No Heaven, IBM Management

 No heaven
IBM management as IBM Greater China chairman and chief executive officer, Mr Chow is responsible for IBM in Hong Kong, mainland China and Taiwan operations. IBM in the region, thousands of employees located in 15 cities, also set up more than 10 engaged in the manufacturing, professional services and software development and other aspects of joint ventures (including in China, 8.) turnover of billions of dollars.
for the IT industries, IBM is a matter of admiration and awe of the classic, 87 years unscathed enough to shape into a IBM clocks but also sophisticated than the large machines, 300,000 IBM employees worldwide, was to be a large machine parts.
For IBM Greater China CEO Zhou, his experience is not required to be considered as ;, but made of water, enough to come to know and follow timely observation of human nature. He is not fastening those not the tube by enterprises in IT enterprises in the military
served in leadership positions for 30 years, Zhou that occurred in a business management concept of the most important change is that managers are no longer treated as a business like the military.
that, how to tolerate a very capable leader of people, many ideas are not entirely consistent and their own people. leaders who do not like to work, is a very important thing.
samples with different success of different leadership; it is difficult to say what kind of system is that different companies have different situations. Different people need different companies, different leaders have called on to different people, to let people accept me, and now I always consider how to accept others, so that the following people how to play, so that they accepted by others. In the past many times, I occasionally have to show how strong my ability, memory and how strong, and now knew some things, but also a number of convergence. play, is very important, Zhou has his own way.
For example, you can batch the number of financial aspects, what kinds? some are not able to write down. I have little confidence in the partnership is reflected in the have not the guts to let the following people to do things. If you do not mind to many things and power decentralization, it is the reason people do not want to do things. The idea proposed to them to do, to play. see them almost to be inevitably make mistakes, make mistakes, but also must give the company a few losses. ; in order to emphasize the team known for IBM, Zhou's insurance policy is, There are two unforgivable mistakes. The first, personal conduct of the error, .
understand the power of exile
power system, personal charm, Zhou's mind, one less.
CEO must understand the power of exile, CEO, owns the rights conferred by the Board, but does not know how to power exile, individuals without any charm, no. company, beginning, growing up from the system Zhou who will tend to rely on system management, do CEO, can not afford long-term management of people. have the ability to accept management is not because of pressure, but because of your personal charm. There may be chaos, because the interview was too short to forget to ask, went away, Zhou reminded us that he thought a very interesting question not asked, and then told us his answer.
half of the work is to communicate
, but the treatment of conflict, there can Yung Zhou, also has not, . He believes that the responsibility is the CEO in charge if you see two things in a dispute over, there are ways to help them reach a decision, how to resolve it.
If you find two people attack each other, become completely not the thing, but to people, it would have to seriously deal with. smiling, and does not look like will be hit. positions for two people to other places. because if the conflict is not healthy for the whole company is bad. there is a conflict, not only strange, what if the financial agree that there may be problems. So there is no conflict in a system not work, but much, we do not attack each other line. have a strong sense of proportion and the contradictions and conflicts in the ability to grasp the balance.

to overcome competitors in the IBM is not within the standard of competitors is called IBM culture is called a small mirror. lenient alcohol and the IBM culture, has remained the industry in the boss's demeanor on this point, Zhou very proud. approach may have to change. We need to do is not how to defeat competitors, we need to do is two things, one of our faster, allowing one day of things past, may now only half a day. how decision-making process which faster push down the speed. The second is the case in speed will reduce the cost of competition, competing with the competitors, how do not forget the quality requirements. is now very hard work of our business direction, you might think it strange, attention to quality time. there is no way the quality, as in the past, the quality has important criterion. If we have the speed, quality and still be able to have that high, then your victory is long. Therefore, if the decline in quality, which can be a decision in the end to high-quality, or to quickly degrees. As an advocate of e-business, IBM in the Internet age, not only remained the largest supplier of network-related equipment, also as the greatest. COM Company; 32 years later, Mr. Zhou Wei also did not grow old, he was able to Soon a few come to their own progress over the past year, this sophisticated than watch even the progress of business in the past year. During the long years before he and IBM are still not only have a sufficiently open mind, more importantly, The is there is a sufficiently effective learning organization, so that they progress, the evolution in the 18 months before the law, not backward.
now widely recognized that large companies, especially multinational corporations, the main question is not ones devour the small br> Zhou has his views.
the answer to one of our exquisite.
future development is global, because the battlefield is a huge gamble, a bet in the next few years, several areas that are global, rather than a few branches, but there may be small, such as IBM invested in the global semiconductor industry 50 billion dollars, which is a global strategy, so how the global strategy and regional implementation of connected, if the middle of the fault would be dangerous, so I think the big companies, small companies, each has advantages . of Mr. Zhou Wei, the 32 years of accumulation, of course not too long, Moreover, in such a deep inside IBM company.
Although not want to become arrogant self-confidence, Zhou sure that he is a pricey . the ability of how strong how strong memory, and now knowing that some things, but also a number of convergence. In 2001, Zhou report to the IBM board of directors of China's development future, he believes the 5 direction is something, guess how he could? . While Zhou has been very confident, but he was well aware that his is by no means everything can be perspicacious, he led a business development process, sometimes they will feel fear.
see the front, it also depends on a comprehensive, forward-looking things, also depends on the internal cohesion forces, can not replace the brain of an enterprise, the enterprise must be to bring together the brain common wisdom. Zhou guarantee that I propose to let everyone together to think about. Some of my ideas when they will be more optimized, a strategy can be implemented. I think in the end you can not rely entirely on your team you think about it, sometimes I have the answer obviously I do not give them. can not let your team entirely on its own to think about, let them think they can. IBM China employees claimed a lot of people worship Zhou, Zhou but does not believe that they can be cult. he did not want people think he is a genius of extraordinary ability, but more people prefer to think he could follow the example of a company examples of career success.
I asked a team of professional managers in China the status of the issue, Zhou laugh together. and exploration, adaptation. ; gradually emerged, The Board assigned, but an administrative assignment, and that the more complex environment, take some time to be able to create it. a lot of development is very positive. challenge, one technology, one is management. training, there are many, many things to do. , the Institute of the largest state-owned enterprises bring together top leaders are often invited such as Zhou Wei, a senior manager of international companies who go to lectures. one-month training, he went to a total of four times, each time with a 3 - 4 IBM's manager of the past exchange of experience. need is time, how all things well. I listen to their story, their intellectual abilities definitely taller than me. In a global company operating the local CEO role to play, with a local company's CEO is totally different, so he called the role of its CEO, as can be more accurately referred to as CEO + COO. in a way to said, IBM is only one company CEO, is Mr. Guo Shina. a local company CEO is the company's strategic decision makers, and as a global company's local CEO, is in addition to follow and implement the company's global strategy to develop in line with the range of areas outside of the specific circumstances of the company's strategy, the role, but also how to deal with the headquarters of the relationship between the different departments and how to organize coordination between headquarters, the CEO of a local company may not need to worry about, and for like a week Wei leaders of multinational companies like it, it is very important and delicate duties.
regional branch offices in a lot of strategy is necessary to track the company's global strategy, will not worry about their own play space is limited?
how to do, as long as beneficial to the company, almost all can be achieved. , put their own ideas are hard to communicate with headquarters, closed a lot of things the boss, you ask people in the communication problem is often to help you in decision-making have been more perfect, you say, very lonely, if you completely own course alone, and now we have a number of important strategic, why you do that? Why not the same as with others, this will help the decision-making. strategy formulation, but also influential.
usually good at developing strategies for leadership and good leadership requires the implementation of strategies very different qualities, but if playing two roles at the same time will tend to get caught in their own location, the required balance of skills are too high-wire act. and the ability to Zhou, if they go to open a company, and now must have already had a thriving operation, and can save some energy.
to the implementation level, Zhou is a lot of things have to do full power to general manager. IBM general manager of Greater China, more than 10, they completed the task of implementation of sales strategies, these people are experienced and understanding of the market, a senior sales staff to understand .
the IBM Greater China, reporting directly to senior managers Zhou, 10 to 20 individuals, there are regional or in accordance with different products by different customers.
mentality of wage earners should not be
; rather be beheaded, not as an ox, Wei, a phenomenon observed is that the so-called in accordance with the distinction between wage earners and capitalists to workers, the position and state of mind, suddenly became popular in recent years. With the investment environment, and other peripheral conditions mature, are becoming more entrepreneurial in China more easily and generally, people have more opportunities to choose to be , even if you open a stock company, or to the shareholders to work. I think some people underestimate the salary received attitude to do things. will try to do something, whether it is working, or start my own company, to be dedicated. whether you are receiving salary, or your own company, so when you say workers, I think largely underestimate yourself. I think that the work should be promoted or whether it is their own business, particularly in respect of their own affairs, this attitude is most important. If only to their own business was 100% effort, if it is working to use the 80% energy, I think we should think, although he stresses How much salary to pay, not more successful, but I think there is a problem of ideology. should respect their own affairs.
CEO
not born to do with their own career proved that the conclusion Zhou, CEO not born.
CEO needs to have a good oratorical skills, good at encouraging men. But not everyone is born with this energy, Zhou is not. words, but also to accept the torrent at a press conference the same question, and Zhou not only rise to the occasion, and the conversation appropriate to deal with agility and consummate sense of proportion is known.
reported very nervous when the first report, stand up and speak with many people. If I tell you what time I have tips, I think only one is ready. you want a good, in particular, did not start a lot of experience, it is necessary to prepare a lot. I want to give any information to my audience, I hope they hear, what method is better. These take a lot of time early this year do not need to spend a lot of time. Some people say that if a 10-minute speech, at least, should be spent 100 minutes to be ready. So now if there are some very important, I still spend a lot of time to think clearly. I give what information, what means it is easy to accept others. ; but I think the final preparation is the most important. the perfect combination of management, then no doubt this is the IBM model. If you can at IBM Corporation for 32 years of experience and a remaining surprisingly sharp mind to keep on learning together, then no doubt this is a model of Zhou .22-year-old to 54 years, Zhou's career is very simple mm all in the IBM.
Zhou's experience is not unattainable, in the IBM Greater China, he is CEO, is also a wish to share with others kind of life experience, the elderly themselves, it is a classic example of the success of IBM Workplace.
2000 years of progress
as the world's largest information industry in China and Taiwan, Hong Kong's spokesman, Mr. Zhou Wei appear great affinity. command has 2,800 employees and billions of dollars annual sales of IBM Greater China, Zhou cordial, frank, and answered every question is a very interactive. He set up his own prestige, do not rely on the power do not rely on heaven, but by human management philosophy, and admirable personal charm.
32 years later, Zhou is still in continuous progress. stay in the same company for many years, it is the media's progress . development, so that the top people know the relative situation of China. The third is how to develop my people told me the top leaders of the above communication, let them speak for them, I talk less about my words. .
management is of no return
32 years of long life, Zhou major turning point in only three, really small.
Zhou first turning point is 25 years old when, 22 years old to enter Taiwan IBM, just go do technology Zhou, doing 3-4 years, the opportunity to seek them out, Zhou, he would not consider making management? decision, ; I read read engineers, engineers want to do good engineer, I also do programer.3-4 into the years with this opportunity, then, frankly, did not understand the management of complex or simple, that the future can continue to give back technology, and then I can not take into account. The struggle did not mind too much. decision. It was 28 years old at the time of Zhou, when he was a three-line manager, responsible for the Computing Center, the programming team, system analysis team, as well as training, management, control more than 100 people, directly with the Taiwan branch of the total IBM Managers report that the Taiwanese company's senior manager of one of the 6-7.
3 years of technical management to do smooth sailing Zhou, performance is good, customers are every year in the company winning the prize. The challenge is also the boss sent him, the boss suggested that he try to do sales? the Zhou struggling for a while, from the third line into the first line of general manager sales, More than 100 people from the pipe to a person no matter what. Even if the boss gave him a good name mm Account Manager, do not understand how people look down a job is like.
change in sales, at the starting point would have weeks Wei has two options, one is Zhou heart, understand more, to re-start from the grassroots level, although the surface appears to have 1-2 years for the company's think it should start from scratch.
Cobain started singing artists in red pants, so today's Zhou am proud to do with the sales person said, pants who have solid basic skills, Zhou is concerned about basic skills.
year even if the only sales manager to do a 3-wire Zhou sales manager, sales staff than the average increase is much faster, but for the leading opportunities, Zhou gambling was not too small. in sales in the first 3 months time, Zhou something that did not sell. Despite the time the entire IBM product sales market is not large, but 3 months blank any case, is also a huge test of the.
sales up from doing, the Zhou began to have been walking in the ranks of senior management. later became marketing director, personnel director In 1988, Zhou made a Taiwan IBM general manager, from his early into the IBM, spent 20 years.
work.
into IBM's first 20 years after Zhou for his initiative in seeking career challenge, and the third he considers the most important turning point, it was under his initiative for the advent In 1991, Zhou report directly to their results, the Asia-Pacific president, said: to do this. Zhou assumed to be 1991, but there are two things upset his original plan, one in 1993, IBM, sent weekly to Australia to accept another job. another in 1994, IBM established a Greater China, not the first president of Zhou.
He will naturally become the CEO of IBM Greater China, the best candidate, June 1995, Zhou returned to China from Australia, in September to accept IBM Greater China CEO job.
Finally, of course, you have no way to do this is to other people to make decisions, but that she hoped and still fight to the last. Wei frankly think that they will soon be able to do many things in the Greater China region, in retrospect, Zhou Weiqian false to say that not a lot.
China's structure and system, the system set up .2, the Greater China region to integrate into a regional .3, the number of personnel training together. is close to 600 people, and now mainland China alone reached 2,800 employees and offices in 11 cities, came when he started with a big difference.
When there is a good framework for future growth was removed without the above, re-established. If the structure is not good, business will be completely built on a quicksand above, the crisis will be a great potential. br> , In China alone, more than 200 local ascend out of line, second line, third line of the local manager of talent. Recall that the Greater China accepted when the local training of personnel of not more than 10 people. from the training in terms of good, the last, with the entire team had a difficult during the Asian financial crisis, I think 1998,99 which, in many areas, the company faced significant challenges, IBM also be challenged, though less high-tech companies face challenges, but also others. , stable team strategy, improve competitiveness, the IBM out of the storm.

supporting role in my life is work, Zhou is the main character, life, Zhou choose to be a supporting role. home, two daughters, plus with his wife, Zhou was a ; few years, many of my colleagues are very good friends. playing with them, but they also know that there is anything I can not talk to him. my wife and I socialize in, I was supporting her protagonist So, I low-key that I do not attention. because some of the not for me, but because of my position. So if my wife turned away, would be more boring that that I can not. I attended his wife's social circle is more natural.