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▲右為萬科執行副總裁謝凍 左為美商惠悅深圳分公司總經理賴易平

2007年是萬科快速成長的一年，銷售額從06年的200多億翻了一倍，達到了523.6億，創下了房地產業的銷售新紀錄，是中國大陸排名第2和第3房地產 企業營收總和，把競爭對手遠遠第拋在後頭...  萬科一直是許多企業的管理標竿對象，而萬科很早便意識到管理對於企業發展的重要性，並開始了其組織變革之路。回顧萬科近年來的組織變革，堪稱一路走在行業的前端，而惠悅作為其長期的合作夥伴，在萬科不同的發展階段協助其解決管理難題並應對挑戰，伴隨著萬科從專業走向卓越。」

首度合作：建構快速回應模式

早在2001年，中國大多數企業的人力資源部門還只是企業管理階層眼中的「負責招聘的部門」時，萬科就將其人力資源部門定位為：「管理者的策略合作夥伴、變革的推動者和方法論專家」，這個全新的定位讓萬科的人力資源部開始從策略層面去思考問題。到了2005年，萬科的跨區域業務快速發展，如何進行區域管控成為當時困擾萬科高層的問題；同時，整個公司的組織資源要如何分配以支援企業的十年戰略，也是萬科面臨的一大挑戰。

2005年萬科開始了與惠悅的首次合作，共同解決區域組織架構的問題。萬科以往都是實行相對集權的管理模式，這讓萬科得以建立其專業化和標準化，但同時也限制了企業靈活應變的能力。隨著萬科在各個區域業務的快速發展，以前的相對集權管理模式是否還適宜？惠悅顧問們經過充分的市場分析後，建議萬科選擇新的管理模式：為了因應市場的變化和業務的發展，一線公司是最瞭解市場情況的單位，能夠對市場進行快速回應，因此必須賦予一線公司更大的操作空間，並藉由有效的分權與標準化來支援放權的新管理模式。顧問們還提出了「組織積木」這個新概念：即以中心城市為業務的管理重點和組織管理的最小單元，透過中心城市的不斷擴展，從而形成清晰的組織成長路徑。
　

當年，由於房地產行業在中國屬新興行業，萬科在中國沒有可借鏡的對象，顧問們結合惠悅的全球資源及豐富的產業經驗，協助萬科研究美國最大房地產企業帕爾迪（Pulte Homes）公司的組織管理模式。經過兩年的快速發展，今日的萬科甚至已超越了當年的標竿對象。「萬科沒有經歷從小型企業到中型企業的過渡階段，而是很快地就成為了一個大型企業，這為萬科的管理帶來了莫大的挑戰。」萬科負責人力資源的執行副總裁謝凍說道。面對高速成長，該公司並未驕傲忘形，反而先看到了未來的挑戰。

再次攜手：總部轉型以因應更快速的擴張　

於是，2007年萬科啟動了新一輪的組織變革，並再次與惠悅攜手合作。「惠悅對房地產行業有較深入的研究，顧問們站在策略的角度去思考問題，而不是停留在人力資源層面。」謝凍談到萬科如何決定這次專案的顧問公司時指出。在這一次專案中，惠悅協助萬科完成集團組織架構和管控機制的設計，並協助萬科立下總部的新定位：總部應該朝著策略型總部轉變，以實現其中長期目標。

在這次合作中，惠悅再次協助萬科研究多家國際大型組織的成功要素及組織架構，同時，公司也請惠悅在內部進行員工態度調查，了解員工的想法以提升其敬業度，進而提升組織的管理機制和管理效能。惠悅在萬科的不同發展階段與萬科一起解決問題、共同成長。謝凍說道：「對惠悅也毋需再多做評價了，我們不斷和惠悅進行新業務的合作，這已經充分說明我們對惠悅的信任和滿意。未來，我們希望雙方有更深入的合作。」

訪談接近尾聲時，謝凍表示：「管理是一個實驗的過程，萬科不斷地摸索、嘗試。但始終不變的是我們的核心理念：市場化原則和人文主義情懷。」萬科不斷地進步、蛻變，抱持著不變的核心理念，朝千億級企業邁進中。

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.
　

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