How does COFCO create "loyalty"

I found a new feeling of "being a leader" in the grain reform in Kim Jae Jung, Jiangguo. ) One day, COFCO suddenly received a notice from the State-owned Assets Supervision and Administration Commission (SASAC) that the subsidiary business was doing well, and the group no longer needed to exist and was cancelled. However, Ning, the chairman of COFCO, will not be alarmed, because "notice" is one of his assumptions. Taking this as a topic, he asked the managers of subsidiaries to explain within five minutes whether the group is "better to exist" or "better to quit". Professional managers are divided into two camps. The "die-hard" believes that the group can reduce financing costs and strengthen its ability to resist risks, and its reputation is better than that of a single business unit. The "other mountain school" believes that it is more conducive to professional management if the boat turns around. In addition, there are not many people with good welfare, small companies can travel, and a few boys can leave their jobs. This is an inconclusive debate and there is no need to draw a conclusion. This is a common scene in the leadership training seminar of COFCO. Ning just hopes that professional managers can think clearly about the problems existing in the management relationship between the group and the business department in a short time. Jiang Ye, general manager of the meat department of COFCO, attended the discussion. Jiang is a frank person. "I haven't thought about how much I should say at the meeting yet, because I want to say something." In fact, COFCO's seminar has a standard framework, which is divided into four stages: "introduction, catalysis, review and closing". When "catalyzing", not only Jiang, but also taciturn people often talk nonstop. Jiang has gone through a long road of promotion from a skilled worker, maintenance monitor, head of technical department to general manager. There are currently more than 70 professional managers like him in COFCO. Ning tried to implant leadership training into the company culture and help them recode their inherent management thinking. Of course, it is not easy to shock their ideas. "There was no concept of' training' more than a decade ago, mainly through passing, helping and bringing to see whose brain is smarter." Jiang recalled that his management art enlightenment came from an unusual experience. Jiang used to work in a joint venture company under COFCO. The company has two shuttle buses, one for the department manager and the other for the general manager. There are not enough seats in the former, and usually a late department manager has to ride with the general manager. At lunch, this person will be the object of ridicule. The company is hierarchical, and it is embarrassing to get in close contact with the boss. "Paying attention to responsibility and efficiency will inevitably conflict with smooth communication?" With the promotion of his position, he gained the space to explore the way of management, but this problem still bothers him. It was not until Ning parachuted in COFCO from China Resources and organized several in-depth talks with managers that he gradually found his own answer. "The level of managers is very high and they are also very confident. General Ning's training idea is based on the inside of the group, based on the inside of the team, and finally based on the managers themselves and based on the heart. " Chi, general manager of the human resources department of COFCO, said that COFCO has developed a leadership training model for this purpose. It advocates the application of action learning to the cultivation of core teams. In addition to seminars, it also organized similar outdoor experiential outward bound training. State-owned enterprise executives who are used to suits and ties are big and old, and games such as "crossing the power grid" and "crocodile pond" are not fun. "Leadership is always formed after a series of baptisms." Sun, deputy general manager of COFCO Real Estate Company, lamented after the game. Many managers have changed their leadership style. Jiang used to like to take the lead and do everything himself. "It's like land reclamation. I am planing in front with a hoe, and everyone is planing together in the back. " Now he spends more time "walking around the fields, reminding the team which direction to plan and how deep to plan". By observing Ning Gaoning, he also stole a trick from the teacher: be a leader, be familiar with things and interfere less; Participate in unfamiliar things. COFCO is a huge state-owned enterprise with the characteristics of diversification and transformation. More than 70 managers are facing many complex challenges. In addition to closed-door training, there is also a pragmatic coordinate evaluation system. After Ning parachuted into COFCO, the managers of COFCO re-evaluated their position through a KAAPP model, which includes five dimensions: knowledge (k), ability (a), attitude (a), personality (p) and performance (p), and contains 20 indicators. COFCO has applied for a patent for this 360-degree stereoscopic evaluation system. "The talent evaluation of state-owned enterprises, in the first stage, followed the way of promoting cadres by party and government organs, and generally promoted after talks. In the second stage, performance comes first, but it is not clear whether performance is brought by objective environment or subjective efforts. After a long time, the image of the manager has become more and more blurred. " Chi Tao Jing said. He used to be in charge of human resources work in Minmetals Group, and he felt that a major feature of state-owned enterprises was to make personnel work mysterious and opaque. KAAPP is a "demystifying" standard, which is formed through collective discussion. Managers list elements such as knowledge and ability. And then vote on each element. According to the vote rate, the entry standards are highly consistent. "The rules you participate in are naturally easier to be recognized," Jiang said. , you won't be promoted, and you may even be dismissed. Some professional managers have left their jobs because of this. "People usually have no opinions on the first four items, and differences are often on the last indicator." Chi said that it is inevitable that there is controversy in performance appraisal. "For example, the group hopes that some subsidiaries will achieve a profit of 654.38 billion, and the manager may think that 80 million is a lot." "According to KAAPP evaluation, among the seven abilities of managers, the one with the lowest score is to train subordinates." According to Chi, there have been cases where one person concurrently served as the general manager of two completely different business departments, because one of the companies really could not choose the general manager. Since 2008, COFCO has reconsidered the leadership model and may take the initiative to train successors to enter the assessment. "At the group level, KAAPP is only suitable for guidance." An anonymous professional manager of COFCO has a slight complaint about this system. "For example, we have nine departments. The stricter the management of some sections, the lower the score your subordinates may give you. You can't say that those with high scores in the queue are good, and those with low scores are bad. That would be trouble. Don't pay attention to the details represented by the score, but pay attention to the macro judgment represented by the score. " What is in line with KAAPP is financial strategy. Ning believes that the data is inaccurate and it is difficult for managers to evaluate, and "quarrel budget" is inevitable. He will introduce COFCO into the 6S financial management system implemented by China Resources. 6S system involves the adjustment of the interest pattern of subsidiaries, and it is difficult to implement it at first. "The 6S cycle is limited to all levels and departments themselves. It is fragmented and doesn't work. " At the beginning of 2006, Ma Wang Jun, the chief financial officer of the Group, was so outspoken about the problems encountered at that time. "In terms of human resource management, there is not much gap between us and world-class companies. The gap lies in the development and cultivation of human resources. " Chi said, "Everyone lacks enough talents, but as international talents, it is not localized enough. We are not localized enough." The COFCO Academy in Mentougou, Beijing has become one of COFCO's efforts to narrow this gap. Its predecessor was COFCO Longquan Villa, and now it is rebuilt according to the template of General Electric Craton Training Center. Ning Gaoning hopes to become the birthplace of COFCO's thoughts. "In the future, I hope that more energy will be spent not in the league, but in the academy like Welch, and 60% of the time will be spent on educating people." Ning Gaoning said.