Dialogue Lining CEO Zhang Zhiyong: Bad Soldiers

Dialogue Lining CEO Zhang Zhiyong, China Sporting Goods Co., Ltd.

Reporter: from June 30th last year to now, Lining's

Zhang Zhiyong: I think a few problems are highlighted. The key problem is the pformation of creativity.

You talked about it.

Reporter: the core task of the newly established BI department at the end of 2009 should be to achieve creative pformation while truly integrating.

Zhang Zhiyong: Why did we set up BI? We made the "913 strategy" in 2009. We have decided to set up this part to make the brand map.

The brand must be positioned and positioned, and there must be an integrated marketing process. The brand map is the decomposition of the process.

Specifically, there should be a plan in the brand map, how many brands are there under a concept, how many products are the products of the business class, and how much SKU will be allocated in each level of the product.

After the planning is completed, the creative director develops products according to this concept and develops patterns.

Once the product input comes out, the market executive department must be able to understand what resources and tools to execute the brand, and the brand market department has roughly the concept of how many goods are ordered.

At the same time, BI will tell the retail department how the terminal will cooperate.

The function function is clear, so you know what people in the BI department need to recruit.

The first is the super sales, leadership, lateral communication, the second is the basic knowledge level, there must be integrated marketing background before, and the third is that business sense is very strong. This is a business and must have the inspiration of business.

It is not easy to find such a person, so team work is needed.

There are different forms of organization change. When you find that the organizational structure does not match the existing talent pool, you can split the organization function. From the choice of the plan, the two harm rights are lighter.

Reporter: when it comes to organizational structure and talent matching, I would like to talk about a specific question. As the core Department of Li Ning Co, the head of shoe product department has changed four people in five years. Do you think this is normal?

Zhang Zhiyong: not normal.

Reporter: why is that so?

Zhang Zhiyong: I want to start with the background. I do not say what is right or wrong, because there is no meaning. Everyone stands at different angles.

The reasons for personnel changes have been categorized in general: first, the biggest change in the organization of a company is the change in the responsibilities of a department.

Secondly, the functions of departments remain unchanged, but only one of them has changed.

There are two kinds of changes: one is rotation, usually four or five years to consider turning him to work. This can prevent people from losing their enthusiasm. From a financial point of view, rotation will bring about 15% of human resource saving. Rotation will not be a pit of radish, and two is job pfer, that is, the ability to rematch.

The last remaining change is to report changes in the organization, where there is cultural challenge.

The matrix organization must be carried out in the end, and we are still improving.

That is to say, this is a great challenge to the organizational culture of Chinese people, and everyone should learn to professionalism.

Reporter: Lining turned to modern corporate governance earlier. Is professionalism a problem for Li Ning Co?

Zhang Zhiyong: This is the state of the whole society, rather impetuous.

Recently, I told Lining, I have some ideas to encourage myself. The first person to call it a big thing is not annoyed. If you want to do something big, don't bother. You can't do anything if you are annoyed.

Second people who are called trivial things are not lazy, that is to say, they can not relax after doing little things.

The third one is what I think is to strengthen in our organization, if the soldiers are not good, they are the ones who lead the army.

We encourage employees to have a good environment, but we must establish a restrictive layer.

I used to have a pressure to give employees a relaxed environment. This is what Li Ning Co has been insisting on, but you find that some phenomena can not be seen.

A relaxed environment does not mean that you are immoderate, it can damage the culture of the company.

Reporter: in the past few years, the internal environment of Li Ning Co has been relatively loose, resulting in the company's lack of wolf character.

Zhang Zhiyong: Yes.

I think in essence, this is a corporate culture problem.

People usually think that the culture of a company is a leader's business.

The values of Li Ning Co include winning dreams, breaking through, and pursuing performance. This is what Lining put forward and coincides with his values.

On this basis, we add some business dimensions, such as consumer orientation.

Frankly speaking, Lining is not a businessman, and he will see problems purely from a businessman's perspective.

You can see that in the history of Li Ning Co for so many years, Lining is always working with others. Do you find this rule?

You asked me, what is the trouble of non founder CEO at this point in time? This is also a problem I have been thinking about.

The question you want to ask is, if a large shareholder is separated from the decision maker, what is the difference between this decision and the organizational decisions of two combinations?

The difference is that everyone's values affect decisions, and everyone's values are different.

So I talked to Lining: tell me, what is the bottom line of your request for me? He said, "don't sit in this position, use power to seek private gain."

That's what he hated for so many years.

For any organization, there is a bottom line. If we cross the bottom line, we will have an impact on the organization. From a commercial point of view, it may cause harm to the organization, that is, I may say that there is enough room for individuals, from another point of view, it is unfair to the organization.

Some things frankly, cultural conflict, as long as we do not touch the bottom line, there is no right or wrong.

Reporter: from the commercial point of view, what is the bottom line of the organization?

Zhang Zhiyong: as I said just now, I encourage what I have to say now. We must speak out the most basic points.

We need to understand employees, what they are complaining about, and what opportunities we have to give them to complain.

I also complain, but I know what situations I will complain about, for example, I may say something to Lining, but I will never complain to my subordinates. Because this complaint hurts him, I will never complain to others. Your complaint to the outside world is to damage the whole brand, which is the bottom line.