Decrypting the corporate culture of Xi'an Janssen-Strategist culture-诸葛长青-诸葛长青改变命运方法|如何能够改变命运|圣贤明灯国学院官方网站-诸葛长青圣贤明灯国学院

Decrypting the corporate culture of Xi'an Janssen

date:2020-09-18 18:34:02 read：53

Decrypting the corporate culture of Xi'an Janssen

Xi'an Janssen Pharmaceutical Co., Ltd. is currently one of the largest, most diversified and most complete advanced technology-based joint ventures in China's pharmaceutical industry. The Chinese side of the joint venture is Shaanxi Pharmaceutical Industry Corporation, Shaanxi Hanjiang Pharmaceutical Factory, China Pharmaceutical Industry Corporation and China Pharmaceutical Foreign Trade Corporation, represented by Shaanxi Pharmaceutical Industry Corporation, and the foreign side is Belgian Janssen Pharmaceutical Co., Ltd., a member of American Johnson&Johnson Corporation.

Johnson&Johnson is the largest and most diversified manufacturer of consumer care products, prescription drugs and medical professional products in the world. So far, it has 168 subsidiaries in 50 countries in the world and sells products to more than 150 countries. At present, Johnson&Johnson has 7 joint ventures and wholly owned enterprises in China. Belgian Janssen Company was founded in 1953 and joined Johnson&Johnson in 1961. Up to now, Janssen, Belgium, has successfully developed more than 80 new drugs, becoming one of the most developed pharmaceutical companies in the world.

Belgian Janssen is a company that mainly invents new drugs. Dr. Janssen, the founder of the company, mainly pursues to introduce more and better new drugs to more people. He had a good feeling for China and said, "It would be a great pity if the new drug I invented could not be used by the Chinese people who account for 1/4 of the world's population." So, at the beginning of China's reform and opening up, the Belgian company Janssen took the initiative to try to cooperate in China.

After three years of negotiation, Xi'an Janssen Pharmaceutical Co., Ltd. was established in October 1985. The total investment is 1.9 billion yuan, and the registered capital ratio is 52% for the foreign party and 48% for the Chinese party. The duration of the joint venture is 50 years.

1、 Strict management and focus on incentives

The workers and middle managers of foreign-funded enterprises were provided by several Chinese joint ventures. At first, they were lax in management consciousness and did not adapt to strict production requirements. In view of this, the joint venture has strictly followed the standards of Janssen Company in management, formulated strict labor discipline, made employees gradually adapt to the new management mode, and developed a sense of responsibility for the enterprise and society.

Through investigation and research, they found that among Chinese employees, especially those at higher levels, value orientation is manifested in the dual pursuit of high pay and work success. The favorable treatment is an important means for Xi'an Janssen to attract and recruit talents, while the continuous enrichment of work significance, increase of work challenges and opportunities for success are the key to the company's good use of talents. At the initial stage of its establishment, the company mainly relied on the personal ability of sales representatives to spread the net around and fight alone, and adopted personal incentives for employees. Based on the principle of personnel-position-organization matching, they choose those who have the spirit of adventure, are brave in exploration, are competitive and agree with the corporate philosophy to be responsible for the enterprise as the sales representatives of the enterprise. They mainly use fresh graduates from medical universities and medical representatives who have worked for several years. These two types of people have high cultural quality and strong ability, and have strong aspirations for high pay and career achievements. At this time, Xi'an Janssen vigorously promoted the corporate culture represented by "Eagle", They explained themselves this way: "The eagle is strong, the eagle is decisive, the eagle is brave to challenge the mountains and the sky, and they always dare to stretch out their necks to fight independently. In our team, we should encourage the first bird, and not only be the first bird, but also be the eagle fighting against the sky. As an enterprise, we should become the eagle among the excellent companies in the world."

2、 Focus on team building

While cultivating the "sales eagle", they also pay special attention to the team spirit construction of the staff. At the sales conference at the end of 1996, they focused on learning and discussing the "enlightenment of wild geese";

"... When each wild goose spreads its wings and flies high, it also provides an upward wind for the team mates behind it. Because of the formation of a V-shaped formation, it can increase the flight range of wild geese by 71%";

Inspiration: people who share the tacit understanding of the team can help each other and reach the destination more easily, because they are working together on the basis of mutual trust.

"When a wild goose leaves the team, it immediately feels the difficulty and resistance of flying alone. It will immediately fly back to the team, and make good use of the upward wind provided by its previous companions to continue to move forward";

Inspiration: We should have team consciousness like wild geese, follow the leader in the team and go to the destination with the team. We are willing to accept others' help and help others.

Through the vigorous construction of corporate culture, the quality of employees has been continuously improved, and they have deep feelings for the company, and the work has been carried out more smoothly. It is particularly obvious that the problem of employee stability that plagued the company in the late 1980s has been well solved. At that time, due to the concept, many people came to Xi'an Janssen to work only for the purpose of obtaining high income. When their wishes were not met, they were dissatisfied. The turnover of personnel was as high as 60% for several consecutive years. Today, they have made employees deeply identify with the company and love the company's environment and spirit. In 1996 and 1997, the staff turnover rate has been around 6% - 10%.

3、 Humanistic working environment

Xi'an Janssen's management practice is full of strong human feelings. Whenever the New Year is over, the president will not forget to send a greeting card to the employees even if he is on business or on vacation. On employees' birthdays, they will always receive greetings from the company's leaders. This is not a formal and unified greeting card, but a greeting card full of personal and company care for employees. When employees are sick and have a rest, the department head and even the president will go to see them in person or write a letter to greet them. When employees get married or have children, the company will treat this as a happy event for their families and give warm congratulations. The company has also held a group wedding letter. Some activities of the company also invite employees' families to participate in and share the happiness of the extended family. The internal publication of Xi'an Yangsen Office is called "Our Home", which serves as a bridge to communicate information, connect feelings and care for each other.

According to the strong welfare ideology of Chinese employees, the company, on the one hand, educates employees to abandon welfare ideology, on the other hand, fully considers the imperfection of China's social security system, and tries to solve practical production problems for employees. After several years of run-in between the company's senior leaders at home and abroad, a consensus has finally been reached: the company is responsible for the individual unemployment, employment, retirement insurance and personal insurance of employees, and the department is responsible for it; All medical expenses of employees can be reimbursed. In terms of housing, they learned from the practice of Singapore and combined with China's housing reform policy. The employees paid 25% of their wages each month, and the company paid 35% of the corresponding expenses, and set up a housing purchase fund for employees. This has exceeded the proportion of public accumulation fund of general state-owned enterprises. If the fund is insufficient, the company is responsible for guaranteeing and helping employees to get loans when the houses purchased are mortgaged. In this way, employees who have worked in Xi'an Janssen for 4 to 6 years can basically buy houses.

4、 Strengthen the traditional education of patriotism

On November 22, 1996, more than 90 senior managers and sales staff of Xi'an Yangsen, together with reporters from the central and local news organizations and representatives of the China Poverty Alleviation Foundation, marched from Maoping Town, Ninggang County, Jiangxi Province to Ciping Town, where Jinggangshan City is located, to carry out the 30.8 km "'96 Xi'an Yangsen Leading the New Long March for Health" activity.

They donated 308 yuan to the people in Jinggangshan area every 3.08 kilometers, in addition to personal donations. The company also donated drugs worth 100000 yuan to the People's Hospital in Jinggangshan District.

Why organize such an event? Ms. Zheng Hong, the chairman of the board, said: "The ambitious goal must be implemented in the specific work. To carry out a healthy new Long March is to use the glorious spirit of the Red Army Long March to inspire and spur us to create a better future for the motherland." The employees who participated in the Long March said: "The Long March is a declaration, announcing our great pledge to cross 30.8 (long-term sales target) as soon as possible; the Long March is a propaganda team, promoting Xi'an Janssen The spirit of "faithfulness to science and dedication to health"; The Long March is a seeder, which sows the seeds of Xi'an Janssen's teamwork, dedication and challenge. "

On the morning of the winter of 1996, a team of more than 300 people wearing red and blue coats of "I love China" appeared on the Tiananmen Square in Beijing, both Chinese and foreigners. They ran for many days, then watched the solemn ceremony of raising the national flag and sang the national anthem. This is another part of the patriotic education of Xi'an Janssen.

Luo Jianrui, the former president of the United States, said: "We attach importance to patriotism education, make employees have the spirit of hard work, and make our enterprise more cohesive. Because it is hard to imagine how a person who does not love the motherland can love the company? And I also love China!" Dai Kaijun

解密西安杨森企业文化

    西安杨森制药有限公司是目前我国医药工业规模最大、品种最多、剂型最全的先进技术型合资企业之一。合资中方为陕西省医药工业公司、陕西省汉江制药厂、中国医药工业公司和中国医药对外贸易总公司，以陕西省医药工业公司为代表，外方为美国强生公司的成员比利时杨森制药有限公司。
     强生公司是当今世界上规模最大、产品最多元化的生产消费者护理品、处方药品和医疗专业产品的企业，迄今为止在世界上50个国家拥有168个子公司，并向150个以上的国家销售产品。目前，强生公司在中国有7家合资、独资企业。比利时杨森公司创办于1953年，1961年加入美国强生公司。到现在，比利时杨森已成功研制出80多种新药，成为世界上开发新药最多的制药公司之一。
     比利时杨森是以发明新药为主的公司，创始人杨森博士一生的主要追求是将更多更好的新药介绍给更多的人。他对中国怀有好感，说“如果我发明的新药不能供占全世界人口1/4的中国人使用，那将是莫大的遗憾。”于是，在中国改革开放之初，比利时杨森公司就主动到中国尝试进行合作。
     　经过3年的谈判，1985年10月，西安杨森制药有限公司成立了。总投资19亿元人民币，注册资本比例为外方占52％，中方占48％，合资期限50年。
     一、严格管理，注重激励
     外资企业的工人和中层管理人员是由几家中方合资单位提供的，起初，他们在管理意识上比较涣散，不适应严格的生产要求。有鉴于此，合资企业在管理上严格遵循杨森公司的标准，制定了严格的劳动纪律，使员工逐步适应新的管理模式，培养对企业和社会的责任感。
     他们通过调查研究发现，在中国员工尤其是较高层次的员工中，价值取向表现为对高报酬和工作成功的双重追求。优厚的待遇是西安杨森吸引和招聘人才的重要手段，而不断丰富的工作意义，增加工作的挑战性和成功的机会则是公司善于使用人才的关键所在。在创建初期，公司主要依靠销售代表的个人能力，四处撒网孤军奋战，对员工采用的是个人激励。他们从人员——职位——组织匹配的原则出发，选用那些具有冒险精神、勇于探索、争强好胜又认同企业哲学对企业负责的人作为企业的销售代表。他们使用的主要是医药大学应届毕业生和已有若干年工作经验的医药代表。这两类人文化素质较高，能力较强，对高报酬和事业成就都抱有强烈的愿望。此时，西安杨森大力宣传以“鹰”为代表形象的企业文化，他们自己这样解释：“鹰是强壮的，鹰是果断的，鹰是敢于向山颠和天空挑战的，他们总是敢于伸出自己的颈项独立作战。在我们的队伍中，鼓励出头鸟，并且不仅要做出头鸟，还要做搏击长空的雄鹰。作为企业，我们要成为全世界优秀公司中的雄鹰。”
     二、注重团队建设
     在培养“销售雄鹰”的同时，他们还特别注重员工队伍的团队精神建设。在1996年底的销售会议中，他们集中学习并讨论了关于“雁的启示”；
     “……当每只雁展翅高飞时，也为后面的队友提供了向上之风。由于组成V字队形，可以增加雁群71％的飞行范围”；
     启示：分享团队默契的人，能互相帮助，更轻松地到达目的地，因为他们在彼此信任的基础上，携手前进。
     “当某只雁离队时它立即感到孤独飞行的困难和阻力。它会立即飞回队伍，善用前面同伴提供的向上之风继续前进”；
     启示：我们应该像大雁一样具有团队意识，在队伍中跟着带队者，与团队同奔目的地。我们愿意接受他人的帮助，也愿意帮助他人。
    经过大力进行企业文化建设，员工的素质得到了不断的提高，对公司产生了深厚的感情，工作开展得更为顺利。特别明显的是，在80年代后期困扰公司的员工稳定问题得到了很好的解决。当时由于观念的原因，许多人到西安杨森工作仅是为了获得高收入，当自己的愿望得不到满足时就产生不满，人员流动性曾连续几年高达60％。如今，他们已使员工深深地认同公司，喜爱公司的环境和精神，1996年和1997年人员流动率已处在6％—10％左右。
    三、充满人情味的工作环境
     西安杨森的管理实践，充满了浓厚的人情气息。每当逢年过节，总裁即使在外出差、休假，也不会忘记邮寄贺卡，捎给员工一份祝福。在员工过生日的时候，总会得到公司领导的问候，这不是形式上的、统一完成的贺卡，而是充满领导个人和公司对员工关爱的贺卡。员工生病休息，部门负责人甚至总裁都会亲自前去看望，或写信问候。员工结婚或生小孩，公司都会把这视为自己家庭的喜事而给予热烈祝贺，公司还曾举办过集体婚札。公司的有些活动，还邀请员工家属参加，一起分享大家庭的快乐。西安杨森办的内部刊物，名字就叫《我们的家》，以此作为沟通信息、联络感情、相互关怀的桥梁。
     根据中国员工福利思想浓厚状况，公司一方面教育员工要摒弃福利思想，另一方面又充分考虑到中国社会保障体系的不完善，尽可能地为员工解决实际生产问题。经过公司的中外方高层领导之间几年的磨合，终于形成共识：职工个人待业、就业、退休保险、人身保险由公司承担，有部门专门负责；员工的医疗费用可以全部报销。在住房上，他们借鉴新加坡的做法，并结合中国房改政策，员工每月按工资支出25％，公司相应支出35％，建立职工购房基金。这已超过了一般国有企业的公积金比例。如果基金不够，在所购房屋被抵押的情况下，公司负责担保帮助员工贷款。这样，在西安杨森工作4到6年的员工基本上可以购买住房了。
     四、加强爱国主义的传统教育
     1996年11月22日，西安杨森的90多名高级管理人员和销售骨于，与来自中央和地方新闻单位的记者及中国扶贫基金会的代表一起由江西省宁岗县茅坪镇向井冈山市所在地的茨坪镇挺进，进行30.8公里的“’96西安杨森领导健康新长征”活动。
    他们每走3.08公里，就拿出308元人民币捐献给井冈山地区的人民，除此以外个人也进行了捐赠。公司还向井冈山地区的人民医院赠送了价值10万元的药品。
     为什么要组织这样一次活动呢？董事长郑鸿女士说：“远大的目标一定要落实在具体的工作中去。进行健康新长征就是要用光荣的红军长征精神激励和鞭策我们开创祖国美好的未来。”参加长征的员工说：“长征是宣言书，宣布了我们早日跨越30.8（远期销售目标）的伟大誓言；长征是宣传队，宣传了西安杨森“忠实于科学，献身于健康”的精神；长征是播种机，播下了西安杨森团队合作、勇于奉献、敢于挑战的火种。”
     　1996年冬天的早晨，北京天安门广场上出现了一支身穿“我爱中国”红蓝色大衣的300多人的队伍，中国人、外国人都有，连续许多天进行长跑，然后观看庄严肃穆的升国旗仪式，高唱国歌。这是西安杨森爱国主义教育的又一部分。
     　前任美籍总裁罗健瑞说：“我们重视爱国主义教育，使员工具备吃苦耐劳的精神，使我们企业更有凝聚力。因为很难想象，一个不热爱祖国的人怎能热爱公司？而且我也爱中国！”代凯军

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

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Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

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诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

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