1. Innovation Potential創(chuàng)新潛力

隨著互聯(lián)網(wǎng)的快速普及和用戶(hù)對(duì)移動(dòng)數(shù)據(jù)需求的爆炸式增長(zhǎng)，頂級(jí)移動(dòng)互聯(lián)網(wǎng)企業(yè)不得不面臨嚴(yán)峻的發(fā)展困境：核心資源的獲取模式發(fā)生了范式轉(zhuǎn)換。在4G市場(chǎng)飽和、發(fā)展阻力巨大的情況下，5G自然成為科技企業(yè)下一階段的發(fā)展趨勢(shì)，小米在此基礎(chǔ)上在“AI+IoT”領(lǐng)域展現(xiàn)出巨大的發(fā)展?jié)摿ΑＴu(píng)估工具的使用將反映小米的創(chuàng)新過(guò)程和管理風(fēng)格，有利于對(duì)小米在A(yíng)IoT領(lǐng)域的創(chuàng)新能力進(jìn)行系統(tǒng)審計(jì)。
With the rapid popularization of the Internet and the explosive growth of users' demand for mobile data, the top mobile Internet companies have to face a severe development dilemma: the acquisition mode of core resources has undergone paradigm shift. In the case of 4G market saturation and huge development resistance, 5G naturally becomes the development trend of technology enterprises in the next stage, and Xiaomi shows great development potential in the field of “AI + IoT” on this basis. The use of evaluation tools will reflect Xiaomi's innovation process and management style, which is conducive to the systematic audit of Xiaomi's innovation ability in the field of AIoT.

圖為創(chuàng)新

1.1 Strategy戰(zhàn)略

小米有明確的戰(zhàn)略目標(biāo)，同時(shí)運(yùn)用轉(zhuǎn)型創(chuàng)新的商業(yè)模式保持競(jìng)爭(zhēng)優(yōu)勢(shì)，確保戰(zhàn)略路徑清晰、執(zhí)行力強(qiáng)。憑借清晰的戰(zhàn)略規(guī)劃，小米迅速崛起，成為繼BAT之后中國(guó)第四大互聯(lián)網(wǎng)企業(yè)。小米堅(jiān)信真誠(chéng)與愛(ài)心的價(jià)值文化，致力于尋找創(chuàng)業(yè)伙伴。公司自成立以來(lái)，就明確了自己的責(zé)任，致力于幫助每一位用戶(hù)享受科技的樂(lè)趣，成為用戶(hù)心目中最酷的公司。小米堅(jiān)信，互聯(lián)網(wǎng)企業(yè)最無(wú)畏的就是犯錯(cuò)誤，始終以積極的態(tài)度面對(duì)和開(kāi)發(fā)創(chuàng)新技術(shù)。小米公司重視員工對(duì)高層目標(biāo)和員工的忠誠(chéng)評(píng)價(jià)，以確保員工在組織目標(biāo)和個(gè)人價(jià)值觀(guān)上達(dá)成一致。雷軍領(lǐng)導(dǎo)的創(chuàng)業(yè)團(tuán)隊(duì)是小米高管的主要組成部分。團(tuán)隊(duì)本身具有很強(qiáng)的進(jìn)取心，善于創(chuàng)新和競(jìng)爭(zhēng)。因此，小米高層的承諾是非常明確的，高管對(duì)創(chuàng)新的重視體現(xiàn)在整個(gè)企業(yè)的經(jīng)營(yíng)中。比如2018年，雷軍明確表示，小米將推出“移動(dòng)+AIoT”雙引擎驅(qū)動(dòng)戰(zhàn)略。然而，2017年，小米剛剛經(jīng)歷了手機(jī)銷(xiāo)售業(yè)績(jī)的持續(xù)下滑，手機(jī)業(yè)務(wù)受到了市場(chǎng)的深刻質(zhì)疑。小米仍堅(jiān)持投資100多億元支持愛(ài)奧特業(yè)務(wù)發(fā)展。此外，小米#p#分頁(yè)標(biāo)題#e#從長(zhǎng)遠(yuǎn)角度深入孵化手機(jī)生態(tài)鏈，并通過(guò)小米 smart家用設(shè)備和小米智能可穿戴設(shè)備等擴(kuò)展產(chǎn)品搭建物聯(lián)網(wǎng)的數(shù)據(jù)庫(kù)基礎(chǔ)。目前，小米的大數(shù)據(jù)采集情況好于同期行業(yè)。小米展示了讓管理者參與企業(yè)戰(zhàn)略規(guī)劃的實(shí)施和轉(zhuǎn)化機(jī)制，這種機(jī)制也體現(xiàn)了管理層在企業(yè)層面的參與、承諾、熱情和積極支持的意義。
Xiaomi has a clear strategic goal, and at the same time, it uses the transformation and innovation business model to maintain its competitive advantage, so as to ensure a clear strategic path and strong execution. Relying on a clear strategic plan, Xiaomi has risen rapidly and become the fourth largest Internet enterprise in China after BAT. Xiaomi firmly believes in the value culture of sincerity and love, and is committed to finding partners with entrepreneurship. Since its inception, the company has set forth a clear responsibility and committed to helping each user enjoy the fun of technology and become the coolest company in the user's mind based on the corporate vision. Xiaomi firmly believes that the most fearless thing for Internet enterprises is to make mistakes, and always takes a positive attitude to face and develop creative technologies. In reviewing employees, Xiaomi pays attention to the assessment of employees' personal value pursuit to ensure that enterprises reach a high consensus on organizational goals from top to bottom and are loyal to the goals. The start-up team led by Lei Jun is the main component of Xiaomi's senior management. The team itself has a strong aggressiveness and is good at innovation and competition. Therefore, Xiaomi's commitment from the senior management is very clear, and the emphasis of the senior management on innovation is embodied in the operation of the whole enterprise. For example, in 2018, Lei Jun made it clear that Xiaomi would launch the dual engine driven strategy of "Mobile + AIoT". However, in 2017, Xiaomi just experienced the continuous decline of mobile phone sales performance, and the mobile phone business was deeply questioned by the market. Xiaomi still insisted on investing more than 10 billion yuan to support the development of AIoT business. In addition, Xiaomi deeply incubates the mobile phone ecological chain from a long-term perspective, and builds a database foundation for IoT through the extension products such as Xiaomi smart home devices and Xiaomi smart wearable devices. At present, Xiaomi's big data collection is better than that of the industry in the same period. Xiaomi shows the implementation and transformation mechanism of involving managers in enterprise strategic planning, and the mechanism also reflects the significance of management's participation, commitment, enthusiasm and active support at the enterprise level.#p#分頁(yè)標(biāo)題#e#

圖為戰(zhàn)略

1.2 Innovative organization

Unlike traditional enterprises such as apple and Huawei, which have a huge organizational structure and strict hierarchy, Xiaomi's organizational structure focuses on the mission and vision of the enterprise and has a certain foresight, which can well promote innovation within the enterprise. Xiaomi's organizational team has a high degree of youth, a more loose and flat organizational structure, and even does not use KPI in the early stage. Xiaomi's internal level is highly compressed, and each department basically only has a three-tier structure of employees, department managers and executives. Futhermore, Xiaomi basically does not discuss promotion, but relies on a more direct salary increase to attract employees. Simple processing mode enables employees to focus on business improvement without wasting time dealing with complex promotion relationship. In 2018, Xiaomi launched a new round of organizational structure change. The original four business departments were reorganized into ten business departments, and the business logic was reorganized. By merging the same items, the original chaotic and complex business structure becomes simple, while reducing problems such as duplicate construction. The optimized structure will help Xiaomi's internal communication and decision-making to be more efficient and ensure that young front-line managers have more initiative. Xiaomi's simple and flat organizational structure reduces the ineffective audit process. Compared with Huawei's strict assessment pressure of more than 20 meetings when launching a product, Xiaomi's decision-making and implementation are less hindered, and employee innovation is encouraged. In addition, the new organizational structure motivates employees through a sales oriented mechanism, activates the organization's interior, promotes the rapid growth of each unit, and deeply explores Millet's growth space. In the long run, Xiaomi's atmosphere is active and positive, which is also conducive to the continuous optimization of its innovation ability.

圖為小米合作創(chuàng)新

1.3 Processes

Compared with Huawei, Xiaomi shows better user cohesion. Xiaomi connects its products with the end users of the market, and carefully constructs and operates Xiaomi's fan matrix. Xiaomi pioneered the use of Internet mode to develop mobile phone operating system, allowing enthusiasts to participate in the research and development and improvement process, which greatly shortened the collection and feedback of information and improved the efficiency of research and development. Xiaomi company collects data based on Internet platform and select from big data. Through the identification and mining of high-quality active users with high relevance to Xiaomi topics in microblog, forum, wechat and other platforms, Xiaomi leads users in obtaining opinions on product development, improvement and sales. Thus, a mature market positioning mode of "MIUI + products + Internet services" is constructed. In addition to efficient user guidance, xiaomi is also directly open to users. For example, the appearance design of the purple pink millet 5 developed in 2016 is to invite users to participate in the product design process directly to meet the unique needs of the female mobile phone market. Xiaomi fully encourages users to participate in the new product development process, so as to expose problems upstream as much as possible and reduce the risk of products entering the market. At the same time, the participation of users will form a good interaction, and word-of-mouth promotion will help Xiaomi greatly reduce marketing costs. However, Xiaomi's process management is easy to be copied in the long run. In addition, users' high participation in the product design process may lead to serious leaks. Xiaomi relies on trust and fans to build a highly uncertain relationship. If there is a long-term lack of effective management, it may lead to the premature death of new products.#p#分頁(yè)標(biāo)題#e#