The Executive
Study Group (ESG) seminar 2017 – Teamwork Strategy named “How Huawei
& US Army Release Power of Teamwork to Win” was held
by the ESG, Asia Pacific Institute for Strategy Limited (APIFS) and the
Hong Kong Science and Technology Parks Corp (HKSTP) on 8 May 2017. I would like to summarize the seminar for
sharing below. Fortunately, I met Mr.
Shih Wing Ching (施永青) (Chairman & CEO, Centaline Group) in the seminar and I appreciated
his support to publish my 5 articles about the Extenics in am730. Then we took a photo for memory.
In the
beginning, Dr. Mark Lee briefed the history of ESG establishment and discussed
the Corporate Retreat for traditional sunset industries. We needed to simulate your management to
change that is the aim of this two hour seminar. Then he briefed the contents included “Team
are Critical for Revitalization”, “The Legend of Huawei”, “Pitfalls of Teamwork
discovered by Hauwei”, “Iron Triangle Strategy for Stakeholder Management”, “7
Measurement Strategies for Teams” and “Group Discussion”.
Firstly,
Dr. Mark Lee briefed Zara case to indicate the team with different talents together
so their response fast that was the result of knowledge integration. Then he introduced Zara’s coexistence of
hierarchies and teams. Cross Function Teams invited other departments to
support your project.
Then Dr.
Mark Lee introduced Mr. Ren Zhengfei (Founder, Huawei) who serviced in army
until 1982. Then he moved to electronic
business. The Vision and Mission of
Huawei were “To enabling the future information society” and “Building a Better
Connected World”. They had consistently
invested over 10% of annual revenue in R&D.
Approximately 80,000 employees were engaged in R&D, comprising 45%
of their total workforce with CNY 76 billion R&D expenditures in 2016. Moreover, Huawei ranks number 7 in Global
R&D Spending in 2016.
Dr. Mark
Lee told us the pitfalls of teamwork which were discovered by Hauwei. He mentioned a Huawei case about lost
customer in North Africa. He quoted Mr. Ren statement that Functions with Too
Much Power and Resources that power were at Headquarters and too many control
policy. Moreover, many of team member
served departmental KPIs rather than team.
Based on
the above pitfalls, Mr. Ren said “Whoever hear the sound of guns should make
the firing decisions”.
Then
Huawei formed “Iron Triangle” from Africa as “North Africa Combat Unit”. It had team advantages and broken functional barriers
through the common team goal. Mr. Ren
said “Timely Role in Providing Effective Support” that backend as a
service.
After
that Dr. Mark Lee mentioned 7 Measurement Strategies for Building Stronger
Teams below.
1. Design Measurement to Help Teams But Not Top Management
It helps
team to evaluate its progress and for corrective action but don’t use it to
control the team. Mr. Ren said “Teams
make the calls” and reduced “Too much unnecessary control”, indicating that the
decision-making power was at the frontline team. HQ and departments are at rear to provide protection
and proactive support that means to serve Customers rather than
Departments. 
2. Empower Team to Design Measurements with Clear Boundaries
Dr. Mark
Lee quoted Mr. Ren statements that “US Military Forces in Afghanistan” that
team structure with 3 experts included “An information intelligence specialist”,
“A firepower bomb specialist” and “A combat specialist”. Moreover, they needed to know each other’s
expertise. “Authorization is by Scales
of Combat” also said by Mr. Ren.
3. Track Value-Added Processes by Measurements
Dr. Mark
Lee said the value of team was not followed the routine process but was
responsible for a value-delivery process.
Teams should create measures that support their mission.
4. Use More than Financial Measurements for Executable Actions
Financials
are necessary but not sufficient because of lacking action indication. Process measures provide action steps (or work
instruction). 
5. Avoid Just a Simple Collection of Departmental KPIs
Dr.
Lee quoted Ford’s new luxury model included “Using multifunction teams for New
Product Development”, “Collection of the individual measurement”, Problem of
equal importance”, “Disagree factors”, “Lack of Market-Driven” and “Department
measurements override team’s one”.
6. Filter Few Critical Measurements with Big Impacts
Dr. Lee
suggested filtering not more than 15 measures and then ranking the
priority. So those key measurements
increase functional heads confidence.
7. Step by Step to Build Measurements and the Team Spirit
“Build
measures to build teams through common language” said by Dr. Lee. There are four steps of learning for
re-discovery.
Step 1:
Critical Tasks and Capabilities
Step 2:
Everyone Understands the Logic Behind
Step 3:
Develop New Individual Measurements and Risk Conditions
Step 4:
Mutual Presentation to Help Understanding
Before the end, Dr. Lee asked us to do excise
to select two most difficult measurement strategies and pick the easiest one
for discussion.
Mr. Shih
Wing Ching (施永青) also joined the group discussion.
At the end, Dr. Mark Lee invited Mr. Shih
to give us a speech to share his idea. He
said organization and organ were two concepts.
Eventhough you understood each organ, you did not integrate it to be
living organism; indicating that you understood each department, but you might
not understand the whole organization.
Mr. Shih believed Self-organization (自組織) that could growth by them (rather than 他組織). His
philosophy is to govern by doing nothing (無為而治).
After the seminar, I chatted with Mr. Shih
and introduced to use the Extenics for the housing agent competition in China
after my study completed of the Extenics Level 3 in May 2017.
Reference:
Asia Pacific Institute for Strategy Limited (亞太策略研究所有限公司) – www.apifs.org
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