Intellectual Innovation Case Study
2.4 Intellectual Stimulation (IS) - the leader challenges followers to be innovative and creative.
One of the key components of Haier’s culture is Innovation. This can also be reflected by Zhang’s continual push to employees for innovation.
• Before pushing employees to innovate, Zhang has already set a high bar for himself to be innovative. Zhang Ruimin has never set a border for him, even for what Haier is. Initially, he positioned Haier is a manufacturer with high quality. Moving on, he pushes himself to re-position Haier as a service provider. Therefore, under his strong desire for innovation, Haier not only produces home appliances, but also provides services to provide a better life for consumers in China, even in other countries globally. …show more content…
Haier University was founded in 1999 Dec. It was not a literally university as it is not open to public, yet it is a sacred place for Haier employees. In this university, employees are gathering together to learn knowledge, to exchange new ideas, and to make innovative ideas come true. The slogan of the university is “Innovation, Integrity, Innovation”. The slogan wants to leave deep impression into each employees about the importance of innovation, and encourage them to continuously study. The mission of this university is support each employee to become its own CEO, and to continuously develop values for …show more content…
Haier University which is mentioned above is one of the example. This university is normally provided for middle to senior management team, to provide different knowledge for different levels of employees.
• The principle of skill training in Haier is “real-time”. This is featured as “learn what needs, learn what lacks, and apply immediately what is learnt.” This real-time training principle has also been studied by other World Fortune 500 companies.
• Haier internally published newspaper Haier People (Haier Ren). In this newspaper, Haier Group would publish case studies in real work, and provide the solving solutions and key takeaways. This newspaper has triggered the internal discussion among employees and thus enhancing overall capabilities. Moreover, in Haier People, it also encourages employees to share their own case studies and share their learnings among the Group.
• Career Development is a critical component in Haier’s training system. Zhang has designed three ways of career development, for management, for professional, and for frontline workers. Every career development has its own promotion principle. Only after being qualified for promotion, the employee can be added into talent pool and followed by a more tailor-made
One of the key components of Haier’s culture is Innovation. This can also be reflected by Zhang’s continual push to employees for innovation.
• Before pushing employees to innovate, Zhang has already set a high bar for himself to be innovative. Zhang Ruimin has never set a border for him, even for what Haier is. Initially, he positioned Haier is a manufacturer with high quality. Moving on, he pushes himself to re-position Haier as a service provider. Therefore, under his strong desire for innovation, Haier not only produces home appliances, but also provides services to provide a better life for consumers in China, even in other countries globally. …show more content…
Haier University was founded in 1999 Dec. It was not a literally university as it is not open to public, yet it is a sacred place for Haier employees. In this university, employees are gathering together to learn knowledge, to exchange new ideas, and to make innovative ideas come true. The slogan of the university is “Innovation, Integrity, Innovation”. The slogan wants to leave deep impression into each employees about the importance of innovation, and encourage them to continuously study. The mission of this university is support each employee to become its own CEO, and to continuously develop values for …show more content…
Haier University which is mentioned above is one of the example. This university is normally provided for middle to senior management team, to provide different knowledge for different levels of employees.
• The principle of skill training in Haier is “real-time”. This is featured as “learn what needs, learn what lacks, and apply immediately what is learnt.” This real-time training principle has also been studied by other World Fortune 500 companies.
• Haier internally published newspaper Haier People (Haier Ren). In this newspaper, Haier Group would publish case studies in real work, and provide the solving solutions and key takeaways. This newspaper has triggered the internal discussion among employees and thus enhancing overall capabilities. Moreover, in Haier People, it also encourages employees to share their own case studies and share their learnings among the Group.
• Career Development is a critical component in Haier’s training system. Zhang has designed three ways of career development, for management, for professional, and for frontline workers. Every career development has its own promotion principle. Only after being qualified for promotion, the employee can be added into talent pool and followed by a more tailor-made