"Internet thinking" should not be "middle level"?

In the past few days, people have been forwarding the so-called "dry goods", which is a compilation of the speech of the chairman of the board of directors of a famous company. Among them, the so-called "Internet thinking" is strongly praised, and it is said that Internet thinking is a "subversion of traditional manufacturing", "under the conditions of the Internet, there is no need for middle-level cadres" and other fallacies.

Not to mention who can really understand what the so-called "Internet thinking" is, Google and Baidu have read Chinese, and there are explanations everywhere on the Internet, but in the end I didn't understand what they were talking about What do you mean, it made me a little dizzy; then I searched for "internet thinking way" in English. In English, it seems that there is no such definition at all! So I wondered, the foreigners are a little earlier than us, so why haven't they come up with any Internet thinking yet?

Then we're "applying Internet thinking" everywhere?

The entrepreneur said that because the Internet "subverted the traditional management theory" and even "subverted all the classic things", so, "Now there is the Internet, I am connected to it all at once. Why do you need this group of people in each store? We have implemented the above intentions and collected the following information, and this information is not yet accurate. I have connected all the people with information, which is very large. ", so I "cut 16,000 people last year, and I will cut 10,000 people this year"!

You say you want to lay off staff, so you will. Why use the Internet to keep things secret? ! A business is not a home, so layoffs are nothing to be ashamed of.

If it is said that through the Internet, end customers can contact manufacturers more directly, so-called C2B can save some intermediate channels in the supply chain, this is understandable, although at least there is a middle E-commerce, but what does this have to do with "middle managers"?

This remark makes it easy to think of the so-called "flattening of the organizational structure" and the "one-piece flow", "zero inventory" and so on in lean production.

The so-called flattening of the organizational structure has been boasted by the industry for many years, but there is an indisputable fact that you have seen an army in which country where ordinary soldiers report directly to the commander of the group army? Platoon commanders, company commanders, battalion commanders, regimental commanders and even division commanders and corps commanders still exist as usual? Even if the world's best manufacturing companies such as Germany and Japan have VP (vice president), director (director), SM (senior manager), M (manager), minister, and section leader?

Don't mention the flattening of organizations in pure software companies such as Microsoft, but even Microsoft has at least a bunch of middle-level cadres like PMs (project managers), right?

The "single-piece flow" advocated by lean production is a good concept, but it has certain adaptation conditions. With any product, what kind of single-piece flow can you do?

Not to mention "zero inventory", that is not something that can be played by any company, type of product, or supplier. Relying on its dominance in the "supply and demand chain", forcing suppliers to do so-called VMI (Vendor Managed Inventory), JIT (Just-in-Time Delivery, some people also translate it into zero inventory), that is a responsible enterprise What to do?

You honestly do something for China's manufacturing industry, can't you?

The management level of China's manufacturing industry, including this company, what level is yours, don't you know?

I wrote an article in September last year, titled "You can't judge a company by its reputation", and it also mentioned my personal experience in dealing with this company:

In 2008, this company called me to interview the supply chain director, but I flew all the way from Zhuhai twice, but I didn't see the person I was supposed to meet. The first time I said that the interviewer was suddenly called by the chairman to the meeting. After a month, the second time I went there, the interviewer was still in the meeting. As a result, I waited all night, and I still didn't see anyone in the middle of the night.

The third time was last year, but it was not an interview. At that time, they said that they asked me to help with a supply chain management project in Thailand (I had already worked as a consultant by myself at that time), but after I went, they I didn't even reserve the conference room, but I was looking for a conference room. It was chased away by another group of people in less than half an hour, and it was said that the person in charge of this matter was on a business trip, so I asked them to prepare it half a month ago. The data was not prepared, I turned my head and left! And swear, I will never play with them in the future!

On this level of management, what are you talking about "Taylor", "Max Weber", and "Hegel"?

As an aside, why don't we dare to "play first" with the Japanese devils? To put it bluntly, after playing the first qiang, can we keep up with the supply of the "second qiang"? Aircraft, tanks, missiles, ships, which weapons do not need a strong manufacturing force behind them? Can you make one, can you make a second, a third in a row? !

What is Internet Thinking? Can it solve the war problem? By "millet"? Plus step qiang? Are we killing the Japanese? !

In order for China to become prosperous and strong, manufacturing is fundamental.

Disclaimer: We are small people with shallow knowledge, stubborn thinking, and do not know any strategy, and I do not know the depth of what we say, but what I say here is a personal opinion, and there is no intention to attack others intentionally , if suspected, it is purely a misunderstanding. Please disclaim.

The author, Mr. Cheng Xiaohua, is the author of "Inventory Control Skills in Manufacturing" and "CMO-Chief Material Officer"; founder and lecturer of the course "Inventory Control Technology and Strategy in Manufacturing"; "TIM-Comprehensive Inventory Management" "Chief Consultant.