The first axe is to "cut off the hands and feet of the gyro." Senior cadres are the makers of the company's strategic decisions and play a key role in the company's operation and management. Entrepreneurial enterprises may be due to lack of resources, and the top management should also start from small things, except here, and will not discuss it. However, if it is a medium or large enterprise, senior cadres should analyze and think more about the company's strategic decisions, including the company's short-term, medium-term and long-term strategic plans, and specifically think about the feasibility of these strategic plans and the specific landing plan path. Top management should not do some specific trivial things by themselves, but let subordinates do them and then check the results of implementation. Without hands and feet, executives will be forced to use their brains to think about what they should do, so as not to cover up their strategic laziness with tactical diligence. There is a scale effect in enterprises. The larger the scale, the greater the losses caused by the strategic decision-making mistakes of executives. Some decision-making mistakes may not be remedied at all in the later stage because market opportunities are missed. Therefore, the top management should pay more attention to the road of Skynet, take the long-term strategic thinking of enterprises as the top priority, and strive to lead the development of enterprises on the right track.
The second axe is "cutting off the middle-level ass". Middle management is an important part of the downward transmission and landing of high-level strategy, which actually contains three meanings. The first is that you can't decide your head with your ass. Due to the limitations of middle-level management thinking and possible performance appraisal factors, many middle-level cadres only pay attention to the interests and performance of their own departments. Under this standard-oriented thinking mode, an enterprise is prone to the so-called "departmental wall" phenomenon. Passing the buck at work is inefficient, which is probably a side effect of performance appraisal. Therefore, the middle level needs to focus on the interests of the company and think about the problem from a global perspective. Second, because there is no ass, middle managers can't just sit in the office and listen to reports from subordinates, and they will be forced to go to the market. Only by going to the market can we personally direct the war and have a sense of crisis and urgency about the market. This requires middle-level cadres to go deep into the market and understand the real first-hand information on the market. Third, emphasize not to point your ass at customers, but to have a sense of customer service. Huawei particularly emphasizes the consumer-oriented management concept. An enterprise that doesn't care about customers can't have good products. Only by going deep into the market and listening to customers' feedback can middle managers find and dig out important users' needs, know the omissions of their work and find the defects of their products. The second axe summed up three points: first, put an end to selfish departmentalism; Second, contact the market, personally guide, and third, be consumer-oriented.
The third axe is to "cut off the head of the grassroots." The reason for this statement is that the most important job of grass-roots employees is the implementation of the company's strategy. Grass-roots employees often lack information, cognition and understanding of the company's overall development strategy, so it is of little significance to participate in the company's strategic discussion together; At the same time, the company does not need so many people to discuss strategic decisions together, and it also involves the confidentiality of a company's strategy. Grass-roots employees should resolutely implement the company's strategy through hard work, just like human hands and feet. The third axe emphasizes doing and executing. Don't be a giant of thought and a dwarf of action; Otherwise, no matter how great the strategy is, it will not be put in place, and no matter how great the ideal is, it will only become empty talk.
Huawei's three-axis management theory is very practical and grounded. It emphasizes that employees at all levels of the company take their positions and perform their duties, which is very similar to marching and fighting. The first duty of a soldier is to obey orders. It is precisely because soldiers strictly carry out orders that commanders can make correct predictions about the direction of war, while middle-level cadres can personally command and unite with each other at the scene to organize soldiers well and finally win the battle. Through the three axes, the correct management mode of the enterprise is cut out, and the inappropriate personnel are optimized appropriately. As an entrepreneur with a military background, Ren can integrate the concept of military command into modern enterprise management activities and truly understand the true meaning of management.
While writing this article, I also checked another article entitled "Cut off the hands and feet of the upper class and the buttocks of the middle class, but don't cut off the heads of the grassroots", because the grassroots need to understand the strategic decision of the company, otherwise they will only participate in the work with the mentality of migrant workers, and the quality of work cannot be guaranteed. It also lists reasons such as how to train grass-roots employees and let them know the important route of the company's strategic decision. I just feel a little speechless after reading it. The author of this article may be just a scholar, looking for a practical enterprise to practice. If the grassroots can quickly reach a consensus with the company's top management through simple training, maybe we don't need so many managers at all, and so many people don't need to learn management methodology. There are many practical difficulties in the actual management of Chinese enterprises. Every employee will have his own different way of thinking and hold different interests, and it is almost impossible to unify and coordinate everyone's views and opinions. If we want to work in a unified way, the management cost will be too high. For grass-roots employees, the most effective training is labor and professional skills training, so that they can master professional knowledge related to their work and apply it to their work, which is much more practical than strategic training. After all, the strategic decision of an enterprise needs a lot of knowledge background, rich practical experience and a lot of market information to make a judgment, which is only something that a few executives need to consider.