Yuan Rujin: Under what circumstances can experience extraction be used to optimize the process and improve performance?

Huawei has a saying that the biggest waste of the company is the waste of experience.

How to manage knowledge effectively?

-Huawei has found a practical and effective method in practice, that is, the construction of case base.

In Huawei, there is a huge case base, which was built by Huawei itself through technical means.

Under various incentive mechanisms, everyone can post on it to share cases.

Employees contribute cases, provide experience content, and then experts and the public comment and praise, and engage in some social activities to make employees "seen".

After the excellent cases are reviewed, the managers will publish them internally, possibly by mail, internal publications, etc., and some cases may be selected as teaching cases in the textbooks of Huawei University.

For those who contribute to the case base, Huawei has designed a variety of incentives, including material incentives and spiritual incentives, to promote the construction of the case base.

Even the qualifications of some positions are mandatory, and the promotion candidates need to make certain contributions to the case base, so as to ensure that the resources of the case base are sufficient.

Case dissemination is actually the dissemination of effective knowledge and experience.

In this way, Huawei has realized the dynamic cycle of internal knowledge and experience.

Over the years, in the research and application of cases, I found that we can upgrade cases from learning methods to solutions.

Through the extraction and inheritance of business benchmarking experience, ordinary employees can copy the experience of benchmarking employees, have the behavior and thinking mode of benchmarking employees, and effectively improve performance.

Through case teaching, internal trainers can effectively improve their teaching ability and promote their training.

Traditional courses are usually based on theory and knowledge, while full case courses based on experience extraction are based on business scenarios.

A case may only solve one or one kind of problems, but when we have many high-quality cases, we can form a point-to-point solution in business links by mining the methodology behind these cases.

Cases can also be a solution to the step-by-step growth of post talents: employees at different levels of a post need to learn cases suitable for their own levels and also need to output different cases.

The more cases a person contributes, the more he thinks about his work, the more he summarizes and the more he experiences.

Then the promotion of post level can also be directly proportional to the quality and quantity of contribution cases.

Finally, all the cases will form an enterprise think tank, so that wisdom and experience can flow continuously within the enterprise and create value.

Let's look at two common scenes at work.

In the first scenario, benchmarking employees consider more factors than ordinary employees, collect more comprehensive information, and make more targeted planning cases.

In the second scenario, benchmarking employees are better at communicating with customers than ordinary employees, mining customer information and arousing customer interest.

If we can refine the methods and ideas, tacit knowledge and insight of benchmark employees in these specific scenarios into replicable and popularized processes/steps, tools/methods, words/formulas, we can improve the performance of ordinary employees.

In fact, for most employees in the enterprise, the best way to solve the problem is not thinking hard, but Taskmaster.

Because everyone's cognition is limited and has a ceiling, they can only consider solutions within their own thinking framework.

The master's ideological system is different from ours, so when we have the opportunity to learn from the master's experience, we have the opportunity to break through the boundary of our own cognition.

Where did the masters come from?

It comes from people who have done this and solved the same problem.

What experience extraction should do is to enhance the visibility of enterprise experience and wisdom, and share experiences and ideas among people within the enterprise.

The network structure composed of rich, diverse and diverse experiences is the source of the rapid development of enterprises.

What are the basic abilities of business experts who can solve problems faster and more effectively?

If the experience and ideas of experts, experts and benchmarks within the enterprise can be summarized, refined and extracted, then it will:

Under what circumstances does the organization need to do experience extraction?

The first situation is the rapid expansion of business.

For example, new production lines are opened, new markets are opened, and new products are listed. At this time, the existing operational experience is very precious and needs to be quickly copied within the organization.

Suppose the bank has developed a brand-new wealth management product, and ordinary employees are unwilling to sell it for fear of difficulties. At this point, the experiences that can be extracted from the internal "cattle people" include:

The second situation is the need to improve the ability of employees in core positions.

If there are only a few high-performance employees in the core business positions of an enterprise, and most employees are mediocre, how can we quickly improve the performance of all employees?

Take a bank as an example. If the core position of a bank is inclusive finance account manager, then an excellent account manager must have at least three kinds of experience to extract:

The third situation is when innovative projects are promoted.

When the innovation project in an enterprise has achieved certain practical results and the enterprise needs to copy this innovation project on a large scale, it can be copied quickly through experience extraction technology.

The refinement of organizational experience is to summarize the process, methods and skills of experts/benchmarks in doing something, and turn them into templates and tools that can be followed to improve performance.

More valuable than the standardized job description is that it will deeply explain the difficulties in each step, especially some hidden decision-making ideas.

In this project, we show the invisible experience of excellent tellers through experience extraction, and structure their thinking process through modeling, so that other tellers can learn better.

After we make the extracted tacit experience explicit, we make it a tool to facilitate employees' actual operation, so that ordinary tellers can quickly improve their previous behavior and realize the improvement of their performance.

After some experience is refined, it can even optimize the existing process and improve the overall performance.

Enterprises spend a lot of time and money gathering excellent employees and doing experience extraction workshops. As a result, a large number of case sets and work instructions of typical scenes were extracted.

So, how to lead the follow-up work and effectively turn these cases into productive forces?

To extract experience, it is ultimately necessary to realize the landing and promotion of experience within the enterprise.

The extraction of organizational experience is not an end in itself, but the ultimate goal is to form a set of easy-to-learn and easy-to-use methodology, which can be directly copied by learners and achieve the same working effect as internal experts after use.

In fact, the process of "turning books into lessons" is also a process of experience extraction, which extracts the author's experience and your own experience.

You can extract as much experience as you can in this process.

This is a process of refining experience, comprehending experience, integrating experience and remolding experience.