Haier Corporate culture
Haier corporate culture has been widely recognized by Haier's employees as innovative value created by Haier senior management.
Innovation is the core of Haier corporate culture, Haier's unique cultural system cultivated and developed over the past 25 years. Haier corporate culture is guided and developed by advanced concept, innovative strategy, efficient organization, creative technology and market orientation, which have enabled Haier to grow swiftly with business expansion from China to outside world. Haier corporate culture features recognition and participation of all employees. Today, Haier is ambitious to gain worldwide recognition. To achieve this magnificent goal, Haier has had all its employees involved in realizing Haier's ideal to be a global recognizable brand.
Haier spirit
Creating resources and worldwide prestige
Resource Creation is based on innovation.Even Haier has less resources than its rivals,it can benefit from the core competence originated from innovation. The higher objective of the Global Brand strategic stage is "worldwide prestige" which is accomplished in meeting the needs of customers from all over the world and which will in turn make Haier a globally recognized world-class brand.
Haier Style
Individual-goal combination,swift action and success
"individual-goal combination" is our method and "swift action and success" is our target. The market of each SBU should be identified clearly and actions should be taken promptly.
Haier Philosophy
OEC Management
OEC is an abbreviation of Overall Every Control and Clear, indicating that overall control and supervision of every employee every day.
"O" stands for Overall, "E" for Everyone, Everyday and Everything and "C" means Control and Clear.
Purpose of the OEC Management is as follows:
Day-based task accomplishment and improvement
The task assigned for every day basis should be accomplished in the same day with an increase of 1% over that in previous day.
The OEC Management is comprised of three systems:
Objective → Daily Accomplishment → Incentive
The Objective must be established first; Daily accomplishment is basic to fulfillment of the objective; Result of Daily Accomplishment will be of significance when it is attached with incentive policy.
Slope and Ball Theory
An enterprise, likened to be a ball on a slope, requiring traction force to stop it from rolling downward and to keep it upward, needs efficient management to prevent it from lagging behind and creative ideas to achieve more opportunities for development.
Day-based task accomplishment and improvement
The "Slope and Ball Theory" is used to describe indications of OEC Management in 3 aspects:
Management is decisive to business success. An enterprise cannot succeed and business will go down if it is not well operated.
Consistent efforts should be made for management efficiency. It is a painstaking and profound process. Efficiency level of management does not always stay unchanged, even the supervising mechanism, but fluctuate continuously. Efficiency management requires untiring efforts.
Management is dynamic, endlessly. Enterprise business develops while supervising mechanism needs improvement. Management is not rigid, but flexible and adjustable according to enterprise objectives and internal and external conditions. Haier's policy is "Prepare for actual use, not for show".
