The hottest president of Motorola China, Shi kunbi

Shi Dakun, President of Motorola China: uphold moderation and improve management style

"now Motorola has entered a stage of re entrepreneurship." Shi Dakun, senior vice president of Motorola worldwide and President of China, told this newspaper

Shi Dakun said this at 3 p.m. on April 9 - in another week, he will have worked in his current position for four months

this is also Shi Dakun's first exclusive interview with the media after taking office

three months ago, Shi Dakun and this newspaper said that when they parachuted from IBM to Motorola, they "accepted a visible challenge", and at that time, they showed a more elegant confidence. When we met again three months later, the new president's elegant scholar temperament showed a more domineering spirit of fighting in all directions. Although he still sat quietly and spoke, he spoke quickly, logically clear, and waved his hands frequently

"Motorola is not seriously ill, but it needs to be healthier." Entering Motorola's nearly four months of running in, Shi Dakun has determined his judgment on Motorola, but even so, the new president still feels strong pressure, because he clearly knows that the market does not wait, customers do not wait, time does not wait, and the motorcycle must run forward - just like the weather in Beijing in early April, it is still spring, but it has seen summer

"in Motorola, my first task is to implement and complete three 'I': innovation, integration, integration, and inspiration." Shi Dakun defined his mission in Motorola in this way

Motorola's new management style requires that leaders must have "4E + 1" standards: envision, energize, turn off the oil return valve edge, execute. Finally, industry insiders said (executive power) + ethical. Gene Delaney previously said, "although Motorola has many relatively suitable candidates internally, the introduction of external talents will also bring new management experience and vitality to Chinese companies."

"they (Motorola) are actually looking for someone who can really implement the '4E + 1' principle." Shi Dakun said

is considered such a person. The answer to the mystery of the four month global search and hunting operation was actually unexpected to the industry, because previously, "shidakun" was a relatively unfamiliar name in the financial media circle - he spent 24 of his 25 years in the management of multinational companies outside mainland China

Shi Dakun decided to come to Motorola after the third meeting with Motorola's "search and hunt" team. He told that his decision was based on three considerations: first, facing greater challenges - of course, this challenge is visible and can be met; Second, a larger stage and space - this is undoubtedly reflected in the position; The third is Motorola's sincerity. "They talk directly about the problems they face and what kind of people they need, very candid", Shi said, which is the most touching

however, Motorola, a newcomer who has almost no working background in the communications industry, faces many challenges, though not many problems: the decline of business, the decline of semiconductor revenue, the stripping of the chip business of the thin metal sheet in the display cabinet and the metal frame of mobile phones, as well as the efficiency and evaluation system complained by employees, Some analysts even said that Motorola has reached a turning point in its development in China

nevertheless, with 25 years of experience in multinational company management and consulting career, Shi Dakun understands that the more critical the moment is, the less urgent it is to be successful. "Change does not have to be stormy, but revolutionary change is difficult to achieve results." He thinks. As a result, he directed a gradual change in Motorola, mainly involving business, management and corporate culture

"it's not that I'm not in a hurry. In fact, I'm an acute person, but some things can't be in a hurry, and the management problem can't be achieved overnight." Shi Dakun said to him, "my experience is that the first six to twelve months is the most important stage." At present, the impact is small

the central word of integration: customers and markets

fortunately, Shi Dakun is not a lonely pioneer

January 6th, 2004, Edward Zander took over as Galvin and succeeded as the new president of Motorola global. Edward, also known as an outsider, has also been pinned on too many hopes to revitalize Motorola. Although Edward said that he would announce Motorola's detailed development strategy in about six months - because he needs enough time to understand Motorola's situation, Edward also said that he would consider in business Management and culture

from this perspective, Motorola China is a step ahead. At the end of December 2004, Shi Dakun announced Motorola's plan for 2004 shortly after he took office. In this plan, Shi Dakun proposed that on the one hand, we should completely complete the integration, and at the same time, we will make a number of new investments and enter new markets, so as to further establish Motorola's leading position in this important market in China

according to Shi Dakun, Motorola's business in China will mainly focus on five aspects: wireless network, intercom, integrated electronic system and broadband communication, and the semiconductor chip business will be completely stripped. Compared with the old three (wireless, semiconductor), emerging businesses have accounted for half of the country. In this regard, Shi Dakun said that this adjustment idea is based on two points: