![]() ![]() This concept was embraced by electric vehicle manufacturer Build Your Dreams (BYD), which in late January 2020 when the COVID-19 pandemic was beginning to ravage the country, charged key leaders and division heads to find a solution to the mask shortage. Chinese management encourages faster execution and decision-making by adopting “single-threaded leadership,” which gives a leader a clearly defined task, budget, and timeline. Managerial Implications: Applying the Lessons of DEDA in Western FirmsĬhinese firms have an advantage due to their large workforce and collectivist culture. Microenterprises at Haier now account for $500 million in revenue and are doubling in size annually. The microenterprise team is now expanding to create offerings in dozens of other complex food categories. The product became an instant hit during the Chinese New Year. The microenterprise approached cooks, restaurants, and food-processing manufacturers to task them with finding a way to make roast duck in a prepared-food package that customers could put in their pre-programmed ovens. ![]() The team found that many families enjoy complicated meals such as roast duck that are normally prepared by professional chefs. One recent example is a microenterprise tasked with developing food products that complemented its kitchen appliances. Haier currently has a platform of 4,500 self-managed businesses that use shared resources to adjust to market shifts. As a result, Haier can discover and capitalize on new opportunities, such as incubating biotech companies in refrigeration chains and radiotherapy equipment manufacturing. ![]() Haier built on this foundation by allowing teams to incorporate as microenterprises with rights to make decisions, hire talent, and award compensation. Members were connected through a technology platform to back-end resources that enabled access to suppliers, other microenterprises, and partners from within or outside the Haier group. Frontline employees had P&L responsibility and received a share of profits created by the team. In 2005, Chinese appliance giant Haier began implementing a system of small, self-managed autonomous teams to create value directly for its customers. This frees up Handu to focus on its core competencies while allowing external partners to serve other customers. By using cloud-based supply-chain-management software, Handu minimizes its inventory and production costs, making it more efficient and profitable. HStyle relies heavily on a digital platform that connects autonomous teams to both Handu and partner factories, allowing for small-batch production at high speed that can be scaled up easily when a product line proves successful. If members of a team split off to form a new team, the leader of the new team must pay a fee to the original team for its previous training. The company ranks team performance daily, and the results are accessible to everyone in real-time, creating a competitive drive between teams. HStyle sets annual production and sales targets, but the team controls product development, new product launches, discounts, and promotions. Each team has a minimum of three members, and if the product becomes popular, the team can grow to as many as 25 people. For example, at e-commerce company Handu Group, the core women's clothing brand known as HStyle operates using a system of teams responsible for designing, producing, and selling the firm's products. Yip (Northeastern University) Handu GroupĬhinese companies have successfully scaled up the concept of autonomous teams to groups of several dozen people, particularly in customer-facing roles. Greeven (IMD Business School), Katherine Xin (China Europe International Business School), and George S. We plan to maintain this legacy for many generations to come.This brief is part of the Insights Center for Emerging Markets, a publication focused on cutting-edge ideas and advice for global leaders about emerging markets.īy Mark J. We are dedicated to our communities, employees and the environment in which we work. One thing we've learned over the years is that consistently producing high quality shellfish requires a long-term commitment to people and place. They have created a family environment of over 500 dedicated employees, including their children. In the last thirty years they have expanded our product line to include geoduck, mussels and a variety of half-shell oysters. Today, the company is led by Bill and Paul Taylor and their brother-in-law Jeff Pearson who have grown our company past the tidelands bringing our product from tide to table. ![]() Since then, every generation of the Taylor family has grown up with a passion for shellfish and for the close-knit communities and rugged landscapes of Western Washington. Our great great-grandfather found his true calling in oyster farming, which started our legacy that lives on today. It all began in Totten Inlet with the tiny Olympia Oyster. ![]()
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