Research On Platform-oriented Organizational Change Of TS Company

In the book What Matters Now:How to Win in a World of Relentless Change,Ferocious Competition and Unstoppable Innovation,Gary Hamel noted that the competition between enterprises will focus on employees' competition of passion in future.Zhang RuiMin,Haier's CEO,made summary of his management practices into eight Chinese words-enterprise is employee,employee is enterprise as well.There is no doubt that the external environment is changing faster with more uncertainty.Thus,the role of employees in the enterprise is getting more and more important.For most manufacturing enterprises,traditional bureaucratic organization has tied up the development of enterprises.The only solution to make the enterprise survive and develop sustainably is to build up a customer-orientated,innovative,and agile organization through stimulating the vitality of its employees.This dissertation takes TS company as the research target,analyze its current status,and come up with the summary of a serial of problems TS company now facing-mismatch between organizational structure and strategy,tedious process,slow decision-making,poor staff motivation,high turnover rate and bureaucratic culture prevailing problems,etc.With this in mind,digging into relative theories,like organizational management,change management,and the platform reformation,I propose the organizational reform plan for TS company in three aspects-organizational structure,organizational process and organizational culture,so as to effectively stimulate employees' vitality,create a customer-oriented,innovative,agile organization,thus to realize company's strategy "To be the leader of energy Internet".In the process of TS Company reform,the management experience of Amoeba and Haier's "Integrating Order with Personnel" have been used for reference.However,because of the different industry and different business conditions,the new organization model of TS Company-the marketing network oriented organization has its originality.In essence,the process of change revolves around four aspects:1.to divide whole company into the small business units,set up "platform" and "value create unit",2.to establish a market trading mechanism,empowering "platform" and "value create unit ",3.to create a change atmosphere and win-win cooperation concept,4.to remove organizational boundaries and create a symbiotic and win-win ecological circle.On the other hand,due to the long-term and complexity of organizational reform,TS Company has just taken the first step towards the platform-oriented reformation,it still has a long way to go.How to further build up and form a joint force,how to eliminate the organization boundary and introduce external resources needs to be improved by continuous practice.Finally,it is expected that through the platform transformation,TS Company will be changed into an industrial platform in the field of energy Internet-a new ecosystem of free responsibility,efficiency and intensity,structural combination and cultural consensus.In this dissertation,I want to propose a model of organizational change of manufacturing enterprises through TS Company's practice,which could break the bottleneck of enterprise development and solve the common difficulties now we are all facing.Meanwhile,this dissertation also makes analysis and prospect on problems and difficulties in the process of change,hoping to provide some reference for the transformation of the traditional manufacturing industry.