New Oriental did not implement the chain. The difficulty of franchising for education enterprises is rooted in the lack of an independent education system and standardization. From 2005 to the present, New Oriental is in a period of rapid expansion and has adopted its own business. How to effectively manage the expanding campus, Yu Minhong was quite hesitant.

When trial management of zoning was started in 2006, four vice presidents such as Zhou Chenggang and Chen Xiangdong were responsible for managing five campuses. Four vice president of sub-district management spread around the first-level branch, a branch there are two branches below, from headquarters radiating to the second branch, to go through four levels. The drawbacks of zoning management reminded Yu Minhong. Each executive vice president is more distinctive personality, it is easy to actually form an internal competition, often due to differences in philosophy, style, mutual non-cooperation, resulting in the separation of princes and the separation phenomenon. This is contrary to the "consistency and normativity" pursued by the New Oriental. Therefore, Yu Minhong considered adopting a new management approach to re-architectures.

After zoning management is vertical management, Yu Minhong view, New Oriental should establish a hierarchical, flat, more optimized organizational structure, in a neat and uniform manner to promote the Group strategy.