What perspectives should be considered when analyzing corporate governance failures?

1. The long-term strategy is lost.

Jianlibao suffered from strategic confusion no matter in Li Jingwei’s era or Zhang Hai’s era. Strategic confusion led to Jianlibao’s lack of clear strategic goals in both periods and eventually fell into trouble. During Li Jingwei's period, the progress of the company was actually driven by casual decisions one by one, while Jianlibao during Zhang Hai's period was more like a child with ADHD who liked to attack everywhere. Lin Yougang commented that to a large extent, neither Li Jingwei nor Zhang Hai really grasped the development pattern of the beverage industry.

2. Unreasonable organizational structure

There are obvious unreasonableness in Jianlibao’s governance structure, organizational structure and organizational function design, key positions, and rank design. Defects result in the entire organization failing to grasp the most critical factors that affect business operations. Jianlibao during Li Jingwei's era, like many domestic companies, was a company with a distinctive entrepreneurial personality and heroism. If the structural problems of Jianlibao in the Li Jingwei era were common problems among state-owned enterprises at that time, then the problems of Jianlibao under Zhanghai Sea Control were entirely related to the management and governance issues of shareholders, such as misaligned governance structure and lack of organizational functions. The basic manifestations of the flaws in Jianlibao’s governance structure during the Zhang Hai period. Lin Yougang said.

3. Rigid process governance

During Zhang Hai’s administration, process was a word that was often talked about within Jianlibao, and following process was a saying that many middle and senior managers liked to say. Working language, and the stack of process documents developed internally by Jianlibao exceeds 1 meter. But Jianlibao's process is so complete that even an internal photography job has a detailed process, and the human resources department has as many as 23 business processes. Lin Yougang recalled that there is often such a phenomenon within Jianlibao: things that can be solved with one XX or one sentence must be drawn up with a written work contact sheet; the financial approval time often takes a long time. If a leader is on a business trip, it will be very difficult. Urgent matters have to wait for his return.

4. The failure of the marketing model

In the Li Jingwei era, it was mainly Li Jingwei who deeply attracted hundreds of thousands of people with his unique personal charm of being easy to make friends and loyal enough. Jianlibao dealer.

In the more than ten years from 1984 to 1997, Jianlibao essentially belonged to promoters and dealers, rather than marketers. Lin Yougang commented that although Li Jingwei later tried to change the entire marketing model, the entire team had become accustomed to it. As a result of doing business, the resistance to change and the backwardness of the entire team prevented Jianlibao from establishing a business in line with the new competitive form in the hands of Li Jingwei.