小米生态链舰队管理模式创新的迭代之路
案例编号：
CN_2023ZLGL_7019
被浏览次数：
1265
案例名称：
小米生态链舰队管理模式创新的迭代之路
译名：
The Iterative Way of Management Mode Innovation of Xiaomi Ecological-Chain Fleet
案例作者：
王凤彬、张雪
作者单位：
中国人民大学商学院
译者：
-
案例企业：
小米科技有限责任公司
行业：
信息技术产业
学科领域：
战略管理、综合管理、其他
规模：
大型
案例语种：
中文
案例类型：
决策型
中文关键词：
小米；物联网；风口；生态系统；管理模式，校级优秀案例
英文关键词：
Xiaomi; Internet of Things; wind gap; ecosystem; management mode
中文摘要：
在移动互联网风口上，小米实现了令人意想不到的发展速度。为了保持增长和布局未来，小米坚定地通过“参股不控股”方式投资生态链企业，在不确定性中去把握下一个IoT风口的机会。在生态链圈层不断拓展的同时，小米对生态链企业采取的管理模式先后经历了“个体户”、“集体制”和“议会制”三个阶段，并处于持续摸索和迭代进程中。小米对生态链企业的赋能和正负面互补效应的管理使整个生态链舰队实现了强大的共生、互生和再生效应。来到IoT时代竞争的下半场，小米和生态链企业都面临新的挑战和机遇。本案例具体展现了小米生态链舰队的组建、发展以及管理模式的迭代创新过程，以期深化对制造业生态化战略和小米平台与生态链企业间关系及价值共创的认识。
英文摘要：
In the mobile Internet wind gap, Xiaomi achieved an unexpected speed of development. In order to maintain growth and layout for the future, Xiaomi endeavored to grasp the opportunity of the next IoT wind gap in the face of uncertainty by firmly investing in ecological chain firms without controlling them. At the same time of the continuous expansion of the circle layers of the ecological chain, Xiaomi\'s management mode of the ecological chain firms had experienced three stages of \"individual following model\", \" group following mode\" and \"parliamentary mode\", which has been in the progression of continuous exploration and iteration. Due to Xiaomi’s empowerment and management of positive and negative ecological complementarity effects on ecological chain firms, the whole ecological chain realizes the strong effects of symbiosis, mutual promotion, and regeneration. In the second half of the competition in the IoT era, Xiaomi and ecological chain firms face new challenges and opportunities. This case shows the formation and development process of Xiaomi ecological-chain fleet and the iterative innovation process of its management mode, for the sake to deepen the understanding of ecological strategy of manufacturing industry and the relationship and value co-creation process between Xiaomi platform and ecological chain firms.
适用对象：
学硕；专硕；高管培训
编写方式：
采编
开发时间：
2021
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