Non-Linear Growth : The Rise of Geely

• Autore: Wu Xiaobo
• Pubblicazione: Singapore : , : Palgrave Macmillan, , 2024; ©2023
• Edizione: 1st ed.
• Descrizione fisica: 1 online resource (393 pages)
• Altri autori: DuJian LiSihan
• Nota di contenuto: Intro -- Preface I -- Reader's Guide -- Preface II -- Volvo Cars: The Starting Point of "My Rendezvous with Cars" -- The Non-Linear Growth from the Tide-Rider to the Tide-Maker -- Feelings from Witnessing the Surging Development of the Chinese Economy -- Preamble -- C Theory: The Truth in the Post-Truth Era -- Contents -- List of Figures -- List of Tables -- Part I From 0 to 1: Out of Chaos -- 1 The Rationality Behind Risk Taking -- "Heroes Decide the Course of History" -- The Starting Dream -- The Manufacturing Talent of a Young Photographer -- From Manufacturing Refrigerator to Home Decoration Business -- Track Jump from Motorcycles -- Unusual Start -- Breakthrough in Haoqing -- The Birth of Meiri -- Business Well Justified -- Ambidexterity of Entrepreneurship -- Adventure into the Unknown -- Rationality Behind Madness -- Break the Maginot Line -- Paranoia in Obtaining the "Birth Permit" -- "Boss Project," a Pioneering Management System -- Ambidexterity and Chinese Culture -- Rational Risk Taking in Non-linear Growth -- 2 "From Three There Comes Everything" -- Talents and Recruitment -- Concurrent Car-Making and Talent-Developing -- Great Talents Are Only Attracted to Aspiration and Sincerity -- Personal Visits and Sincere Invitation -- Frankness and Shared Dream -- Full Empowerment and Full Trust -- Retaining Talents Within a Great Environment -- Retaining Talents with Respect and Gratitude -- Retaining People with a Good Mechanism Designed to Help Employees Grow with the Enterprise -- Retaining People with Compensation Packages That Are Good Enough to Relieve Employees of Family Worries -- Innovative Teaching Patterns for Practical Talents -- Consolidate First-Class Teaching Resources from the World -- Meet Urgent Needs First and Focus on Training Talents for Applying Purposes -- Persist in Making Teaching Innovation and Implementing 311 Mode. ; Open up the Source and Regulate the Flow -- Implement Product Line Management Mechanism to Bring the R& -- D Closer to Customers -- Adopt 3 + 3 Rolling Order Management Mode to Set up Internal Market -- Develop "3-Chain Synergy Mode" and Set up a More Reasonable Decision-Making Process -- Geely R& -- D Chain -- Geely Supply Chain -- Geely Marketing Chain -- Publicly Listed on Hong Kong Exchange -- Compromising: "From Three There Comes Everything" -- 3 Progression Through Secondary Innovation -- Replicas? -- Building "Geely Number One" by A Process of "Tearing Up" -- "The Old Three": Type I Secondary Innovation -- "Three New Models": Type II Secondary Innovation -- A Difficult Collaps -- The Awakening of R& -- D -- Making Innovation Breakthroughs in Core Parts -- "Secondary Innovation" of Non-linear Growth -- Part II From 1 to N: Pursuing Order -- 4 Redefining Quality -- Understanding "Perceived Quality" -- "3824" Quality Improvement Method -- Unlocking the Code to Clients' Perception -- Top-Down Quality -- "Quality Leaders Project" -- Benchmarking Management Association -- Quality Culture -- The Masters of Quality Control -- An Independent Production Quality Guaranteed System -- Zero Defects Quality Operation Entity -- A Community of Shared Quality -- "1+1+1" Global Purchasing -- "1+1+1" Cooperation Model -- "Pyramid" of Dynamic Management -- Service "Strategy Frequency" -- Equal Standard of Services for 1 or 1000 Stores -- Improving Distributors' Abilities -- Non-linear Growth-"Decoding Users" -- 5 "Unlearning" in Research and Development -- From Quantitative to Qualitative: A Leap Forward in Technical Capabilities -- In Addition, the Process of Catching-Up in Technological Capabilities is Highly Situational -- First "Tracing," then "Writing" -- Ushering in a New Starting Point Through Prompt and Resolute Decisions. ; Introduction of External Talents -- Making Breakthroughs in Core Technology and Breaking Up Monopolies of Developed Countries -- Dynamic Interaction between Product Innovation and Process Innovation -- Competence Advancement with a Global Perspective -- Seizing the Opportunity of International M& -- As -- Global Collaborative Network of Technologies and Resources -- "Manufacturing High-Quality Cars for Everyone" -- Duality of R& -- D Strategy -- From Disorder to Order: Iteration of R& -- D Management -- "Guerrillas" Upgraded to "Regular Army" -- Poor Connection Between Product Development and Technology R& -- D -- Unmatched R& -- D Talents and Technical Demands -- Lack of a Standard Process for Product Development -- Strong Project System -- Full Service Chain NPDS -- Establishment of NPDS -- Non-linear Growth: "Creative Destruction" -- 6 "The Cycle of Transformation" in Site Management -- Bottom-up Innovation: No Problem is the Big Problem -- Innovation Planning from Brainstorming to Implementation -- The Meta-dynamic Project-A Guiding Ideology -- Employee Innovation System -- The Innovation Proposal Process -- Limitations of the Employee Innovation Proposal System -- Problem-Solving Tickets-A Sense of Ownership -- An Important Vehicle for the Problem-Solving Culture -- The Design of Problem-Solving Ticket System -- The Extension of the Problem-Solving Culture -- Top-Down: The Geely Production System (GPS) -- The Crisis Behind the Expansion -- Lack of Lean Concept and Poor Policy Execution -- Shortage of Strong Managers -- Inconsistency in Management Standards -- Workshop Cleaning -- The Cleaning of the Personnel -- Standardization and Continuous Improvement -- Standardization -- Continuous Improvement -- Promotion of GPS -- The Cycle of Transformation in Non-linear Growth -- 7 A Forest Where Talent Blossoms. ; Introduction of the Big Camphor Tree -- Finding the Right People for the Job -- The Calling to Revitalize the National Automobile Industry -- Trust Your Employees or Don't Hire Them -- Building a Global Career Development Platform -- An Open Global Talent Pool -- Advocating a Global Company Culture of Respect, Adaptability, Inclusiveness, and Integration -- Creating a New China-Western Language -- Cultivating "Saplings" -- Blending Production and Learning, Realizing Educational Dreams -- Automotive Plants and Technical Institutes-Doubling the Revenue Stream -- Paving a Smooth Road to Learning -- A Talent Development System with Heart -- The "Wild Goose" in-House Talent Development Program -- The 2521 Screening Mechanism and the Striver Catch-Up Plan -- Change Is Life: The Boiling Frog Jumps Out of Its Comfort Zone -- Gaining Experience and Developing Bonds -- Organizational Empowerment -- Three-Pillar Reform -- Enterprise University -- The Openness and Inclusiveness of Non-linear Growth -- 8 The Code of Vitality to a Resilient Organization -- The Resilience of the Executive Team -- Resilient Leadership Structure -- Introducing Modern Management -- Moderate Delegation -- Respect the Rules -- Strategic Resilience -- Strategic Consistency -- Dynamic Strategic Equilibrium Is Rooted in the Accurate Judgment of a Bright Future -- The "Meta-Motivation" of an Organization -- A Corporate Culture That Is Always Evident -- Problem-Oriented Culture -- The Culture of Benchmarking -- The Culture of Dream-Makers -- The Culture of Compliance -- Happy Operation Entity -- The Essence of an Operation Entity -- With Whom to Settle: The Division of Business Entities -- What to Settle: Asset Quantification -- How to Settle: The Determination of Internal Transaction Price -- Means of Settlement: The Flexible Use of Information Systems. ; Settlement Application: Revenue Linked to Performance -- A Metrics-Based Incentive System -- High-Goal Incentive Mechanism to Match Value Creation -- The Value Transmission Link Embracing "One Failure Leads to Another, So Does Success" -- The Dynamic Equilibrium of Non-linear Growth -- Part III Leap of Faith: Globalization -- 9 Great Wisdom in Cross-Border M& -- As -- Reverse Cross-Border M& -- A -- A Reflection on Two Centennial Development Paths -- The Window of Opportunity for Success -- Unconventional Game -- Uniqueness Beauty of Every Form and Harmony -- Represented Through Diversity and Integrity -- Breaking the Conventional Governance Structure -- Respective Advantages Originating from Complementary Resources -- Unique Learning Mechanism -- Wisdom About Synergy -- Step by Step -- Strength to Believe -- Empowerment and Lead the Way -- Asymmetrically Complementary Non-linear Growth -- 10 Global Collaborative Network -- From Local Value Chain to Global Value Chain -- Automobile Value Chain -- Rising Position in the Global Value Chain -- Evolution of Global Value Network -- Upgrading of Supply Chain -- Stronger Production and Manufacturing -- Layout of R& -- D Network -- "Synergy Network" Behind Non-linear Growth -- Complementary and Symbiosis -- From Value Chain to Value Network -- 11 Compliance for High-Speed Development -- Compliance is Bottom-Line -- Entrepreneurial Precautions -- The Road That Must be Taken -- Compliance as an Institutional System -- Executive Accountability -- Overcoming Resistance to Change -- Achieving Both Compliance and Efficiency -- The Implementation of the Compliance System -- Rules and Regulations -- Organizational Structure -- Operating Mechanism -- Compliance as a Culture -- The Spontaneous Behavior of Employees -- The Permeation of Compliance Atmosphere Within the Whole Organization. ; The Internal Atmosphere of Compliance Culture.
• Titolo autorizzato: Non-Linear Growth
• ISBN: 981-9952-73-5
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910770267803321
• Lo trovi qui: Univ. Federico II