Jimmy Group: Enterprise Group Reform

Founded in 1999, Jimmy Group is a location-based service provider of IoT solutions integrating R&D design, IoT communication modules, intelligent manufacturing, sales operations and cloud platform services. The group has 3 "high-tech enterprises" under its jurisdiction, with more than 2,000 employees, more than 800 R&D personnel, and accumulated more than 270 items of intellectual property rights. At present, it has provided professional one-stop solutions for the Internet of Vehicles, smart government affairs, smart logistics, shared travel, smart campus, smart animal husbandry, auto finance risk control, smart security and other industries in more than 150 countries around the world.

Xingxin Gao, graduated from Huazhong University of Science and Technology in 1991 with a bachelor's degree in radio technology. He is currently the chairman of Jimi Industrial Group Co., Ltd., director of Shenzhen Automotive Electronics Industry Association, and vice-chairman of Shenzhen Internet of Things Intelligent Technology Application Association. In the early days, Gao Xingxin presided over the design of a variety of telephone main control chips and systems, and the products were exported to Europe and the United States; later, he established "Jimi" through his own business, leading the company to transform from a provider of smart hardware terminal equipment such as locators to today's location-based services. IoT total solution provider.

Focus on award-winning management practices

With the rapid development of the Internet of Things industry, market competition has gradually changed from a single low-level price competition to a differentiated competition to meet the different needs of customers. To this end, Jimmy Group has adopted a series of management practices.

1. In terms of business strategy

Strategic positioning transformation. In the past, Jimi mainly provided hardware terminals for customers, and now it has developed into an overall solution provider for the Internet of Things based on location services. According to market demand, it provides diversified solutions, and then combines the self-developed cloud platform to realize hardware + software + platform. +One-stop service for OEM/ODM.

"Resource integration, goal integration" strategy. Clarify the group's capabilities and resource structure centered on product lines, supported by R&D resource lines and functional lines. To meet customer needs as the center, build product and resource line support, unified planning and unified guidance under the centralized system. The entire profit line is responsible for the group's 10 billion goal, the functional line provides cooperation, and the R&D center analyzes priorities and formulates R&D strategies after collection.

Establish each product line "PDT". "PDT" means "Product Development Team", which means that under the actual functions and departments, a "virtual" team is formed by selecting and recommending candidates from various departments, responsible for a product line from product development planning, demand management, production procurement, sales and after-sales. Implementation and supervision of all aspects of services.

Intellectual Property Strategy. By formulating an intellectual property management system, employees are encouraged to innovate, and honorary certificates and material rewards are awarded to intellectual property owners who have obtained legal rights, aiming to stimulate employees' innovation vitality through recognition, improve their comprehensive capabilities, and help the group develop intellectual property strategies.

2. In terms of employee training

Jimmy Group actively cooperates with domestic and foreign authoritative institutions and experts, and introduces advanced external management concepts in a timely manner. Mentoring system, talent reserve, OKR agile performance management and other methods provide employees with more diverse career development opportunities.

3. In terms of information management

In 2019, Jimmy accelerated the standardization of the group's internal information management, and introduced professional consulting agencies to provide advice on the storage, circulation, and destruction of the group's internal document information. Regulations, especially strengthening the importance and protection of trade secrets.

Dialogue with award-winning companies

CEConlines: What was the opportunity that drove your company to implement the "enterprise group reform"? What kind of internal and external environment was your company in when the practice was launched?

Xingxin Gao: 2017 is the year of IoT explosion, and China has become the world's largest and most active IoT market. Whether it is in the digital transformation of the whole industry or the education and cognition of consumers, we all feel that the demand for the Internet of Everything is really starting to explode. At the same time, Jimi's business has grown rapidly and is in a rising trend. In order to better seize market opportunities and adapt to the rapid development of business, Jimmy Group started the road of "group reform".

The global Internet of Things connection growth has entered a stage of power transformation. With the introduction and application of AI and big data concepts, the Internet of Things is moving from "Internet of Everything" to "Intelligent Connection of Everything". With the continuous maturity of IoT technology products, its potential and growth become increasingly prominent. The scale of the market continues to expand, the industrial potential is released at a faster pace, the market-oriented resource allocation mechanism is gradually established, and the in-depth integration of the Internet of Things and traditional industries will intensify, bringing about profound changes in production methods and lifestyles.

In the face of new and greater opportunities, Jimmy Group is also facing more intense market competition. The management realizes that it is necessary to build a reasonable and efficient operation and management system as soon as possible, and realize the management transformation in parallel with the business transformation, so as to facilitate the rapid, healthy and sustainable development of the Group.

In recent years, the company's business has developed rapidly, and the company has set its next development goal to move steadily from the current sales of 2 billion to 10 billion, and is committed to becoming a provider of overall solutions for the Internet of Things based on location services. business. To this end, it is necessary to create end-to-end solutions from simply selling hardware products to value-added services such as management software and traffic platforms, expand more value space and growth points for customers, and build a broader business ecosystem.

In the early stage of the company's development, the company adopted the independent operation method of the business department, relying on the hard work and efforts of all colleagues to achieve rapid growth in performance, but to a certain extent, it resulted in weak inter-departmental collaboration, relatively scattered internal resources, and overall Target is not strong enough. The group reform is committed to creating an operation mode with customer service as the core, product line as the center and resource function line support, reintegrating resources, clarifying the group's strategic goals and strengthening the core competitiveness of the market.

CEConline: What is the relationship between the management practice of "enterprise group reform" and your company's corporate strategy or your long-term planning in the future?

Gao Xingxin: Jimmy's vision is to become a continuous leader in the Internet of Things industry. "Making the connection easier" is the mission and original intention that Jimmy has always adhered to, and has been around this vision for a long time. In line with our original intention, we have set phased goals, condensed the wisdom of the team and innovative achievements, and made steady progress to bring about the growth and transformation of business and comprehensive strength.

The management practice of "enterprise group reform" is to achieve the goal of 10 billion sales, integrate the internal resources of the group, and fully mobilize the front-end to back-end human resources to concentrate supply to profits Online, with the promotion of PDT's horizontal project team, it can quickly respond to the market and speed up product launch, and the overall goal is stronger. This is a touchstone and an important measure to help Jimmy transform from a single hardware equipment provider to a location-based service-based IoT overall solution provider, helping Jimmy to provide corresponding services and one-stop solutions according to the diverse needs of market users , to expand development space and profit growth points for more valuable customers, truly achieve "customer-centric", and build a broader business ecosystem.

CEConline: What measures has your company taken to promote the implementation of the "enterprise group reform"? What obstacles did you encounter in the process of advancing, and how did you solve them?

Gao Xingxin: (1) The main measures taken to accelerate the implementation of the reform:

The first is to introduce professional consulting institutions. Drawing on the essence of excellent enterprise management, a consensus has been reached on the construction of Jimmy's management system and the overall improvement of cooperation. It is planned to systematically improve Jimmy's overall management system and capabilities through a period of about 2 years and phased implementation, and complete the construction of an internal professional mechanism.

The second is to change the company's management model. From the original independent accounting business model of the business unit, it has been transformed into a three-pillar model with profit centers as the core and functional resources and R&D resources as the support.

The third is to abandon the concept of companies and business divisions, divide product lines, and set up PDT teams. Under the actual functions and departments, the core leaders of each department form a team, each responsible for the PDT of a product line, accelerate the promotion of product or product line output, act as an "accelerator", open up the process between various departments, and gradually break the invisible "Department Wall".

The fourth is to establish an effective incentive mechanism. On the one hand, the company will issue rewards corresponding to the recommended position level to the regular employees who recommend suitable candidates for the company's required positions and finally successfully arrive on the post; on the other hand, encourage employees to innovate, and issue honorary certificates and material rewards to intellectual property owners who have obtained legal rights. Stimulate employees to innovate. At the same time, through OKR agile performance management, we can identify high-quality talents, give a certain degree of rewards to employees with outstanding performance, stimulate employees' awareness of goals and challenge spirit, and work together towards the company's big goals.

(2) Resistance

The first is cross-departmental communication assistance. Information asymmetry between departments, unclear responsibilities and authorities, and inappropriate relationships in communication can easily lead to conflicts. The second is resistance to individual and team change. On the one hand, the long-standing inherent work cognition and behavior habits of individuals are difficult to change immediately, the fear of the unknown state brought about by the implementation of new management methods, and the deviation of the understanding of reform; on the other hand, the organizational structure of the team has occurred. Subversion, the flow of people, bound by group norms, the original interpersonal relationship may be changed and destroyed due to changes, etc.

(3) Solutions

1. Clarify the functions of each department and build a complete enterprise information system. Integrate the internal organizational structure of the group, clarify the functions of each position, minimize the appearance of blank areas of responsibility, realize the scientific allocation of division of labor, and effectively prevent the phenomenon of work "wrangling" due to overlapping positions.

Upgrade and improve the construction of enterprise information system, standardize various business processes and operational specifications, save time and cost, break the status quo of information system islands, and strengthen the flow of data in different systems. All departments strengthen communication and collaboration to achieve barrier-free cross-departmental communication.

Second, conduct training for the management of each department to clarify the necessity of reforming practice. Before promulgating various new management measures, conduct targeted leadership training and strategic interpretation for the management of each department, drive team practice and implementation from top to bottom, set a good benchmark for the team, and clarify the necessity of reform .

Actively communicate with employees to help them understand the current situation of the group and the necessity of making changes, so as to gain the recognition of employees, so as to actively participate in the change process of the group.

Three, fully mobilize the enthusiasm of employees and actively participate in the change. By participating in Jimmy's management practice, employees can fully understand the progress of the reform, so as to gain a sense of security and trust, and have a sense of ownership. In this way, the reform is not only a matter of the group, but also a challenge to the employees themselves.

Through the open discussion on the content and implementation of the change, the participants can enhance communication and mutual acceptance, so as to win the recognition and support of the employees for the change, and eliminate possible problems in the process of change to the greatest extent. Various resistances have laid a mass foundation for the group's reforms.

CEConline: Up to now, what positive impact has the "enterprise group reform" brought to your company's business development, especially in terms of performance, and what achievements have you made?

Gao Xingxin: Although the "enterprise group reform" is in the initial stage of practice, it has already brought a lot of visible positive effects to Jimi's interior, which makes us more convinced that this series of reform measures are feasible , the future results are also more promising.

The transformation of the operation and management model from extensive to refined and functional to business-oriented has been preliminarily realized, the operation efficiency of the group has been improved, and management methods such as the organization and responsibilities of product development, performance appraisal, and incentive measures have been steadily optimized. .

Internal information management tends to be standardized and systematic, and a series of procedures and regulations have been formulated to regulate server upgrade management, storage, circulation, and destruction of file information, and strengthen the protection of trade secrets .

More emphasis is placed on overall solutions and one-stop service capabilities, more and more attention is paid to the establishment of the external group image and brand, and more energy is devoted to enhancing the group's brand attributes and providing customers with high-quality and sincere services, From the front-end of sales to R&D, marketing and other departments, the coordination and cooperation have made global customers have a deeper impression of the Jimmy brand.

In the process of business implementation, focus on the training of key positions to enable them to undertake the work. Mobilize employees' enthusiasm for work and stimulate employees' sense of innovation. Performance encouragement and talent training provide employees with diverse opportunities for career development, which enhances the Group's recognition and collective sense of honor.

The adjusted organizational structure of the group clarifies the responsibilities of each department and clears the blank area of responsibility, which will effectively break the departmental wall, improve the working mechanism, strengthen the coordination and cooperation between various departments, supervise and promote each other.

Gradually build a customer-centric operation mechanism with product and resource line support, unified planning, and unified guidance. The entire profit line is responsible for the group's 10 billion goal, the functional line provides cooperation, and the R&D center analyzes priorities and formulates R&D strategies after collection. Mobilize the enthusiasm of the product line, improve the utilization rate of resources, and work together to achieve the group's 10 billion goal.

CEConline: What is the focus of your company's management optimization and upgrading in the next stage? Faced with the current complex economic situation at home and abroad, how will your company respond?

Gao Xingxin: In the next stage of management optimization and upgrading, Jimmy will continue to promote the implementation of a series of reform measures, deeply integrate with Jimmy's culture, further improve quality and efficiency, and have a more positive impact and Considerable results. Adhere to the combination of "going out" and "bringing in", exchange and learn with more domestic and foreign excellent enterprises, experts and third-party consulting agencies, learn from and absorb advanced management experience, and combine with their own actual more systematic and effective standards construction and application of various item management.

A series of innovative management measures are to serve better teamwork, listen more to the voice of customers, understand customer needs, truly focus on customer needs, and provide more professional and high-quality products. product and service.

The current complex economic situation at home and abroad presents both opportunities and challenges for the Group. The full bloom of the Internet of Things, big data, cloud computing, and artificial intelligence has brought new development opportunities for Jimmy. It also means that the competition in the industry will become more and more fierce. The determination and will of Jimmy people to concentrate on doing their own things is also firmer. .

First, vigorously invest in R&D and innovation to support China's Beidou satellite business. Through the annual R&D investment of over 100 million yuan, we have established industry-university-research cooperation and postgraduate training bases with Huazhong University of Science and Technology, South China Normal University and other universities, and established R&D centers in Shenzhen, Huizhou, Chengdu, Chongqing, Shanghai, and Xi'an. Promote the transformation, implementation and application of leading scientific and technological achievements, and continuously improve its competitiveness in the fields of intelligent hardware, big data, cloud platforms and AI algorithms, so as to meet the needs of market development and accelerate the development of the group.

Second, build a high-quality talent echelon by building a talent training channel with colleges and universities. Jimmy provides 300+ positions for fresh graduates of colleges and universities every year, providing sufficient learning and practical opportunities for talents; setting up R&D centers in various places as talent reserve bases to promote the transformation, application and implementation of scientific achievements, and improve the creativity and innovation of the group The implementation of management methods such as "employee mentoring system" and "internal recommendation system" will help Jimmy to attract more outstanding talents, form an excellent high-quality team, and become the main force and driving force of Jimmy's development.

Reviews from experts

Liu Shaoxuan

Vice Dean of Antai College of Economics and Management, Shanghai Jiaotong University

The core essence of development in the new era is high Quality development. Jimmy's enterprise group reform has successfully realized the refinement and functionalization of operation and management, the systematization and standardization of information management, the individualization and integration of product solutions, and the step-by-step and scientific talent system, which has laid a solid foundation for the high-quality development of Jimmy Group. solid foundation.

Gao Jingxin

Director of Executive Education Center, Antai College of Economics and Management, Shanghai Jiaotong University

Jimmy Group carries out reform and innovation from the top-level design dimension to meet the needs of different users , is an attempt at supply-side reform. Breakthroughs from the three dimensions of strategy, talent and informatization find the key points of reform, especially in the dimension of business innovation, the launched PDT model and process can more effectively achieve the goal of reform.

Zhang Yulai

Deputy Dean of the Japan Research Institute of Nankai University

Emerging markets need more companies to establish sustainable development strategies. "Entering the Internet of Things" has become the call of the times, but the more fertile the soil is, the more it will test the ingenuity of the cultivators. Jimmy recognized the importance of "differentiated competition", established the direction of "service-oriented strategy", took hardware as a platform for solution services, and recognized the importance of knowledge-driven.

Wang Sai

Partner of Kotler Consulting China, well-known growth strategy expert

From 1 billion to 10 billion is an insurmountable gap for many companies. When the scale of the enterprise is small, it depends on the product, and when the scale is large, it depends on the management. We see the correct direction of efforts in the "enterprise group reform" initiative of Jimmy Industry: ecological product, from hardware to software, brings profits and more connections; flexible team, imitating the Internet team model, creating a Highly capable and dynamic "enterprise-in-enterprise" PDT team. A lesson for all SMEs in the growth GAP.

Zhang Zhenghua

Founder of Best Consulting Group, Chinese enterprise reform expert

The management development of the enterprise has gone through from experience management to scientific management, and finally to The process of cultural management is the only way for an enterprise to change its management maturity from extensive to refined management. Jimmy showed us a benchmark case of group reform, from strategic top-level design, to the integration of group resources, followed by key business improvement, then to talent development and training and cultural integration, and finally using information technology to improve efficiency and standardized implementation, Jimmy's transformation The road is very scientific and very determined.

Duan Lei

Chairman of Hanzhe Consulting Group and President of Hanzhe Investment

For multi-product manufacturing enterprises, the division system seems to be invincible It is true that the business unit system has obvious advantages in mobilizing the enthusiasm of business units, adapting to unique product markets, and improving response speed. However, at the same time, its limitations are also very prominent. Policy is difficult to issue, etc. Therefore, for the divisional system, enterprises can be said to have a love-hate relationship, but because of their huge influence, they often lack the motivation and courage to change. Jimmy has made bold changes in the group reform, with product lines as the center, R&D resource lines and functional lines as the support, and PDT as a customer-oriented management unit. Through informatization and other means, it has successfully promoted the transformation of the business unit model to the centralized model. , which has played a positive role in enhancing the external image of the group, improving the efficiency of resource allocation, and ensuring the realization of the production target of 10 billion yuan.

Li Hui

Mercer China Partner

With the development of China's economic environment, the competition of enterprises has become more and more complicated. In most industries, Gone are the days of winning by price. Enterprises are facing more pressure to improve their organizational capabilities in all aspects. From strategy, talent to management, they cannot relax in any aspect.

Xie Zhaohui

Founder of Zhixue Consulting and Chinese Partner of Balanced Scorecard

With the help of "enterprise group reform", Jimi is in the management and control mode Breakthroughs in the fields of evolution, focus on goals and resources, breakthrough of organizational barriers, team incentives and innovation, etc., realize the strategic transformation from hardware equipment manufacturing to providing one-stop service. It has strong reference significance for enterprises to transform from traditional to emerging models and cope with challenges in management and control, organization, capabilities and resources.

Ye Xiaosong

India Group-Chairman of Xiamen Hill Enterprise Management Consulting Co., Ltd.

Jimmy Group's "enterprise group reform" is a very good enterprise A case of transformation and upgrading. The strategic upgrade from products to solutions allows us to get rid of homogeneous price competition and enter higher profit areas. The source of enterprise transformation and upgrading must be to create higher value for customers, and the foundation of this strategic upgrade lies in talents and R&D.

Picture/ Jimmy Group