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▲右为万科执行副总裁谢冻左为美商惠悦深圳分公司总经理赖易平
2007年是万科快速成长的一年，销售额从06年的200多亿翻了一倍，达到了523.6亿，创下了房地产业的销售新记录，是中国大陆排名第2和第3房地产企业营收的总和，把竞争对手远远地抛在后头...
万科一直是许多企业的管理标杆对象，而万科很早便意识到管理对于企业发展的重要性，并开始了其组织变革之路。回顾万科近年来的组织变革，堪称一路走在行业的前端，而华信惠悦作为其长期的合作伙伴，在万科不同的发展阶段协助其解决管理难题并应对挑战，伴随万科从专业走向卓越。
首度合作：构建快速响应模式
早在2001年，中国大多数企业的人力资源部门还只是企业管理层眼中的“负责招聘的部门”时，万科就将其人力资源部门定位为“管理者的策略合作伙伴、变革的推动者和方法论专家”，这个全新的定位让万科的人力资源部开始从策略层面去思考问题。到了2005年，万科的跨区域业务快速发展，如何进行区域管控成为当时困扰万科高层的问题；同时，整个公司的组织资源要如何分配，以支持企业的十年战略，也是万科面临的一大挑战。
05年当年，万科开始了与华信惠悦的首次合作，共同解决区域组织架构的问题。万科以往都是实行相对集权的管理模式，这让万科得以建立其专业化和标准化，但同时也限制了企业灵活应变的能力。随着万科在各个区域业务的快速发展，以前的相对集权管理模式是否还适宜？华信惠悦顾问们经过充分的市场分析后，建议万科选择相对放权的管理模式：为了应对市场的变化和业务的发展，一线公司是最了解市场情况的单位，能够对市场进行快速响应，因此必须赋予一线公司更大的操作空间，并通过有效的分权与标准化来支持新的管理模式。顾问们还提出了 “组织积木”这个新概念：即以中心城市为业务的管理重点和组织管理的最小单元，通过中心城市的不断扩展，从而形成清晰的组织成长路径。
当年，由于房地产行业在中国属新兴行业，万科在中国没有可借鉴的对象，顾问们结合华信惠悦的全球资源及丰富的产业经验，协助万科研究美国最大房地产企业帕尔迪（Pulte Homes）公司的组织管理模式。经过两年的快速发展，今日的万科甚至已超越了当年的标杆对象。“万科没有经历从小型企业到中型企业的过渡阶段，而是很快地就成为了一个大型企业，这为万科的管理带来了莫大的挑战。”万科负责人力资源的执行副总裁解冻说道。面对高速成长，万科并未骄傲忘形，反而先看到了未来的挑战。
再次携手：总部转型以因应对更快速的扩张
面对这样的挑战，2007年万科启动了新一轮的组织变革，万科与华信惠悦再次携手合作。“华信惠悦对房地产行业有较深入的研究，顾问们站在策略的角度去思考问题，而不是停留在人力资源层面。”解冻谈到万科如何决定这次项目的顾问公司时说。在这一次项目中，华信惠悦协助万科完成集团组织架构和管控机制的设计，并协助万科立下总部的新定位：万科的总部应该朝着战略型总部转变，以实现其中长期发展目标。
在这次合作中，华信惠悦再次协助万科研究多家国际大型组织的成功要素及组织架构，同时，万科参与了华信惠悦的员工态度调查，以提升员工的承诺度，进而提升组织的管理机制和管理效能。华信惠悦的顾问们在万科的不同发展阶段与万科一起解决问题、共同成长。解冻说道：“对华信惠悦也毋需再多做评价了，我们不断和华信惠悦进行新业务的合作，这已经充分说明我们对华信惠悦的信任和满意。未来，我们希望和华信惠悦有更深入的合作。”
访谈接近尾声时，解冻表示：“管理是一个实验的过程，万科正在不断地摸索、尝试。但始终不变的是我们的核心理念：市场化原则和人文主义情怀。”万科不断地进步、蜕变，抱持着不变的核心理念，正朝千亿级企业迈进中。
关于万科：
万科企业股份有限公司成立于1984年，是目前中国最大的专业住宅开发企业。2007年公司实现销售收入523.6亿元，公司连续五年入选“中国最受尊敬企业”，连续三年获得“中国最佳企业公民”称号。万科1991年成为深圳证券交易所第二家上市公司。上市16年来，万科主营业务收入复合增长率为28.3％，净利润复合增长率为34.1％，是上市后持续盈利增长时间最长的中国企业。多次获得《投资者关系》、《亚洲货币》等国际权威媒体评出的最佳公司治理、最佳投资者关系等奖项。万科现有员工15000余人，2005年和2007年，连续两次荣获《财富》中文版和华信惠悦合作评选的“卓越雇主”称号。
2007 is a fast growing year for Vanke. Its turnover doubled from NT$20 billion of 2006 to NT$53.36 billion. It was a new record in the history of China real estate industry and a sum of what has been made by the companies in the second and third place. Vanke left its competitors far behind.
Vanke has always been a subject of pursuit in terms of management standards to many corporations. Since the beginning, Vanke has been aware of the importance of good management to the development of a corporation and began its journey of organization transformation. Looking back to the changes made to Vanke’s organization, Vanke has been at the lead in the industry, and, as a long term partner, Watson Wyatt has been assisting Vanke to solve many problems and challenges and accompanying Vanke to march from professional to excellence.
First cooperative Venture: Structuring a Fast-Response Model
A few years back in 2001, most corporations in China still position their human resource department as “a department in charge of recruitment”; Vanke, at that time, has already developed the concept: “Human resource managers are the strategic partners of the management and experts of implementation and methods”. This new positioning led Vanke's human resource department to think from the dimension of strategies. In 2005, Vanke's cross-regional business began to develop in a fast speed and the problem of regional control was troubling the core management. At the same time, setting up a system of organizational resource distribution to support the company's ten-year strategic layout was a huge challenge.
Vanke began its first project with Watson Wyatt in 2005 to solve the regional organizational structure problem. Vanke has been enforcing the centralized management system, which enabled Vanke to establish its professionalism and standards; however, such system also became a fortress that blocked the ability of respond rapidly. Along with the fast development of Vanke's regional business, the question of whether the existing centralized management system is still suitable? Watson Wyatt's consultants made a thorough analysis and suggested Vanke to adopt the new management model: to respond to the changes and development, the frontier companies are the ones that know the market the best; therefore, they often are the quickest to respond to the market. Thus the frontier companies must have a larger room for operations and effect job delegation and standards to backup the new management model. The consultants also proposed the “Organization Block” concept: Setting the central city as the smallest unit of key management and organizational management.
At that time, the real estate business was an emerging business in China and Vanke had no reference to consult from. Watson Wyatt's consultants integrated its global resources and rich industrial experiences to assist Vanke in studying the organizational management model of the largest real estate corporation in the US-Pulte Homes. After two years of fast development, today's Vanke has surpassed the standard setter at that time. Vanke did not experience the process of turning from a small enterprise to a medium size company. Instead, it grew into a large corporation in a very short period. This brought a huge challenge to Vanke”, said Mr. Xie Dong (謝凍) Executive Vice President in charge of human resources. On facing high growth, Vanke did not let the pride go over its head; instead, they saw the future challenges.
The Second Venture: Restructuring of the Headquarter to Respond to Even Faster Expansion.
On facing such challenges, Vanke activated another round of organizational restructure in 2007, and once again had the opportunity to work with Watson Wyatt. “Watson Wyatt has in-depth knowledge of the real estate industry. The consultants think from the angle of strategies, instead of the simple human resource layer”, said Xie Dong when talked about how they decided on the consultant company for this project. In this project, Watson Wyatt helped Vanke to complete the designs for the organizational structure and control mechanism and repositioned the headquarter. Vanke's headquarter should be positioned to become the strategic headquarter for standardization and industrialization. At this stage, the headquarter needs fast expansion as well as investment in even more R&D resources.
In this project, Watson Wyatt once again helped Vanke to study the success and organizational structures of several international organizations. Vanke also asked Watson Wyatt to conduct employee attitude survey to understand employees' opinions, which aimed at increasing employees' commitment and then enhance the organization's management system and effectiveness. Watson Wyatt's consultants solve problems and grow with Vanke at different developmental stages. “It's no more question how we think about Wattson Wyatt. We continue to partner with Watson Wyatt and this demonstrates it all for our trust and satisfaction. In the future, we wish to continue working with Watson Wyatt”, said Mr. Xie Dong.
At the end of the interview, Mr. Xie Dong expressed, “Management is a process of experiment and Vanke continues to try and adjust, but one thing will never change that is our values: the principle of market and humanity.” Vanke is growing and improving. With their values, marching towards the goal of NT$100 billion.
About Vanke:
Vanke Co. Ltd. was founded in 1984. It is currently the largest residential housing development company. In 2007, the Company realized a turnover of NT$52.36 billion and was chosen as the “Most Respected Corporation” for five consecutive years and “The Best Corporate Citizen of China” for three consecutive years. Vanke became the second publicly listed company on the Shenzhen Stock Trading Board in 1991 with the largest market value of 254 billion. For 16 years after public listing, the Company's compound annual growth rate (CAGR) from the main business categories grew by 28.3% and net profit compound annual growth rate 34.1%. It is the company in China to have the longest continuous profit growth after public listing. Vanke has also been rated as the best in company management and investor relations by renowned international media such as Investor Relations and Asia Currency magazines. Vanke is currently a company of more than 13,000 employees and won the title, the Best Company to work for, jointly selected by Fortune magazine Chinese Edition and Watson Wyatt, in 2005 and 2007.
