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【產業焦點人物】周永明給宏達電員工的公開信全文: 「我們將再起」要求員工「Kill Bureaucracy(根除官僚作風)」加強執行力。



周永明給宏達電員工的公開信全文
2012/08/15-沈勤譽、楊智家
宏達電陷入營運低潮,連政府部門都熱烈討論如何協助宏達電度過難關,宏達電執行長周永明特別寄內部電子郵件給所有員工信心喊話,表示公司雖面臨多重挑戰,但仍是全球3大智慧型手機品牌之1,只要能去除官僚主義,堅持創新路線,很快就能再起。

周永明在信中表示,我們對第3季展望欠佳,很多人一定都感到失望,因為智慧型手機市場還在成長,但我們的銷售卻下滑,我們當前面對多重挑戰。首先是品牌力,宏達電直到HTC One推出才算真正建立一個品牌,但還要花一段時間去建立成功品牌,雖然HTC One是大家公認非常棒的產品,但市場認知度並不夠強烈,我們需要持續提升品牌認知度,來驅動消費者的需求與偏好。
另一方面,宏達電傳統上非常仰賴產品,有非常領先的產品,因此能取得現在的市場成績,但隨著市場與競爭者策略改變,競爭者發揮他們的經濟規模、品牌認知度及龐大行銷預算,做到宏達電沒能做到的事。
周永明認為,宏達電還有很多改善空間,從產品、品質以及產品、行銷、銷售及零售通路的整體完善度,都要持續強化,最近內部展開部分組織優化,就是為了能以新的方式運作,聚焦更偉大的事情,在進入市場時能夠一切到位。
此外,公司也需要改善溝通方式,過去我們一向快速行事、快速反應,但歷經前2年的快速成長,我們的溝通反應速度反而變慢了,我們總是有人在不斷開會及討論,但卻沒有決策、策略方向或警覺心,官僚主義已經悄悄潛入,弱化了我們的執行力。
儘管有上述問題,但周永明還是對宏達電充滿信心,他強調,我們的本質與文化都始終如一,我們有很棒的員工,對公司鞠躬盡瘁,我們有最棒的產品,像HTC One X獲得產業最高評價,我們的產品線非常完整,對於正在開發的2012年稍晚及2013年初的新產品感到非常興奮。
他強調,宏達電的產品、創新與技術都是世界頂尖的,我們擁有卓越的客戶關係,我們可以快速反應及改正問題,我們名列全球3大主要智慧型手機品牌,公司只是面臨短期挑戰,不要被市場及業界的雜音所干擾,我們仍是市場上最強的競爭者,很快就會再起。
以下為全文
針對近來宏達電調降第3季營運展望、股價持續下滑及外界看衰宏達電等內外因素夾擊,宏達電執行長周永明對宏達電員工發表一封名為「我們將再起」的內部信,全文如下:
我想要藉由這次的機會,與各位分享我對目前宏達電近期最新進展與所面臨挑戰的看法。
你或許已知宏達電第3季展望將會令大家感到失望,是的,在智慧型手機市場愈來愈大但宏達電銷售成績下降下,當然我們會感到失望。面對今日的挑戰,我認為有如下幾個原因所導致。
在今日,專營品牌扮演很重要的角色,宏達電直到推出HTC One之後,才建立起專營的品牌,這需要花上一些時間去建立。HTC One是一個已被承認的強大產品,但大眾卻不這麼認為。在建立HTC One這一專營品牌是一正確策略方向指引下,我們仍需要持續改善大眾對我們品牌的意識,並驅動更大的消費者需求及偏好。
因此,有好幾個領域是我們須改善之處。傳統上,宏達電主要依賴於產品,我們有一流的產品,且這些產品已幫助我們在市場上找到市場定位。然而,當市場出現變化、競爭者策略出現變化且當競爭者更強大,縮小產品之間的差距時,我們的競爭者可以藉由其規模、品牌意識及大量的行銷預算,達到宏達電可能達不到的目標。
總是有我們需要改進的餘地,例如產品、品質、產品準備度、行銷、銷售及零售等項目。我們已確定了這些須改進的項目並計劃進行改善。我們近期已優化部分組織,以確保我們有新的工作模式、可專注在讓我們的想法更茁壯,以及確保當我們進入市場後已有充分的準備度。
我們也需要改善我們的溝通,宏達電過去一直是一間處事有效率且反應速度很快的公司,但過去兩年的高度成長,已讓我們的效率有所下降。我們雖然不時都有人員在開會及溝通,但卻缺乏決策、策略方向或急迫性。官僚作風悄悄滲透進了公司,我們決定去做一些事情,但我們最終不是沒有執行,就是鬆散的去執行它。這就是我們現在所面臨的問題:即市場在改變,以及我們內部的問題。
然而,我對於宏達電有強大的信心。我們的創辦精神及文化都依然存在,我們有極佳的員工,且非常致力於奉獻給宏達電。我們有獲得市場公認的最佳產品,如One X,此外,我們也有強大的產品線,且我也對我們即將在2012年稍後及2013年初即將推出的產品,感到非常興奮。宏達電的設計、創新及科技都名列全球前茅;我們有著無價且極佳的客戶關係;我們針對主要內部問題已快速進行處理。我們將很快的回到往日榮耀地位;我們是全球智慧型手機產業中受高度敬仰的3大全球主要智慧型手機品牌之一。我要藉這次的機會謝謝您(指宏達電員工)以及在背後支持您以及宏達電的家人。我要謝謝您認真的付出以及貢獻,您是讓我對宏達電感到驕傲的一員。
您有一切的理由仍保有信心,別被市場及產業中的耳語所影響。我們仍然是市場上強大的業者,只是我們目前面臨了短暫的挑戰。但短期的挑戰仍不會影響整體營運,我們仍非常堅實,財務上也非常的健全,最重要的是我們要如何去解決問題。請確保我們將可消除掉官僚文化,確保我們可以很有效率的處理對的事情,並讓它付諸執行。我們針對明確的目的及目標進行討論,並最終實現這些目的及目標。舉例來說,在會議過後,我們一致決定將優先達成ABC等目標,且要在一週內完成,如果有任何疑問及不同看法,我們應立即溝通並就目的及目標達成共識,我們必須避免在沒有明確目標的情況下,執行一項任務。當然你可以說我需要兩天的時間去確認這項任務,但請確保你將可在接下來的兩天內完成工作。
當我們正在執行工作時,我們需要對於何者為最重要事項有明確認知,並確保我們有高度的信心去處理這些優先事項。切勿讓流程、規則和準則影響我們的重要目標,當然,我們必須遵循一定的規則和準則,但別讓小事情扼殺了主要的目標。請再確保我們心中都有著大方向,以英雄式的創新保持毅力,並進而發揚光大。
我們將再起。
I would like to take this opportunity to share with you the situation and my thought regarding recent progress and challenges of htc.
You had probably heard of our announcement of q3 outlook which is definitely disappointing. Yes, of course we are disappointed that our sales are down while smartphone market share is growing.
I think there are multiple reasons for the challenges we are facing today.
The franchised Brands are playing a major role today. Htc has not built a franchised brand until HTC One. It requires sometime to build a successful brand. HTC One is a very strong product which is well recognized. However the mass awareness was not big enough. While building HTC one franchised Brand is the right direction, we still need to continue to improve the awareness of the Brand and drive greater consumer demand and preference.
There are multiple areas we need to be improving. Traditionally htc depended on products a lot. We have leading products and they have helped us in the market to get to where we are today.
However when market changed, competitors strategies changed and when they became better the product gap became narrower. Our competitors can leverage their scale, brand awareness and big marketing budget to do things which htc could not do.
There are always room for us to be improving, e.g. products, quality, holistics readiness of product, marketing, sales, retail, etc. We have identified those areas and have plans to improve them. We have recently optimized some organization to ensure that we have new way of working on them. To ensure we can focus on making our big ideas bigger. To ensure our holistic readiness is there when we go to market.
We also need to improve our communication. Htc used to be a company where we did things quick and reacted quick. However the fast growth from the last 2 years has slowed us down. We have people in meeting and talking all the time but without decision, strategic direction or sense of urgency. Bureaucracy crept in without clear ownership. We agreed to do something but we either didn't do it or executed it loosely.
That's what happened to us. Market changed and we also have our own issues.
However I have strong confidence in HTC. Our origin and culture are still there. We have great people and they are still there very committed to htc. We have the best products as recognized by the One X having the industry's best rating. In addition, our product pipeline is very strong and I am super excited about the new products we are working on for later this year and early next year. Htc's design, innovation and technologies are one of the tops in the world. We have excellent customer relationship which is invaluable. We have reacted quick in fixing our major issues. We are coming back soon; we are one of the top three worldwide major smartphone brands with tremendous respect from the industry.
I want to take this opportunity to thank you and your family as well for their support to you and to htc. I want to thank you for your hard work and contribution. You are the people who make me feel very proud of HTC.
You have every reason to remain confident. Do not be influenced by noises from market and industry. We really are the strong player in the market and we are just having short term challenges. But short term challenges are fine. We are still very strong and financially healthy. The most important thing is what we do to solve the problem. Our own action matters. The way we behave matters. Please make sure that we kill bureaucracy. Make sure we are doing the right thing quick and make it works. We communicate with clear goals and targets and make it happen.
For example, after meeting we say we want to prioritize to achieve A,B,C and we want to get this done within one week. If there is concern and conflict we should immediately talk and agree upon the goals and target. We need to prevent that yeh, yeh we are looking into that, we are working on that without clear target. Of course you can say I need 2 days to confirm it and that's fine. But make sure you confirm it within the next 2 days. When we are working on something we need to have a clear sense of what the most important items and hero features are, and make sure we have high confidence to get those priorities done instead of everything is everything. Don't let the processes, rules and norms to impact our important goals. Of course we have to follow certain rules and criteria but don't let small things kill the major goals. Again make sure we have big things in mind. Stay firm with the hero innovations and make them even bigger and deliver them.
We are coming back.