“我变故我在”：美的集团将走向何处？
案例编号：
CN_2019ZHGL_6567
被浏览次数：
2501
案例名称：
“我变故我在”：美的集团将走向何处？
译名：
“Changing as Being”: Where Is Midea Group Going?
案例作者：
王凤彬、张驰、郑腾豪
作者单位：
中国人民大学商学院
译者：
Wang Fengbin Zhang Chi Zheng Tenghao
案例企业：
美的集团
行业：
制造业
学科领域：
综合管理、其他
规模：
大型
案例语种：
中文
案例类型：
描述型
中文关键词：
组织变革，事业部制，平台化
英文关键词：
Organizational Evolution, M-form Structure, Platform
中文摘要：
美的集团已成为中国家电行业三甲。在美的发展的各个阶段，两代领导人始终将组织结构调整作为走出困境的法宝。何享健时期，美的先后采用了职能型、事业部型和控股公司型结构；2012年完成了集团公司董事长更换和资产重组后整体上市的美的重拾事业部制，形成了“9+2+4”架构，强化以方洪波为首的职业经理人团队的领导力，并解决集团内部资源配置重复和协同性差的问题。2014年起，“中国‘智’造”等概念的兴起，家电行业风云变幻，柔性、响应速度、用户导向日渐成为各大家电企业的共同追求。方洪波以“我变故我在”作为2016新春致辞，希望美的人抓住制造业转型的本质，更加坚定地去推进深化转型。美的在2015年开始了新一轮组织调整，以7个平台、8个职能、9大事业部的“789”架构促进企业的“去中心化、去权威化、去科层化”，并在2017年形成架构更加充分的“10+11+12”体系。然而，在网络型、平台型组织纷纷替代事业部制的时代，美的是否需要更具“颠覆性”的组织变革？
英文摘要：
Midea Group Co., Ltd. now has become the top three in Chinese electrical household appliances industry. In all stages of its development, two generation leaders always adjust treat organizational change structure as the powerful weapon to break the bottlenecksolve the problem. In He Xiangjian’s period, Midea successively adopted U-, M- and H- form as their organization structure. In 2012, after the leadership transition and overall listing by reorganizing assets, Midea picked up the M-form again and formed the "9+2+4" structure aiming to strengthen the leadership of the professional manager team headed by Fang Hongbo and to solve the problem of resource redundancy, poor collaborative, etc. Since 2014, because of the prevailing of "Internet +" concept and the changes of industry, flexible production, quick response and user-orientation have gradually became common pursuits of the home appliance industry, which posed challenges to the administrative system. Fang advocated “I change，therefore I am” in his 2016 New Year Speech, hoping Midea’s staff to seize the nature of manufacturing industry transformation and to promote and deepen the transformation more firmly. In the latest organizational adjustment, Midea struggled to achieve” decentralization, getting rid of authority, debureaucratization” by adopting a 789 structure which consists of 7 platforms, 8 functions and 9 divisions. Even, the structure has been evolving until now, forming a “10+11+12” structure. However, at the era when M-form is replaced by N-form and platform organization, does Midea need a more drastic reform?
适用对象：
专业硕士、高管培训
编写方式：
二手数据
开发时间：
2018
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