An Adaptive Approach to the Strategic Planning Process - NOBL Academy. There are many adjectives we could use to describe the business landscape of the last decade, some heavily overused—but one word we’d never use is “certain.”
As the world has become faster, flatter, and yes, hotter, many have rightly criticized traditional strategic planning as being unresponsive to changing demands, but few alternatives have been suggested. Starting in 2019, NOBL began leading our clients through our alternative: Adaptive Planning. Our approach borrows heavily from the Agile software development movement (including the scaled agile framework), is inspired by Bayesian reasoning and workflows, and of course, respects many still-relevant lessons from traditional planning. What Makes an Organization “Networked”? In 1904, the great sociologist Max Weber visited the United States.
As Moises Naim describes in The End of Power, travelling around the vast country for three months, he believed that it represented “the last time in the long-lasting history of mankind that so favourable conditions for a free and grand development will exist.” Yet while Weber saw vast potential and boundless opportunities, he also noticed problems. The massive productive capacity that the industrial revolution had brought about was spinning out of control. Re-engineering uncertainty: Reflections from the Rendanheyi Boundaryless Network Opentalk 2020. Or: What can an organization like UNDP learn from Haier?
By Joerg Kuhnel We know that some organizations are navigating uncertainty better than others. Some organizations are agile and adaptable, while others are static and inflexible. The World's Most Pioneering Company Of Our Times. Haier - GeniusWorks. China's global leader in white goods Sector: Futuremakers Themes: Haier is a smart living home solution platform leading in the internet era. 100 million users in more than 100 countries, 24 overseas plants, 10 R&D centers, 60 distributors and 140 thousands retailers, the world's number one white good's manufacturer.
Haier, now the world’s largest white goods business, recently celebrated 10 years of its rendanheyi (or win-win) business model. CEO Zhang Rhuimin sees the approach as a way to stay small and focused – maintaining the entrepreneurship, intimacy and speed of a start-up – despite now being a $32 billion multinational with 70,000 employees. Evolution of the Platform Organization: 1 Social Evolution. Evolution of the Platform Organization: 2 The Era of Networks. Evolution of the Platform Organization: 3 Haier, Rendanheyi, and Zhang Ruimin’s Vision. Haier’s Chairman, Zhang Ruimin, is one of the world’s most well-known management thinkers, at least in the rarefied world of business strategy and management.
His innovations in organization and management are revolutionary, and his vision of where the world of business is headed is a radical departure from business as usual. Haier is the best case study I’ve found for the promise of platform ecosystems and organizational society, as explored in the next section, but we have to revisit Haier’s past to understand the evolution of Chairman Zhang’s thinking over time. However, Zhang’s vision and the innovations he has introduced at Haier are not generally known in the larger context of business in the West. Evolution of the Platform Organization: 4 The Future of Networks: Platforms and Ecosystems. Responses What are your thoughts?
There are currently no responses for this story. Be the first to respond. Evolution of the Platform Organization: 5 On The Horizon. Yes, You Can Eliminate Bureaucracy. Executive Summary While most business leaders recognize that bureaucracy squashes initiative, risk taking, and creativity, it continues to thrive. In a complex global environment, it’s seen as a necessary coping mechanism. Many look to start-ups for an answer. But the most promising solution may have emerged in an unlikely place: the world’s largest appliance maker, Haier.
Under a renegade CEO, it has been divided into 4,000 self-managing microenterprises. How To Organize A Large Company Without Middle Management. In early 2018 I took on a new challenge.
After two years in the popular management world I decided to take a leap into academic life. I started a part-time PhD program in Business at the VU University Amsterdam. Since then I have researched how large organizations (with thousands of employees) can scale and organize without the need for middle management. It’s time to share what we’ve learned. Warning: This note has turned out to be a long read. Rendanheyi Masterclass: Learning and applying Haier's Model of Organizing Tickets, Tue 16 Jun 2020 at 13:00.
For the first time in history Haier Model Institute - in partnership with Boundaryless-Platform Design Toolkit and the support of Corporate Rebels and Thinkers50 - is proud to offer an online remote training to learn the basics and a practical approach to adopt the world-leading organizational model pioneered by Haier Group.
The inspiration of Rendanheyi has the potential to help organization develop and sustain an Entrepreneurial Ecosystemic Organizational strategy in each industry or context. Certification: Stories of Platform Design. Simone Cicero. An Entrepreneurial, Ecosystem Enabling Organization. As a basis of our thinking and reflections, we coined the idea of the Entrepreneurial Ecosystem Enabling Organization as reflective of Haier’s basic elements of shape and culture.
The potential transformation of an organization wanting to adopt some aspects Rendanheyi should start, in our opinion, from the premise that the adopting organization should be willing to embrace a set of essential principles and organizational choices. First principle: becoming a coherent set of loosely coupled, independent units As some of the readers may know already, Haier’s latest organizational structure is heavily based on the concept of a Micro Enterprise (ME). RenDanHeYi: The Organizational Model Defining The Future Of Work? We just made our third visit in 10 months to Qingdao, China.
Again, we visited Bucket List pioneer Haier. This time we were invited to speak at the 2nd International RenDanHeYi Model Forum. This is where developments in Haier’s unique organizational model—RenDanHeYi—are discussed. Here is what we learned. Haier. New Foundations of Platforms-Ecosystems Thinking by Platform Design Toolkit. Ecosystemic Evolutions. Organizing Beyond Boundaries. Thriving During The Covid-19 Outbreak: The Story Of Chinese 'U-Vaccine' Chinese U-vaccine, one of thousands of Haier Micro Enterprises (MEs), thrived when the world around it came to an ominous halt. We interviewed its leader, Mr Gong, to learn how this was achieved and bankruptcy averted. One thing is clear: without their management model there would have been no success.
U-vaccine In 2018, Mr Gong became leader of U-vaccine, a company that provides complete solutions for ‘Clinics of Vaccination’. Why Haier Introduced Ecosystems And How They Work. In 2012, Haier gave 12,000 managers a choice: "you can leave, or join our new structure. " Some left, many stayed and joined one of 4,000 small independent companies within Haier—the so-called 'microenterprises' (MEs). Many academics, management gurus and other companies were amazed with how the ME structure stimulated entrepreneurship. So why the hell would Haier fiddle with it's structure, again?