Sharing is Caring: Learn Directly from Workplace Pioneer Haier
For years we've travelled the globe visiting the world's most radical organizations. We've visited more than 120 pioneers so far, and continue to learn how workplaces can be more joyful, fun, and rewarding. Today, we launch a new initiative: an initiative aimed at giving more people the opportunity to learn directly from pioneers.
Getting a foot in the door
Since 2016, we have visited our fair share of CEOs, entrepreneurs, academics and gurus. Getting a foot in the door isn’t always easy. We’ve honed our stalking skills and scored some wonderful meetings.
Back in 2017, however, we were struggling to wangle an invitation to one of our Bucket List companies: Chinese whitegoods and electronics manufacturer Haier. We tried many times to contact CEO Zhang Ruimin, without success. Our luck changed after the umpteenth email, another phone call, and a few favours. We received an invitation to Qingdao, and the head office of Haier.
A month later, we flew east. Late one evening, two Haier employees met us at the Qingdao airport. As the minibus driver navigated the chaotic local traffic, they unveiled the week’s schedule. It was an imposing document, and resembled the itinerary of an international trade mission. Each day was planned, with visits to factories, the Haier museum, and meetings with many employees. The highlight was a conversation with Zhang Ruimin.
Ever since, we've been inspired by Haier's radical approach to liberate employees from traditional command-and-control management. Over 3 years, we've made several visits, and studied them in great detail.
This unprecedented access gives us unique insights into how this pioneer works.
Sharing is caring
But what if we could offer you the chance to experience such a radical workplace for yourself?
Establishing the Rendanheyi Research Center (Singapore)
That's why - with Haier - we are setting up the "Rendanheyi Research Center (Singapore)", where individuals and companies can learn more about Haier's unique approach to management - the so-called RenDanHeYi model.
What if we could offer you the chance to experience a radical workplace pioneer for yourself?
We believe that sharing detailed insights into how highly progressive organizations work, will help us to grow our impact in making work more fun. We are excited to create this unique opportunity.
The best thing is you don't have to spam Haier like we did to get the doors opened. We now have a key!
There are two opportunities:
- The first: Learn in detail how Haier works. The Corporate Rebels and Haier will jointly facilitate sessions on the Rendanheyi model—how it works, and how it can be implemented. This opportunity is limited to 200 companies. The first session will take place on the 29th of April through an online webinar you can join here.
- The second: Visit Haier's headquarters in Qingdao (China) and learn directly from Haier's entrepreneurs.This opportunity is limited to 30 companies.
Obviously, we might have to improvise and combine online and offline activities depending on the corona virus developments.
A Bucket List visit of your own
If you are interested in either of these opportunities to learn from a pioneering company, drop Ellen a line at email@example.com. Share why you're interested, what you would love to learn, and the company you work for.
We'll work with you to make this learning opportunity work in these challenging times.
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As I work on the subject of organisational development I would be interested to dive in a littel deeper to understand what Haier did, what worked, where they encountered obstacles / challenges and how the managed them and finally how they ensured a good communication to take employees and other stakeholder with them on they journey.
So I would be happy to join the sessions on the Rendanheyi model. Thank you very much in advance. Best regards, Thorsten.
Social capital and social networks are becoming increasingly important in today’s economy at large, and for individuals within organisations. For my MSc dissertation in Organisational Psychology, I researched how newcomers transition into a self-managing organisation (Lee & Edmondson, 2017), an organisation where authority is decentralised and classic manager-subordinate relationships are absent.
It’s all about your people. Now more than ever. But in knee-jerk reactions to the coronavirus many companies are laying off large numbers. I want to shout out to the shareholder-value managers driven by their spreadsheets: “This is not only inhumane. It is bad for your business!”. Why? It will harm your company. Companies that treat their people best in bad times emerged as winners in the past.
"Nothing reveals character like a crisis." We wrote this recently and, as predicted, during the Corona crisis, companies revealed their true colors. Recently, we highlighted the bad. So let's turn to the good, and highlight organizations that not only talk about putting people first, but also walk their talk. Let's applaud those that put their money where their mouth is in difficult times.