1. "Learn from Huawei: First-line artillery marketing process and iron triangle organization construction" (2 days)
2018.08.10-11| Shanghai
Interpretation of the value of one sentence:
Through the process operation of "from clue to payment", the ordinary business personnel of the first-line iron triangle organization can also pull the support of products and delivery to meet the differentiated needs of customers, so as to obtain continuous orders and satisfactory order delivery!
This course systematically tells about:
① Sales process framework and business tools from lead to payment (LTC)
(2) Iron Triangle Organization Cooperation and Project Management
Speaker: Wang, former Minister of Technology and Quality Department of Central Asia Department.
2. Learning Finance from China: Project Financial Management in Support of Business Objectives (2 days)
Shanghai 2018.8.16-17
Interpretation of the value of one sentence:
From "accounting finance" to "business finance" and "strategic finance", be a financial BP that undertakes strategy, manages projects and understands business.
This course systematically tells about:
(1) benchmarking: financial change management system based on business development;
(2) the combination of industry and finance: the transformation of financial personnel;
(3) Value creation: top-down guarantee of strategic planning;
④ Project management: achieving business objectives from bottom to top.
Lecturer: Zhang, former customer of Huawei Overseas Department and project financial controller.
3. Learn from Huawei: activate the organization's value creation, value evaluation and value distribution mechanism (2 days)
20 18.08.24-25 | Hangzhou
Interpretation of the value of one sentence:
By decoding the human resource requirements of the company's strategy, we design organizational performance, personal performance commitment, organizational bonus package and personal bonus distribution mechanism according to the company's goals, so that "the benefit of one hole" can support the realization of "the power of one hole" (this is the essence of Huawei's execution).
This course systematically tells about:
① How does Huawei's performance management decode "responsibility result" into organizational performance and personal performance commitment?
(2) How to make employees devote themselves to their work through reasonable incentives and let the organization guide them to take the lead?
Lecturer: Mao Weimin, former head of cadre department of Huawei Company.
4. Learning China strategy: strategic planning and making annual business plan (2 days).
20 18.08.24-25 | Shenzhen
Interpretation of the value of one sentence:
Plan the company's medium-and long-term strategy (SP) through BLM methodology, formulate the assessment set of strategic indicators, export SP to annual business plan (BP) through BEM methodology, and manage the annual business plan quarterly and monthly through strategic implementation management meetings.
This course systematically tells about:
(1) How to implement the strategy into the implementation (DSTE) process system?
② Long-term strategic planning and Huawei's practice
③ BLM (business-oriented mode)
④ annual business plan formulation (BP) and strategy decoding (BEM)
Speaker: Xia Guo, former vice president of strategy of Huawei Group.
5. Learn from Huawei: support the division of strategic responsibility centers and comprehensive budget management (2 days)
20 18.08.24-25 | Xiamen
Interpretation of the value of one sentence:
A budget without a business plan is just a string of telephone numbers, and an assessment mechanism without a clear division of responsibility centers is the root cause of internal friction. Without continuous financial management improvement, there will be no real integration of industry and finance. From "four unifications", "comprehensive finance" to "budgeting based on strategy and responsibility center", let money be effectively armed as an important resource to the front line!
This course systematically tells about:
① IFS core course of Huawei's financial reform
② Huawei's responsibility management system
③ Financial monitoring function: "four unifications" of accounting, service and internal control system.
Speaker: Ma Liangyuan, Vice President of Huawei Finance and Economics, President of Finance and Economics Management Department and member of Finance and Economics Committee.
6. Entrepreneurship course: from strategy to implementation
20 18.08.26-28 | Shanghai
Interpretation of the value of one sentence:
Lead enterprises to formulate executable strategies, determine business models, business plans, division of responsibilities, budgets and human resources budgets, and build strategic performance management and benefit distribution mechanisms for strategic landing.
This course systematically tells about:
① Strategic thinking and long-term strategic planning
② Annual business plan and comprehensive budget management
(3) organizational design, cadre team building and attack incentive mechanism.
Teaching experts:
Xia Guo, former vice president of Huawei strategy, has 20 years of Huawei work experience.
Ma Liangyuan, Vice President of Huawei Finance and Economics, President of Finance and Economics Management Department and member of Finance and Economics Committee.
Mao Weimin used to be a human resources executive of Huawei, head of the cadre department of the global technical service department and member of the human resources Committee.