The wave is cut apart suffered a cup of wine release for PI Shu sun

Once recently circulating wave is integration with the storm is not Weakness lends wings to rumours. It is said that in the last few days of 2004, the wave of nearly 400 middle-level cadres gathered in Shandong, Ji'nan headquarters meeting, one of the topics of the meeting is how to integrate.

I was informed that the Department of the wave of the integration of the program is to cancel the original branch system, on behalf of the establishment of the division. The specific approach is to establish three levels of market system and zone area, in the regional market, the country is divided into eight regions, each region and in accordance with the product, industry and regional 3D collaborative architecture to re sort, including the presence and the appointment of new management in the region, so as to further power by the group, the company in sales, R & D, supplies and other products sales unified hardware and software, unified, and no longer as before lack of coordination.

Market rumors, a month earlier, known as the strongman wave group manager Sun Pishu has a secret meeting with the general manager of the wine division, as were the princes surrendered the tide line branch general manager title, renamed the reunification group vice president. Although this means that the number of branches will be transferred to his post is still unknown, but the move will undoubtedly convey a signal that the wave of integration has not cut the meaning of the domain.

The model of association and tide

Sun Pishu's original intention is not difficult to understand. In recent years, with the gradual subdivision of IT products and services, hardware and software integration capabilities, the ability to provide integrated solutions, has become the core competitiveness of the most critical factors. If you continue to use the kind of market in the past by a single product routines, although it is not difficult to maintain the existing scale, but in order to have a big, but it seems not enough. Not the original strategy is wrong, but the time has changed.

Interestingly, in the wave of transformation for the IT business at the beginning, which is about the beginning of 1990s, implementation of the branch system of the multiple accounting unit to divide and rule, fight the enemy separately, do not interfere with each other, are not mutually cooperative. This kind of architecture at that time to a single product to fight the world's time period is not. But by the end of the 1990s, with the wave of change from product suppliers to program providers, the company's architecture is out of date and drawbacks. Because between the regions do not form together, man onrush, leading to the so-called stragglers and disbanded soldiers, integration, the interests of the community demands flow to a piece of paper talk.

Is the so-called "long long time". In order to save energy, to ensure the survival of the United States, it is in order to sort out resources, seek development, from the group to achieve the local product planning, marketing, programs to provide a unified.

However, this strategy is not a common practice in the IT industry. Lenovo is an exception.

Lenovo was first started by the development of industry and technology, then, the scale of the enterprise a day than a day old, then go out and the software distribution business spin off, to the digital China; later on, even the Internet business is stopped, and the original, in the hope of painstaking efforts in the acquisition of wisdom and soft scale ahead the IT service is sold to the CICA, PC and single-minded. Because the domestic market has become saturated, and competition is undiminished, Lenovo has epoch-making acquisition of IBM PC business. In this way, Lenovo from the original association of services, the goal is far away, and its PC business is doing third of the world, becoming a single giant.

The tide is slightly different. Compared to today's Lenovo, the wave in a single product on a much smaller scale, but involves a wider field, not only, also to act tough and talk soft "product line package together. For this purpose, the integration of organizational structure is essential. Because a pure software or pure hardware company is unlikely to make a solution for the integration of hardware and software, breaking the barrier between hard and soft.

Lenovo road and wave road, these two models are right or wrong? It's hard to say. Perhaps this model does not matter good or bad, and only the implementation of the pros and cons, timing and discretion to grasp it.

Some variables of the unified plan of the wave system

Sun Pishu's grand idea is not from today. In early 2001, after realized simply by PC or the server is not enough to maintain a larger and longer development, sun is also put forward the integration framework of the strategy is quite fresh at the time, it is from the hardware and the software system integration, industry solutions to the integration of the road application type. Beijing branch is the first wave of the ideal test field Sun Pishu. This branch was to include commercial desktops, notebooks, servers, storage products and other product lines, become the backbone of the wave of the group of hardware products, manufacturing and R & D project ERP and Inspur software and system integration in the shape of a wave of software, and called the tide line three carriages.

However, in 2004 the growth rate of the wave server has slowed, although the wave of server sales are still rising, but because of the price decline, the profitability of many small and intangible space. To the system integration and the ERP market is intense scraping, the tide before and no adverse to the attention of the route was difficult to continue.

All this must be the final prompting Sun Pishu to abandon divide and rule model, and can't wait to one of the direct causes of the integration of the program throws. Despite the huge cost, though not without risks, including the management of turbulence and the loss of personnel,