Combat:TraditionalHowFunInternetstyle?(FreePaperDownloadCenterNews)managementguru,HarvardBusinessSchoolprofessorClaytonChristensenbelievesthatinnovationhastwotypes,oneisthecontinuityofinnovation,andtheotherisadisruptiveinnovationissimpletounderstand,continuityInnovationcontinuespasttheroad,anddisruptiveinnovationwillhavetofindanewway.disruptiveinnovationforenterprises,isthetwoendings,orbecomeadestroyer,orbedestroyed.Whenmostoftheindustryfromanincrementalcompetitiontothestockofcontention,anInternetrevolutionsweepingtheentireeconomy.Threatenedtobedestroyed,theidealstateindustriesandenterprises,ofcourse,istobecomeoftheoldmodeofspoilers,innovation-driventransformation.Thus,embracetheInternet’stransformationintoacommonissueinalmostallbusinesses,especiallyretailandmanufacturingsectors,frominformationasymmetrytransitionchallengesforinformationZerobringsis---userpersonalization,large-scalemanufacturingtransformationofmass1customization.InThisprocess,underthemultipleimpactofhistoricalinertia,corporateculture,andtheleadersofindividualfactors,differentcompanieshavechosenadifferenttransitionpaths.Path1OrganizationalchangeaheadWhenaskedwhytheorganizationalchangedriventransformation,theChairmanoftheHaierGroup,theBoardofDirectors,CEOZhangsaidthattheorganizationhasnotbeenrepeatedtransformation,itisdifficulttomaintainthevitalityofenterprisegrowthtwopointsisastrategicandorganizationalstrategyfollowedera,organizationsfollowthestrategy.structurefollowingstrategyinthemanagementofcommunityiscalled‘Chandlerproposition’,referringtooneoftheleadingUScompanieshistorian,strategicmanagementfounderAlfredChandler’sdiscovery,heInstudyingtheevolutionoftheUSorganizationalstructureandbusinessstrategyofdiscovery,organizationalstructure,withthechangeinbusinessstrategyandchange.businessstrategydeterminestheorganizationalstructurebaseddesignandselection,inturn,businessstrategythe2implementationprocessandtheeffecthasbeenorganizationalstructuremodeladoptedconstraints.andchairmanJunConsultingGroup王明夫alsosaidthattheexistenceofbusinessgrowthan‘organizationcap’or‘organizationceiling’phenomenon.Ifthesizeofthemarketisthebusinessgrowlimit,thentheorganizationalmodelistheenterprisetallceilings.ceilingbreakthroughorganization,youcanopenbusinessgrowthstrategyspace.Onbehalfoftheenterprise:InadditiontoHaier,themediaindustryrestructuringalsoExplorersthispathAgainChinaTelecomfrom2013begantoactivelypromotethe‘onetotwo’strategy,namelytotelecommunicationsandmarketization,differentiation,strategy.Theimportantaspectistofullydrawsmallaccountingunit,andactivelypromotetheteamcontractsystemtostimulatetissueviability.[CaseStudy]Haier:alargeplatform+smallcompaniesSince2005,HaierGroupbegantoexplorethepracticeofhumansingleonewin-winmodel,theessenceofthismodelisthatemployeeshavetherighttomarket3changesownership,thebasisfortheusertocreatevaluetodeterminetheirownincome.‘Man’istheemployees,‘single‘Notanarroworders,buttheuservalue,onesingleonewinatthesametimethatthestafftocreatevalueforcustomerstorealizetheirownvalue.2014after9years,HaierGroup’sstrategytopromotethethemedeclared‘enterpriseplatform,employeescreatecustomer-oriented,userpersonalization.’Enterpriseplatformisthecompanytobecomeanopenecosystemfromtheoriginalclosedorganization,canbeintegratedglobalresourcestoaccomplishthegoal,whichevolvedintoacanfromthecirculationo...