Transforming a Failing Company to Become a Dynamic Group
||: Guangzhou Daikin sales company
||: General Manager
To transform an organization, you must first be willing to transform yourself. I came in with talent and experience but Daikin saw even greater potential in me than I saw in myself. Not only did the company train me in the air conditioning business, it also provided me an education in management through its Daikin Business School program. There I could further deepen my understanding of Daikin’s entirely unique management style of People-Centered Management through discussions with fellow colleagues at other Daikin Group companies.
I became responsible for the mission to extend the reach of Daikin products in the South China Region, which included the provinces of Guangdong, Fujian, Yunnan, Hainan, and Guizhou, and the Guangxi Zhuang Autonomous Region. Even while being engaged in market development that began from market surveys and creation of sales and service networks, I was also at work promoting M&A.
Prior to leaving for my new post, Guangzhou Daikin had been an unprofitable sales subsidiary running a deficit, and the morale of its employees and sales distributors had fallen. To raise enthusiasm, I wholeheartedly adopted Chairman Inoue’s People-Centered Management and introduced a system to actively reward and promote employees based on their results. Upon doing so, the sparkle began returning to the eyes of our employees, and in only nine months we erased the deficit.
Revenue and profits have increased for 12 consecutive years since then, and operations have expanded from 40 employees to 450 employees with sales having increased by 44 times of the amount when I started. Not only did these results improve, but employees and managers also began feeling a sense of belonging, and it gave us great confidence. Thus, the company achieved a remarkable transformation to become a dynamic group.