A strategy identifies key tasks and metrics, and then realigns the organization so that the company's talent, organization, processes, climate, and culture support the strategy and initiatives. If the organization cannot match the key strategic decoding, the organization needs to be revised. This is the principle of organizational alignment. After the strategy is set, this process must be opened up; the organization must be established before it can start to do things; the formation of troops must be done, and talents can be in place. At this time, the organization is in the service of strategic goals. For example: Huawei wants to be an exciting mobile phone, a mobile phone that consumers love.
We started to analyze, we want to make a beautiful mobile phone this year, let customers love. At least the color and appearance should be beautiful. Do we have such talents? We have to match this talent and find where this talent is. Where are the Fax List appearance design talents and those who have a good grasp of color? France in Europe. Therefore, Huawei set up a color research center in France, specially to match the color of Huawei mobile phones. This is the layout of talents. After the task is set, the organization, talents and atmosphere behind it are all to match the strategic measures after decoding.
At this time, if you find the gap, you will find that there are not enough talents at all, so hurry to find talents; after the organization is established, hurry to find the organization; if you find that there are a lot of refunds in the process, then optimize it. That is, we need to re-build talents, organizations and processes around our strategic initiatives, where the organizations and talents serve to decode the strategy. In this way, there are ideas for the changes every year. Huawei positions each department as a center. Huawei has five centers: investment center, profit center, cost center, expense center, and revenue center. The investment center is based on the input-output ratio.