Money crowd and Chow's relay

Guessed uproar in the industry for nearly two years, head of IBM China, Chow Kun's successor has finally surfaced. 8 January, IBM announced that Chow Kun outgoing chief executive officer of Greater China, Southeast Asia, former general manager took the money crowd, Chow Kun remain chairman of the Greater China region. Chow Kun and the money crowd entered the baton hand-over period.

Since September 1995 the Greater China region as IBM chairman and chief executive officer since Henry Chow, IBM, to some extent a LOGO. IBM China Chow in power in 11 years, IBM IBM China from a global point of sale, to research and development, sales and service simultaneously, the global integration has become an important part of the enterprise.

IBM Global CEO Samuel Palmisano in accordance with the concept, IBM is the "globally integrated enterprise" into the process. In the globally integrated enterprise stage, "no parent company, our business, where, where is our parent company." Money crowd take over Chow posts at this time, to the industry leaving many of imagination.

IBM's China in the next journey, the money crowd will face the challenge of what? Farewell to the "Chow Time" of the IBM China will be going?

"Weekly" IBM

12 years ago, 48-year-old Chow has been appointed chairman of IBM China, and in September 1995 as IBM chairman and chief executive officer of Greater China.

Prior to this, IBM is setting up in China, a number of offices all around the island, "as if their feet to test the market, how the water temperature, and then drew back." That a few years, IBM hesitation on the Chinese market, China in the argument every year market is the "left" or the "withdrawal." In 1994, IBM CEO Lou Gerstner when he was eventually made "to China," the decision to invest in IBM China has entered into a comprehensive development stage, Chow is against this background that took office in.

IBM PC era in the office of the Chow, the first efforts to change the practice of IBM only do large customers, the full development of PC business, IBM PC, after the production is also on the China Great Wall of cooperation established with the IIPC (Great Wall). However, when the headquarters is prepared to sell out when the PC business, Chow actively participate in the 2004 IBM PC sold to Lenovo, Chow has served in various occasions to talk about "my IBM PC very emotional."

Appearance of soft Chow is actually a hard figure. Chow told the press about his plans: IBM China is divided into four steps: the first step to IBM brought in; the second step makes the part of IBM into China; third, to some customers and partners to bring the world; Fourth, make the Chinese economy to become part of the global economy. Last November he was interviewed, said that the former three steps are achieved, the fourth step is to his goal.

After 10 years of development, IBM China its global IBM from "simple sales" of the contribution, so that the "R & D, service and sales" simultaneously. Today, IBM China for the global IBM is concerned, not only an important source of revenue, but also an important source of human resources and services.

People with "Father of China's IT" to describe the Chow; now, Chow is gradually fading out IBM, and his successor, the money crowd, will give IBM and China's IT development has brought it?

The challenge of large money

Money large group of users for China, it seems that not a familiar figure, but in fact he had served in the IBM Greater China, a series of senior management positions, has served as general manager of IBM China Taiwan. Greater China chief executive officer as before, his job is IBM Asia / General Manager of the Southern District.

Chow has on many occasions about the leaders on the selection criteria for IBM Greater China, said that the most important three points, first, to represent the company's culture. Second, we must allow the headquarters and local employees, customers, government trust. Third, there is a way to not like to do a good thing, and to encourage men also do a good job. In view of this, the money was eventually entrusted with the task of large, must also be the result of multiple considerations.

IBM today is quite different 10 years ago, with the executive director of Greater China, Qian large role and Chow will be very different. IBM is the "globally integrated enterprise" into the past, enterprise architecture is divided according to regions and businesses, the future will be more and more emphasis on the functions of various departments, each department is likely to be cross-functional, cross-regional management. Chow had previously admitted to the regional general manager of global integration have a certain effect. He revealed that, IBM raised the view that in-house, IBM China Company may not be fully representative of IBM in China, all business in the future China will become an important hub for the three IBM: Innovation Hub, the hub of global service and implementation, systems, software service hub for business and customer relationships. Industry analysts believe that in this "global integration operation" under the changes, the money crowd may be more important responsibilities, authority may be in the coordination, integration of resources increase.

To "China into the global business" and strengthen the "localization" is facing the dual challenges of large money. Currently, IBM has 8,500 employees in China, of which 5,000 were conducting business operations in China and another 3,500 in support of global business operations, the development of its global business faster than the rate of development of its domestic business. Before the Beijing Olympics, IBM hopes that China and the volume of business from around the world share from China quite. How to coordinate resources to China's global position in the IBM system to be further strengthened, is a large need for money to complete. Under the new period, changes in the global form of organization where, IBM China will be how to position and exercise the functions, how to integrate the resources of China? These are large issues to be considered money.

However, since the money crowd has rushed into the arena, I believe he should be prepared at the challenges, how smooth the hands of the baton took Chow should already know what the.

Chow impression

鈻?China Computer World Media Group president Liu Kau

Mr. Zhou Weikun retired IBM Greater China CEO, I think this should be the normal IBM personnel changes, of course, for Mr. Zhou Weikun himself, there is also a strong longer-atmosphere, even though he did not step down.

I met with Mr. Zhou Weikun before and after 1995, 10, stayed in touch over the years, in addition to as a "Computer World" has reported that 10 journalists interview him many times outside the last 5 years, we also agreed to meet every year at least two separate communication , Mr. Zhou Weikun is not only my admiration and I think that the impact of China's IT industry development in the last 10 years, one of several elderly people, and meet up as often, we have become friends.

Mr. Zhou Weikun left a deep impression that my calm, determination of the general demeanor and gentle, refined style of the elderly. He led IBM 11 years, China will not only IBM's technical superiority, product superiority and service advantages to play a very successful, but also users of all walks of life in China has established a wide range of friends, relations, led IBM's business in China to maintain sustained and steady growth; he successfully promoted the IBM business in China by the "pure hardware sales" to "software cooperation and service" transformation, led IBM's investment in China based on long-term cooperation, deepening; his strategic vision for its deep, vigorously promote IBM integration of manufacturing resources in China, IBM and Great Wall to promote the cooperation of other manufacturers. Meanwhile, IBM China Mr. Zhou Weikun led, he was still committed to nurturing local talent, in the IBM corporate culture and the integration of market demand in China, Mr. Zhou Weikun is demonstrated consummate skill, so IBM was difficult to compare the effects of other enterprises.

Actively promote the IBM PC business with Lenovo's cooperation, called Mr. Zhou Weikun exciting move. I have heard a number of friends, IBM PC Company had sold to Japan and South Korea's intention, therefore, Mr. Zhou Weikun in the promotion of cooperation contributed to IBM and Lenovo.

"Computer World" newspaper in 2004, Mr. Zhou Weikun granted "to promote the development of China's IT Industry Excellence Awards", when comment was: "to calm, wisdom, determination of the personal charm to promote IBM's technology and service with the Chinese IT industry integration, write a brilliant chapter of many. "I think Mr. Zhou Weikun for this evaluation is very appropriate. I believe in a better future, Mr. Zhou Weikun IBM to mobilize global resources for the integration of user services in China, will play an important role.

IBM China's new CEO Mr. Qian Daqun is my old friend, he served as 2001 years ago, IBM Greater China general manager of Systems and Technology Division, we have met many times the exchange. Mr. Qian Daqun modest, pragmatic, and not only on IBM's technology and services and the management of large organizations worldwide well known, but is also very familiar with the Chinese market, China's financial and other fields of CIO are Mr. Qian Daqun many old friends. I think that since the appointment of Mr. Qian Daqun IBM Greater China CEO, IBM is not only a wise choice, but IBM will bring new changes in China's business.






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The other side of performance evaluation [1]

The future really have a competitive advantage, will be those that can stimulate members of the business beyond the pursuit of self interest.

Human resources director of a company is very depressed recently, some time ago according to monthly sales evaluation system ambiguity disadvantage, HR leading role in the redesign, did not expect this to be high hopes after the implementation of new system backfired, resulting in a number of orders people worried.

The company's traditional practice is self-determined sales target by the department, at the end of extraction by a certain percentage of sales money to the department assigned by the department heads. Performance evaluation in accordance with prevailing views, such subjective judgments based on department heads bonus distribution, lack of motivation of employees. To promote the sales staff's enthusiasm, Human Resources will reach a sales target sales rate and the money factor linked, set the ladder of rewards:

Unexpectedly, the policy implementation Que 鍑虹幇 to be the case: As the sales target Bijiao challenging, part of the sales personnel are no longer paying exclusive attention to sales of Shang, but the Da Cheng Jiang Zi Ji monthly rate of "precision" controlled at 80% -81% in order to ensure that the monthly rate can reach more than 80%.

More headache, the new policy, the company's climate has undergone subtle changes. Before that, though there is no incentive mechanism of traction, but all departments except sales goals, will also focus on product marketing initiative to identify some "mission impossible", to determine their own challenge goal, the company is very strong and positive atmosphere . After the implementation of performance appraisal goals, many people began to focus on sales objectives and bargaining on the company, but lost before the entrepreneurial spirit, the company changed the atmosphere of concern.

The other side of the coin
The embarrassment of implementation performance appraisal in many Chinese companies were not uncommon, but nevertheless, there are still more companies to stick into target performance appraisal. The target performance appraisal fans on the view, the employee is self-interest, and the efforts of the lack of internal motivation. Organizational performance improvement the key lies in the use of employee self-interest, design the incentive system and the corresponding penalties, the staff recognized Dao goal for the organization's national interest, prompting them to Gongzuo.

This carrot and stick type of concept at first glance a simple and practical, and China has always been not a lack of "reasonable incentive, reward on merit" of consciousness, so companies interested in objective performance appraisal is not surprising. To address the performance evaluation of the problem, companies did her best, but unfortunately, the efforts of businesses in this area are often counterproductive.

First, many enterprises will be distributed on hopes of a mandatory, but there will be differences in the incentive bonus as the only means to force the distribution is seen as the difference between the technology, the end result is to force the distribution of the force distribution, entirely contrary to the the principles of motivation and mind. It is said a consulting firm in the market and also forced the distribution of "practicing" to require the mandatory distribution of the project team is also the ultimate project manager bite the bullet and the number of places to be improved to the first entered team of assistants, assistant crying out, were classified not done for the good of the people, take their places Naozhuo to go out.

Many people on the dynamic curve of the lack of real understanding of the meaning, practices which are being "forced distribution is science" puzzled by the question. Welch helm at GE in fact, the mandatory distribution of one of the best, as is the distinct values of GE. Welch as "one of the highest principle of" through a "soft (people) hard (business) numbers of" effective management, to achieve the performance has increased significantly. In Welch's eyes, the same people and business, can add value through investments. Values, no good or bad, or whether it can be used to measure scientific and reasonable.

Quantitative Management is now also widely seen as a magic weapon to solve problems performance evaluation. "Can not be quantified will not be able to measure, can not be measured can not be managed." Because the more important things more difficult to measure, quantify and end up in one-sided pursuit of wanted A got B results. Media have reported that the Public Security Bureau in a manner to strengthen the assessment of the attendance of 110 to km / day as an indicator, resulting in 110 a day in emergency nothing to scream come and go in downtown.

Indeed, the fundamental does not quantify individual performance appraisal for employees, but against the process and organizational aspects of performance management. It has long been recognized that purely financial indicators have a lag characteristics, can not fully reflect the performance of enterprises, need to be complemented by non-financial indicators. And easy to collect data on financial indicators of different, non-financial indicators to measure quite difficult to quantify unless otherwise difficult evaluation, Only then can not be quantified can not manage to say.

Enterprises around the individual appraisal and reward has struggled, however, there is not a return to pay, many persist in performance through the assessment to get people gradually found a dead end: set sophisticated incentives has led to staff not concerned about the performance itself Instead, the company plays the game; often received short-term gains but long-term damage to the development of really pressing the calabash gourd played.

These problems not only exist in Chinese enterprises. Sony declined in recent years, industry leadership, its former directors, the outer server Lang recently written that, from the end of 1995 the introduction of performance evaluation system is not the culprit Sony scenery. In his "doctrine destroyed the performance of Sony" article that "the results of operations and financial rewards directly linked to reward employees in order to get more hard work" of the performance of doctrine, so that Sony lost the passion and spirit of challenge, became more and more mediocre. People tend to identify more easily achievable goals, starting with the company playing a bargaining game.






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