The morning light streamed through the tall floor-to-ceiling windows onto the long, oval conference table in the family business's meeting room, illuminating the various documents and materials laid out on it. Jiang Zhi and Shen Qingchen sat at the head of the table, their expressions focused and solemn. They knew full well that as the family business's business had expanded exponentially over the years, its once simple and crude management model had become like an old garment stretched tightly against an increasingly robust body, becoming riddled with flaws. Internal management issues were becoming increasingly prominent, and the time had come for drastic reforms.
In the conference room, family members and senior management of the company gathered together, and the atmosphere was slightly depressing. Everyone knew that today's meeting was related to the future rise and fall of the company, and every decision might stir up a thousand waves in the long river of the company's development. Jiang Zhi coughed lightly, breaking the brief silence. She looked around, her eyes full of determination and expectation, and slowly said: "Everyone, our family business can achieve what it has today, which is inseparable from the hard work and dedication of everyone. But now, the company is growing too fast, like a luxury car that is running at high speed but lacks fine maintenance. The hidden dangers of internal management have begun to frequently flash red lights. We gathered everyone here today to discuss a comprehensive and feasible optimization plan to let the company regain the vitality to move forward steadily."
Shen Qingchen nodded slightly and took over Jiang Zhi's words: "That's right, the problem is already in front of us, and avoiding it will not solve anything. From the chaotic and unclear organizational structure, to the cumbersome and procrastinating business processes, to the ineffective performance appraisal, these problems are like nails hidden in the dark, gradually puncturing the tires of the company's progress." As he spoke, he picked up a report on the table, which listed in detail the many problems found in the recent internal investigation of the company, and his brows couldn't help but frowned even tighter.
To ensure this management optimization effort would hit the mark and address the problem, Jiang Zhi and Shen Qingchen had specially invited a renowned management consulting team. At that moment, the team leader stood up. He wore a sharp, dark suit and sophisticated glasses, his gaze gleaming with wisdom and professionalism. He cleared his throat, then, using the conference room's projector, displayed a carefully crafted PowerPoint presentation on the large screen and began a comprehensive analysis of the company's current situation.
"First, let's look at the organizational structure," the consultant said, pointing to a complex diagram on the screen. "Currently, the company's departmental setup is rife with illogicalities, including overlapping functions and unclear responsibilities. It's like a ship where the sailors don't know which sail and which oar they're responsible for. In an emergency, chaos is inevitable. For example, the marketing and sales departments are duplicating their efforts on certain business areas, wasting significant human and material resources. Poor communication also leads to confusion in customer relations and negatively impacts customer satisfaction."
Everyone present whispered to each other, their faces showing expressions of sudden enlightenment and a hint of regret. These issues might have been noticed on a daily basis, but now, to see them laid out so systematically and clearly before their eyes, it was still shocking.
The consultant continued, "Looking at the business process again, lengthy approval processes act like hurdles, making the once simple process incredibly difficult. A typical project contract, from drafting to final signing, can go through over a dozen departments and nearly twenty signature stages, taking weeks. This is undoubtedly fatal in a rapidly changing market. Our competitors may have already seized the initiative, while we're still stuck in our own web of processes."
Upon hearing this, a senior executive in charge of the business couldn't help but slam his hand on the table and said with regret, "Alas, these issues should have been addressed long ago. I've lost several great project opportunities to competitors because of our slow process. I've been furious."
"And then there's performance appraisals," the consultant's voice echoed, drawing everyone's attention back to the big screen. "The current performance appraisal system is too general and simplistic, lacking clear quantitative indicators and incentive mechanisms. There's no clear difference in compensation or promotions based on how much or how little an employee works, or how well or poorly they perform. This significantly dampens employee motivation. If this continues, the company will become stagnant and lose the drive for innovation and progress."
Jiang Zhi and Shen Qingchen listened attentively to the consultant's every word, occasionally jotting down key points in their notebooks. When the consultant finished, they exchanged a look of determination. Jiang Zhi spoke first, "The consultant team's analysis is incredibly insightful and has given us a clearer understanding of the problem. Now, let's brainstorm and discuss specific optimization measures."
A lively and in-depth discussion ensued in the meeting room, with family members and senior management speaking freely, expressing their opinions and offering suggestions for optimizing corporate management.
Someone suggested, "Regarding the organizational structure, I think we should redistribute departments according to business segments, implement flat management, reduce the number of intermediate layers, make information flow smoother, and enable decisions to be implemented more quickly. Just like internet technology companies, we should build agile and efficient teams."
This proposal immediately garnered considerable attention, with everyone contributing details. After considerable discussion, a new organizational structure was initially finalized: the company would be divided into several key sectors: core business, emerging businesses, technology R&D, market operations, and logistics support. Each sector would have a designated leader reporting directly to senior management. At the same time, unnecessary deputy positions would be streamlined, and the responsibilities and authority of each position would be clarified to ensure that each task had a dedicated individual responsible, eliminating buck-passing and stalling.
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