Gao Qunyao: Establishing a "through train" with the headquarters _x000D_

What is the role of such institutional innovations?

I took office in June 2003. When we first opened the special committee in October, we put forward three new initiatives: The first is the geographic expansion plan. At that time, our business only came from Beijing, Shanghai and Guangzhou. I don't think it's appropriate at all. Do you expect Xinjiang users to take a 6-hour flight to Beijing to buy genuine copies? The second is products made in China. This straightens out our relationship with local app developers. Third, we have launched a unique licensing method for China's unique needs. All three are fundamental changes. It is common sense to speculate that such a thing would never happen to an average company - colleagues would have stomped on the person who launched such a new initiative! At Autodesk, this committee provides the mechanism to ensure that such a move can happen.

If there is no such system, if there are five layers between the manager in charge of China and the head of the headquarters, and you have something to tell the president directly, what do the five people think? And if it is uploaded to the president through these 5 layers, is the information still the original information?

Everyone knows that software is not easy to do in China. Taking the general situation in this industry as an example, the turnover of multinational companies in China may only account for 1% of the world's total, so the energy spent by global CEOs in China may only be one percent. Most of the work done by the managers of many multinational companies in China is to try to make the people in the headquarters become China experts in this one percent of the time - the managers will be exhausted on this road! If a general manager of a multinational company in China today picks up a piece of paper, draws a line in the middle, and categorizes the things he does every day: the things he communicates with the headquarters are written on the left, and the things he really does for the Chinese market and customers are written on the left. on the right. You'd be amazed how things are mostly on the left, and how much time is actually spent with clients? Therefore, "Autodesk's system is the liberation of productivity.

Autodesk has operations in 160 countries around the world, why can such an organization be set up just for China?

This is about Autodesk The management art of CEO Carol Bartz: If a company wants to grow organically, it must add new businesses. When new businesses appear, if the CEO does not take special measures, the new businesses will be overwhelmed by the existing management system, It is impossible to succeed. What new initiatives should be taken? First, find the most enthusiastic, impulsive, and capable people to do it. Second, set up a space for such people, and the CEO himself will be a cheerleader, making An atmosphere that makes everyone realize that it is necessary to provide convenience for new business. In order to make everyone pay attention, the importance of this matter should even be intentionally magnified. Carol Bartz did exactly this in China: she first looked for people, Find me; then set up a "China Special Affairs Committee"; finally let everyone know what this means for Autodesk - business in developing countries is one of the main engines of Autodesk's future growth, and China is one of them The leader of the company. Everyone in the company carries a sign with the company's four goals, one of which is: to be successful in China.

At Autodesk US headquarters, I set up a "China Day" at Autodesk's US headquarters "On this day, the headquarters building was all decorated with Chinese decorations, and there was a two-story Buddha in the lobby. On that day, everyone in the headquarters ate Chinese food, and all our people working in China wore Tang suits. Then from the CEO Counting down to 80 people, all of us for the day listened to what happened in China. The communication was very efficient.

Back on the other side of the equation, Carol Bartz is your "cheerleader", So how do you "cheerleader" for your subordinates and build a lean Chinese team?

In China, the story is reversed. First, how much do we know about China? The longer we are in China, the less Dare to say that you know China. This is how the "China Masters" program came out - we regularly invite some scholars, experts and government officials to give lessons to middle and senior managers. On the one hand, managers can improve themselves and have a deeper understanding of China; on the other hand, It also enables managers and government officials to communicate more effectively. The training topics in this area include: the decision-making process of the Chinese government, the opportunities and challenges faced by the transformation of state-owned enterprises, China's macroeconomics, the differences between China and the West, etc.

Secondly, on China How to innovate after in-depth understanding? In this regard, Autodesk China has a "Thinking Day" - we regularly organize our employees, supervisors and partner CEOs to the suburbs to brainstorm and speak freely.

Our today's A large part of the reason for the relatively strong combat effectiveness is that we have a capable, enthusiastic, innovative and strong implementation team. In the end, the autonomy is earned by you, not given to you by others. If there is no me After returning for 8 consecutive quarters of strong and sustained growth well above the company's global growth rate Continuous growth, if there is no record-breaking performance in the past five quarters, I am afraid that the headquarters will not give so much support to China.

——Richard Li