Examples of enterprise decentralization

1. Decentralization is a phenomenon or structure, but the best explanation for this phenomenon is the concept of blockchain. If you want to have a thorough understanding, you can go to the community app of lianpai to have a look

3. From the perspective of Internet development, decentralization is the form of social relationship and content generation formed in the process of Internet development, and is a new network content proction process relative to "centralization"
compared with the early Internet (WEB 1.0) era, today's Internet (Web 2.0) content is no longer proced by professional websites or specific groups of people, but is the result of the joint participation and equal power of all Internet users. Anyone can express their views or create original content on the Internet to proce information together
with the diversification of network service forms, the decentralized network model becomes more and more clear and possible. After the rise of Web2.0, the services provided by Wikipedia, Flickr, blogger and other network service providers are decentralized. Any participant can submit content, and Internet users can create or contribute content together
since then, with the emergence of more simple and easy-to-use decentralized network services, the characteristics of Web2.0 have become more and more obvious. For example, the birth of services more suitable for ordinary Internet users, such as twitter and Facebook, has made it easier and more diversified to proce or contribute content to the Internet, thus enhancing the enthusiasm of Internet users to participate in the contribution and recing the threshold of procing content. Eventually, every netizen becomes a tiny and independent information provider, making the Internet more flat and content proction more diversified
from the perspective of astronomy, decentralization refers to the fact that the universe has no center, that is, a boundless mass without a central point.

4. EOS haven't heard of digging yet

5. So far, Haier and ideal have done a better job in the globalization of Chinese enterprises“ Haier's full participation in the Expo stems from the success of its steady global brand strategy. " Zhang Tieyan, director of Haier global brand operations, said that Haier entered the global market, successfully implemented its international brand strategy of "going out, going in, going up", and created the "Haier global model". The United States is the first stop of Haier's globalization. In the stage of going out, Haier, with the gap strategy of "difficult first and easy later", focuses on the gap procts that consumers have demand but competitors do not have the main focus, and creatively introces desk refrigerators, apartment wine cabinets, little frog color TV and other procts to win market share; In the going stage, Haier strives to integrate Haier brand into American life through the trinity of R & D, manufacturing and sales, and the localization of procts, channels, marketing and management. Haier's local mainstream procts have entered the mainstream channels including the top 10 Dalian lock channels in the United States, creating many wonderful marketing cases, such as 7000 air conditioners sold in one place within 7 hours; In the stage of going up, Haier has positioned itself as the first competitive provider of solutions for better living, creating a large number of high-end fashion procts such as Haier French refrigerator, Haier Italian three door refrigerator and American large capacity washing machine. At the same time, Haier's brand building has developed steadily. After that, Haier expanded its overseas market on a large scale and adopted the experience gained in the US pilot field. After 20 years of development, Haier has built a three-dimensional marketing system in the world, that is, the combination of R & D, manufacturing and marketing. So far, Haier has established 8 research centers overseas, 19 factories and 4 instrial parks, and its procts have entered more than 160 countries and regions. Haier has entered the mainstream market of developed countries in the world. After Haier has gained a certain popularity in the world, what Haier needs is to further enhance its popularity in the world. According to Lenovo's financial report for the second quarter ending September 30, 2010, in emerging markets, Lenovo's combined sales in the second quarter hit a new high of US $1.1 billion, accounting for 18% of the group's total global sales. During the quarter, Lenovo's PC sales soared 65% year-on-year, and the overall market sales in the region increased by 17%. It is worth noting that the growth of Lenovo Group in some emerging countries is particularly significant, including Russia's growth of 185%, Latin America's growth of 68%, India's growth of 60% and the Middle East's growth of 59%. In mature markets, Lenovo's combined sales reached $2.1 billion in the second quarter, accounting for 36% of the group's total global sales. The group's PC sales in the quarter increased by 40% year-on-year, significantly higher than the overall market sales growth of 3.4%. The group's market share in the region increased by 1.5% year-on-year, and successfully turned losses into profits. Chen Shaopeng said that the Chinese market contributed a lot to Lenovo's commendable achievements“ For Lenovo, the Chinese market is not only the root of Lenovo, the main source of income and profit, but also the experimental field of Lenovo's globalization strategy. We can the successful experience of the Chinese market to foreign countries. " In his view, Lenovo's transcripts in emerging and mature markets fully prove the correctness of its original decision: it has not only turned losses into profits in mature markets, but also won the battle in emerging markets. In terms of proct organization, the adjusted think proct group focuses on relationship business and high-end transactional SME market, idea proct group focuses on mainstream consumers in emerging and mature markets, as well as transactional SME business customers, which is concive to the localization of Lenovo in foreign markets, More targeted to focus on superior resources to serve target customers. It's like iron, but now it's over from the beginning. After five years, Lenovo's road to globalization, which was once groping forward, has become wider and wider. Looking forward to the mobile Internet market which is likely to surpass the traditional PC market, Chen Shaopeng said that Lenovo is ready to "expect Le phone, Lenovo tablet and other terminals to provide users with a perfect mobile Internet application experience".

6. 1、 Looking for the logic of culture from Wal Mart's history

history is the most convincing level in the cultural system. When we investigate a fortune 500 company, if we don't start from history, we can't find the way to see the whole picture. This is not only a correct way of history, but also a correct way of thinking of business philosophy. We start here, from the founder of Wal Mart, from Wal Mart's first store


from the appearance, Sam Walton is an ordinary man. He grew up in the great depression and served in the army ring World War II. It was this unknown man who later founded the world's largest retail business. Sam has a strong sense of competition and risk-taking spirit. He realizes that in order to succeed, Wal Mart must not only provide customers with low price procts, but also surpass customers' expectations of high-quality service. Sam devoted all his life to this idea. He inspires and inspires employees and practices what he advocates. Just like the first store, today's Wal Mart is still driven by three basic beliefs. Although Mr. Sam has left us, his philosophy and philosophy will always lead us to success.. Sam has been demanding himself by the principles of diligence, honesty, friendliness and thrift
. Although he died in 1992, with the expansion of Wal Mart's business, these spirits are still reflected in different countries and cultures. Wal Mart's success today is e to the fact that it never complains about the company's current situation. Wal Mart is a visionary company. It values its past and is good at drawing lessons from it, but it will not stagnate

the following chronology reflects the development of Wal Mart< In 1962, Sam Walton founded the company and opened the first Wal Mart department store in Rogers City, Arkansas< On October 31, 1969, Wal Mart Department Store Co., Ltd. was established. In 1970, the company established its headquarters and the first distribution center in Bentonville, Arkansas; In 1972, Wal Mart's shares were approved to be listed on the New York Stock Exchange; Inspired by Korean workers, Sam Walton introced the famous "Wal Mart" in 1975 and opened the first Sam's club in Midwest, Oklahoma in 1983; In 1984, Sam Walton fulfilled his promise to his employees, and the profit before corporate tax reached 8%. He started a hula dance on Wall Street; In 1984, David glass became the president of the company; In 1987, Wal Mart completed its satellite network, which is the largest private satellite system in the United States. In 1988, David glass became the CEO of the company; In 1988, the first Wal Mart shopping mall opened in Washington, Missouri.

in 1990, Wal Mart became the largest retailer in the United States; Wal Mart stores opened in Mexico City in 1991, and Wal Mart began to enter the overseas market; On March 17, 1992, Mr. Sam Walton was awarded the medal of freedom by President George W. Bush; On April 5, 1992, Mr. Sam Walton died; On April 7, 1992, S. Robertson Walton became the chairman of the board of directors of the company; Wal Mart entered Puerto Rico in 1992; In 1993, Wal Mart's International Department was established, and Bo
Bi Martin became the president and CEO of the international department; In December 1993, the first weekly sales reached 1 billion US dollars; In 1994, it acquired 122 woolco stores in Canada; In 1995, he entered Argentina and Brazil; In 1996, it entered China through the establishment of
joint venture company; In 1997, it became the largest private employer in the United States; In 1997, it had 680000 employees in the United States and 115000 employees outside the United States; In 1997, Wal Mart stock became the Dow Jones instrial average stock; In 1997, Wal Mart's annual sales exceeded 100 billion US dollars for the first time, reaching 105 billion US dollars; In 1998, we acquired 21 we
rtkauf and entered Germany. In 1998, we introced community stores for the first time and opened three community stores in Arkansas; In 1998, the annual charitable donations exceeded 100 million
US dollars, reaching 102 million US dollars; In 1998, through the establishment of a joint venture, it entered Korea; In 1999, the total number of employees reached 1.14 million, becoming the largest private employer in the world; In 1999, it acquired Asda group company (229 stores) and entered the UK. In 2000, it ranked fifth among Fortune magazine's "most respected companies in the world"; In 2000, Lisco became president and CEO of Wal Mart; In 2001, it ranked third among the most respected companies in the United States in Fortune magazine
; In 2001, one-day sales set a record, reaching US $1.25 billion on the next day of Thanksgiving.

in 1996, with the strong support of Chinese government leaders at all levels and with the approval of the State Council, Wal Mart China successfully opened the first Wal Mart shopping mall and Sam's club in Asia in Shenzhen. At present, Wal Mart has set up 20 stores in China, including Wal Mart shopping mall, Sam's club and Wal Mart community stores, employing more than 10000 employees. Wal Mart has introced many years of retail experience, advanced management technology and brand-new business philosophy into the local market to seek common development with local retailers. At the same time, Wal Mart's concept of "everyday parity", "one-stop shopping" and the operation mode of warehouse type meeting have been fully affirmed by the government and favored by the majority of consumers. Wal Mart is improving the quality of people's consumption with high-quality and affordable goods and gracious services. Wal Mart adheres to the principle of "local procurement". More than 9% of the goods in Chinese stores are made in China. While opening stores in various places, Wal Mart also actively develops the procurement of local goods, so as to promote the development of local economy. Through global procurement, Wal Mart also sells a large number of Chinese procts overseas every year
. In 2001, Wal Mart purchased more than 10 billion US dollars from China directly and indirectly. These procts are
supplied to Wal Mart stores all over the world. Wal Mart believes that every store has the responsibility to repay its community
. Since 1997, Wal Mart China Limited has donated more than 5 million yuan in various forms to disaster stricken areas, hope schools and social welfare agencies. This number will continue to improve with the development of Wal Mart's business

"Sam Walton left us a legacy. He has created a company and an
environment that encourages us to make extraordinary achievements. " The president and CEO of Wal Mart said: second, people-oriented corporate culture. Sam Walton, the founder of Wal Mart, once summed up the "Ten Rules" for the success of his business: be loyal to your business; Establish partnership with colleagues; Motivate your colleagues; Communicate with colleagues in everything; Thank colleagues for their contribution to the company; Success should be celebrated and failure should be optimistic; Listen to colleagues' opinions; Exceed customer expectations; The cost of control is lower than that of competitors; Go up against the current and give up traditional ideas. Seven of the "Ten Rules" are related to employee relations, which shows how important Wal Mart has placed employee relations<

Sam Walton once lobbied David glass, who became the CEO of Wal Mart, to join him. It took him 12 years. This devout "preacher" finally made glass alliance with Wal Mart, and glass became the president of Wal Mart in 1984. From this, we can see Wal Mart's employment principle of "absorbing, retaining and developing". Now, Wal Mart's basic strategy of human resources has changed, and "retaining, developing and absorbing" has become its guiding principle. This is not a simple change of position, it means that Wal Mart
pays more attention to training and selecting talents from its original employees, rather than blindly hiring talents from outside when talents are scarce
Wal Mart's human resource strategy has increasingly focused on tapping gold from the inside< After decades of development, Wal Mart has created an extremely valuable corporate culture, which has become the key to attract and retain talents. Sam Walton once had a famous saying: "to treat employees like flowers and trees in a garden, we need to water them with spiritual encouragement, promotion and preferential treatment, transplant them in time to ensure the best match, and carefully remove the weeds in the garden when necessary to facilitate their growth." This passage can be described as the essence of Wal Mart's
corporate culture<

Wal Mart treats its employees as partners of the enterprise, and the relationship between managers and employees is also a partnership in the true sense. Almost all the managers of Wal Mart use the bag buttons with the words "we care about our employees" engraved on them. They pay great attention to listen to the opinions of the employees. In order to truly treat employees as partners, Wal Mart implemented the "profit sharing" policy in 1971. Sam Walton believes that if a company shares profits with its employees, whether by means of salary, bonus or stock discount, the profits flowing into the company will continue to flow. Because employees will
treat customers exactly as the management treats them. If employees are kind to customers and customers are satisfied, they will often visit our store, which is the real source of profits for the chain store instry. At present, more than 80% of Wal Mart's employees have directly owned the company's shares either through profit sharing plan or employee stock option plan, which has formed a community of interests between the company and its employees, making them regard the company as their own, and greatly enhance their sense of identity with the company, In addition to the measures of economic benefits, Wal Mart also attaches great importance to the spiritual encouragement of its employees. Photos of advanced employees are hung in the windows of its headquarters and stores, and outstanding management personnel will be awarded the title of "Sam Walton entrepreneur"“ There is also a word "share information" in Wal Mart dictionary. Sharing information and responsibility is another important part of Wal Mart's partnership. It makes
people have a sense of responsibility and participation. In each store, Wal Mart publishes the profit, purchase, sales and price rection of the store, not only to the managers and their assistants, but also to every employee, timekeeper and part-time employee of the store. Although some information will spread outside the company, they believe that the benefits of sharing information with employees are far greater than the possible side effects of information disclosure to outsiders. In fact, so far, it has not done any harm to Wal Mart

Wal Mart not only has a good platform to retain talents, but also has a system to retain talents. The open door policy ensures that any employee who has any opinions, suggestions, ideas or complaints about himself or the company can report to the company orally or in writing

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8. Corporate culture is simply the general term of the goals, values and behavior norms that employees cultivate in the long-term proction practice and abide by together

for enterprises in the 21st century, "corporate culture" is no longer a strange term. Since China introced foreign "corporate culture", many entrepreneurs have studied and explored it. However, e to the different nature, scale and start-up of these enterprises, the cultures of these enterprises have their own merits, even success or failure. The "three-level theory" (material culture, institutional behavior culture and spiritual culture) of Qing Haier Group is the most typical. So, what is corporate culture and what is the role of corporate culture? We can deepen our understanding through the following cases

in Haier's enterprises, you can see that when Haier's workers walk in the factory, they always walk in the yellow line on the side of the road. If you ask them: why do you walk in the yellow line? He will tell you naturally: I should walk here. Because from the day he arrived at Haier, he knew that he had received such cultural training, and this culture has been deeply rooted in his mind. If you go into Haier's workshop again, you will find that Haier's workshop is bright and clean, and the costumes of Haier's employees are also very unified, which is also a manifestation of culture

case 1: excellent corporate culture makes employees have a sense of collective honor and love the enterprise

there is a story circulating in Haier: in a washing machine factory of Haier, a girl entered Haier Group at the age of 19, and was baptized by Haier culture for three years. Three years later, she got sick and was diagnosed with leukemia, just when she was about to die, She gave her relatives one last wish: I want to have a last look at the Haier I work for. What does that mean? It is Haier's culture and the charm of Haier's culture that make Haier people love this collective

case 2: corporate culture can make an enterprise lose, or make an enterprise prosperous or sustainable development

in management a few years ago, there were several ways to merge enterprises. For example, when enterprises with relatively strong assets merged with small enterprises, they were called big fish eating small fish; If it is a strong technical force to merge enterprises with weak technical force, it is called fast fish eating slow fish; There is also a kind of alliance between enterprises, called strong cooperation, called shark eat shark; Later, Haier created a new fish called eat shock fish. Its theory is: for an enterprise, if its equipment and capital are OK, but its management mode is not good, then the fish is just a temporary shock and not dead fish, not rotten fish, not smelly fish, not corrupt fish, then the fish can be eaten. The way to activate shock fish is to activate shock fish with culture and intangible assets

the case of Haier's annexation of Qing Hongxing Electric Appliance Factory is to activate the shock fish. Before 1995, Qing Hongxing Electric Appliance Factory was also a very famous washing machine factory. Before 1995, it was once the top three in the same instry. Due to its poor management in the later stage, it was insolvent in the early stage of 1995. At that time, the loss reached more than 100 million, and more than 3500 employees basically had no work to do, Washing machines from factories are often returned after they are sent out. At that time, the Qing municipal government made a decision to let Haier merge Red Star Electric. For Haier, this is a very important merger event, because before 1995, Haier did not expand its enterprises on a large scale to merge enterprises. Then, the general manager of Haier made a comprehensive analysis of Hongxing electric appliance. In the process of analysis, they found that Qing Hongxing washing machine factory is not short of capital, modern proction process equipment, and technical strength. After analysis, they concluded that Hongxing electric appliance failed in its management mode and corporate culture. Therefore, after analyzing and studying it, Haier decided to use intangible assets and culture to revitalize Hongxing Electric Appliance Factory. At the same time, Haier made such an acquisition strategy for Hongxing Electric Appliance Factory: the goal is to make Hongxing Electric Appliance Factory the leader of its peers in 2-3 years; Strategy: activate Hongxing Electric Appliance Factory with culture and management; Resources --- Haier culture + existing resources of Hongxing Electric Appliance Factory; Act - act now

after making preparations for the war, Haier quickly sent the first batch of people to the Red Star Electric Appliance Factory. The first batch of people sent by Haier to enter Hongxing Electric Appliance Factory are not the president, financial personnel or inventory personnel, but the people from Haier cultural center. The first thing they do is culture first and make it their whole merger strategy. After arriving at Hongxing Electric Appliance Factory, Zhang Ruimin, the top CEO of Haier Group, once went to Hongxing Electric Appliance Factory several times in person to talk about the values and culture of the enterprise to all its employees. When they arrived, they took the market as the center and told all the staff that what we sell is reputation. We should sell reputation first and then procts; Second, mobilize all employees to find their own problems, rece costs and increase profits; Third, we set our future development goals for our employees, that is, we will become the leader of the washing machine instry in 2-3 years. In three months, the Red Star Electric Appliance Factory turned losses into profits. In the fifth month, it made a profit of 1.5 million yuan for the first time. In two years, the washing machine General Factory of Red Star Electric Appliance Factory became the first in the washing machine instry

case 3: corporate culture can coordinate the relationship between enterprises and employees

in the month before Haier merged and settled in Hongxing Electric Appliance Factory, there was an incident of missing inspection, which was announced the next day, and the inspector who missed the inspection was fined 50 yuan. It's a normal thing that anyone who makes mistakes will be fined. In Hongxing Electric Appliance Factory, it has been considered that there is no problem and everyone agrees with it. However, it's just such a thing, which reflects the characteristic corporate culture of Haier. At that time, Chai Yongsen sent by Haier, as the general manager of the merger of Hongxing Electric Appliance Factory, decided to seize such an opportunity to ecate the employees of Hongxing Electric Appliance Factory on what culture was. The next day after the incident, in the newspaper of Haier people, an open topic that everyone can discuss was issued: who should be responsible for such mistakes? Should the staff or the leaders be punished? Such a topic, in the Red Star electrical factory launched a very fierce discussion, the quality of this is the reason for the omission, is your re inspection did not come out, or your inspection system is not in place? People in Hongxing Electric Appliance Factory think it's normal to punish employees; But Haier's culture is that the minority is restricting the majority, and the minority should bear the responsibility of the majority, that is, if something goes wrong, the leaders should bear the responsibility first. After a big discussion, the result was that Chai Yongsen fined himself 500 yuan. In addition, the relevant personnel and leaders at all levels of Hongxing Electric Appliance Factory fined themselves 1 yuan. Subsequently, this incident caused a great shock in Hongxing Electric Appliance Factory. The people of Hongxing Electric Appliance Factory thoroughly felt the characteristics of Haier culture, that is, the Haier 20 / 80 principle, that is, a few leaders should bear great responsibility. This is a cultural concept of Haier people

Case 4: in an excellent corporate culture, employees always put collective interests first

"Haier 20 / 80 principle, a small number of leaders should bear great responsibility", which is the Haier cultural concept known by everyone. In Haier's quality inspection center, there is a director of the quality inspection department who checks the last pass of Haier's proction line. If it is qualified, the finished proct can leave the factory. However, the director of the quality inspection department, in the first inspection process, he took a small white paper ball and put it in a very hidden place in the refrigerator - the back shell of the refrigerator. When he was in the final inspection, the quality inspector of the process didn't check it out. As a result, the director of the quality inspection department was fined, and at the same time, he was passively downgraded by one level according to Haier's human resource management. Others asked him, when you put the paper, did you think that you would be demoted today? Will you be fined? 'I've thought about it, I've thought about it,' he said. 'this paper is likely to be missed by inspectors. So you still do that? I must do this, because only by doing this can we ensure that Haier's procts are the best and the quality of Haier's procts

to sum up, we can see the importance of corporate culture: corporate culture is the soul of an enterprise, a commander in chief of enterprise activities, and a guide to enterprise actions. In business activities, it has an irreplaceable core role. Therefore, a successful enterprise must have excellent corporate culture. On the contrary, enterprises without corporate culture are those that fail, and corporate culture plays a vital role in the development of enterprises

I hope the above materials can help you!

9. It is an enterprise information system developed in recent years, which has been widely promoted in developed countries. For example, in addition to all MES (Manufacturing Execution System) functions, MES of Zhongan Dinghui can also realize the construction and management of LES (logistics execution system) and ges (Group execution system) of enterprise supply chain. IDM conforms to the characteristics of application operating system. It is a platform software with basic functions. On the premise of providing basic functions, it can adapt to various factory models and factory business models. Technically, it can expand its own functions in the data layer, service layer and interface layer at will. As long as it meets the IDM standard interface, it can expand customized functions on IDM like building blocks, It also includes hardware and third-party interface, which can be adapted and docked through the model.