K-BOXING 72 hours of high-rise men's high-rise "collectively disappeared"

Founded in 1980, Jinba men's wear, with a continuous improvement of the belief in jackets, has grown from a small workshop to more than 2,000 brand stores, but suddenly put aside the hands of the 36 years of the jacket to show an unprecedented "runaway"... ...

1, away from the "swine" away

On the evening of December 4th, 2016, the top executives from the high-level meeting of the R&B core team landed at Shenzhen Airport on flights from all parts of the country. In this team, Rimba CEO, COO, headquarter marketing, supply chain, brand and other senior management team, as well as the general manager of subsidiaries across the country are listed.

No. 888 Ha Buddhism Room

On the morning of December 5th, from the Shenzhen Bay Port crossing, the executive team went all the way and finally appeared at 888 Cheung Sha Wan Road, Kowloon, Hong Kong – the world’s top 500 company Li & Fung Group. Through a studio with Li & Fung characteristics, the team seated in the Li & Fung Group's "Kazakh Buddhism Room" under the guidance of the staff and met with Li & Fung Group's consultant G here.

Consultant G describes the development of Li & Fung Group

For more than two hours, Consultant G gave a full description of the Li & Fung Group's system and development history. From the development trajectory of Li & Fung, they saw how a century-old enterprise has made innovation breakthroughs in several transformations. They have seen the systems, systems, talents, and culture behind Li & Fung's strong supply chain platform... and then visited the showroom. It also shows the results of the "inner entrepreneur" system.

Former executives T share the strategic management of Li & Fung Group

After stepping through the points to visit the Li & Fung Group, the Rimbu team then set out again to continue to the next location - the meeting room of the Chinese University of Hong Kong at the Bank of America Center, where the team and the former chief representative of Li & Fung South China T and the Chinese University of Hong Kong Professor Z conducted in-depth communication and learning. This exchange has more in-depth understanding of Li & Fung's corporate strategy. From Li & Fung's "triple jump" strategy and "return to zero" decision, the team may have more to understand why Li & Fung's large number of companies can quickly change in the market environment.

3, at two o'clock in the morning

The tyrant first group members early morning replay

At 2 o'clock in the morning, there is still a group of people in the quiet hotel lobby undergoing intense learning. From the construction of the ecological chain, to the profit distribution mechanism, to the cooperation of the departments... One day's visit, the brain squeezed a large number of knowledge points and needed to absorb and transform. The dynamic tyrant's team summarized and summarized the performance of the group today, and tested the tyrants. , Explore the gap between reform and promotion.

4. Self-subversion of the same goal

In the next 2 days, the dynamics of the Rimbach executive team have appeared in Virginie, Mindray, SF and Tencent... From industrial companies to Internet companies, from medical devices to logistics supply chains, these companies are located in different industries. And fields. With "innovation" as the core, Virginie constantly conducts her own "digital subversion"; based on the high-end market, international giants' competitive technology and user innovation experience, Mindray has rushed out into the international medical equipment list; from "logistics company" to " From "technology enterprise" to "resource-integrated enterprise", SFG has constantly defined itself and stepped out of its own path from zero; with customer value as the core, Tencent's corporate management and talent management will permeate each employee with an open attitude...

Different industries and fields have their own different experiences and perspectives on the world. However, they all share the same continuous subversion of self. In the era of industrial change and integration, innovation is often born in places where different industries intersect and collide. This is the meaning of the ulterior motives of Rinpoche’s “runaway” action.

Rimba CEO Hong Zhongxin combs the root cause of the problem

At this point, the R&D group's cross-border benchmarking journey finally surfaced. The Jinba Group “goes out into the sea” and it is even more necessary to “go to sea” in the future, and the core of the company’s development lies in people. The key to the development of high-level management personnel is the development of thinking and vision, not the improvement of skills. Cross-border learning through field visits to well-known companies in different fields and exchanges with entrepreneurs and scholars can create collisions and impacts in thinking, expand thinking and vision, and stimulate innovation.

Use all breaks for group discussion

The essence of cross-border learning is the establishment of diversified thinking. This is a challenge for senior executives who have been in the industry for decades. However, in the 72 hours of “leaving” the CBA and “leaving” the jacket, we saw the changes of the entire team and saw that they forgot their identity as “Ba Jin Ba” and used the most open mind to learn and absorb them, and risked being “ The risk of deduction is to share the essence behind their own understanding of the experience, although early morning or early resumption is discussed in the early morning... The little bit of change surprised them and moved the staff.

Gradually filled notes

72 hours, WeChat Group's news is like this

Comprehending the performance of benchmarking in laughter

Positive thinking and collaboration are not for group scoring.

On the last night, the tears that are out of touch are their most realistic appearance.

On the evening of December 7th, the three-day “Jinba Shenzhen-Hong Kong Innovation Study Tour” has successfully ended, but the learning of the Kinba Group is still ongoing. After the investigation is over, each team will select specific virtual topics for action learning, and transform the study of the study into actual actions. Within one month after the completion of the project, the company will introduce two introduction trainings to promote the internal transformation and landing of knowledge.