Annual performance was beaten to low performance because the JNZ project did not meet its performance goals. This is the first time I have been in the industry in so many years. Let me remember the mistakes I made in this project.
Project Origin
The company's business is a ToB e-commerce scenario. It has been operating for several years. The company will give major customers a certain amount of payment period, and then recover the payment after the payment period is received after fulfilling the contract and issuing the invoice. However, since there are more than 20 nodes in different scenarios from sales to collection, such as after the customer places an order, it involves packaging, out-of-warehouse, delivery, delivery, user confirmation, completion, account delivery, reconciliation, Invoices, warehouse acceptance, etc., special links may be like some customers who need to take them to a third party for inspection after submitting them to the inspection before they can be accepted internally and start internal accounting and payment; some customers' procurement is based on the project, that is, the customer does not You will be given money according to the account period, but you will have to wait until the project is completed. But our side’s payment period is fixed because it is backed by a financial institution (factoring), so it is fixed. If the customer does not give us money, it will involve the order being overdue. We will guarantee the order. At that time, when the overdue period was high, it was nearly 20%, and it was urgently needed to deal with it.
Of course, there are many methods for overdue governance, such as sales policies, credit control, performance, etc.; but there are different departments in the company managing it, especially because we are not directly responsible for customers but have specific project teams in charge. Similar to matrix management, we manage the professional and digital systems of operational lines as an operational digital department, but are not responsible for specific customers. Since the company believes that operations need to be responsible for receivables, our department will become accountable when there is an overdue or the overdue is serious, and the overdue rate is also our most important assessment indicator.
Product concept
During the project inventory process, it was found that the operation could follow up on time and timely the receivable link of the order on time and timely basis, in fact, the overdue situation can be reduced to a certain extent. The overdue amount is about 30% lower than the untimely amount. Originally, each project team was managing various customers or orders offline through Excel. If the functional departments wanted to understand the situation, they would hold various meetings to take stock of the situation. The information was very unobstructed and it was impossible to understand it in time. Condition. What shocked me at that time was that there was no data on the main reasons for overdue in the country and the proportion of the country. I could only ask the specific reasons for each project or the reasons I learned during a certain inventory, because the classification of problems for each project is not uniform. .
Therefore, a system called JNZ was planned. The main function of this system is to remind the operator to do the corresponding operation when the order is not completed on schedule. Then the operator or the corresponding acceptor will perform corresponding positioning. Problem classification (national unified). If it is handled by others, it can be distributed directly to others online. If others do not handle it in time, it can also be reminded or upgraded in time. In the future, these exceptions can also be combined with automatic outbound call, automatic invoice issuance, overdue prediction, bad debt report, etc. to achieve automatic processing, automatic identification and upgrade processing of exceptions. This will enable refined management of order exceptions online.
Product Development
At the beginning, when planning and building products, the time is tight, the task is heavy, and the construction is based on a similar product before, and then it took about three months to go online. During this period, due to the company's shortage of R&D resources, it was not The few people were seconded. I found it bad as soon as it was launched. Many functions were not implemented and the functions were incomplete, so I couldn't use them at all. Therefore, more than 100 questions were asked, and the continuous modification of the research and development can barely be used in pilot projects. The initial positioning was that each project team voluntarily used it, and found several projects for pilot projects in private. The project team's feedback was that there were notifications and reminders, and we could see the classification of various abnormal problems more clearly. The project team generally regards him as a reminder tool.
The trial operation was launched for about two months. The boss felt that it should not be used voluntarily for more than a dozen projects. It should be forced to use all projects and to carry out online refined management. Therefore, he organized his forces to put thousands of projects in one month. All of them are online. Then each project team began to deal with abnormal problems, problem location and distribution problems online. After onlineization, the boss still feels that it is not enough to set up a nationwide unified indicator, synchronizes all managers and projects every day, and product awareness has also changed from a system that originally came from the original efficiency improvement system to an online management platform.
The national unified indicators adhere to the principle of "timely discovering problems and solving problems in a timely manner", and set three key indicators: timely invoice rate, problem positioning rate and timely resolution rate. After you have the indicators, you should start to have weekly and monthly summary, and then organize assessments. For example, the timely resolution rate is a value of more than 30%, and then imagine that it would be very good to be able to mention about 60% in a year. Then when the team leader went to report, the boss directly took a nearly 80% indicator, and he could not change his caliber or goal, and he said that there is still 20% room left for you.
After you have the indicators, you start showing them every day. What the boss hopes is that the indicators can continue to improve. As soon as the indicator is reduced, why is Q lowered? I remember once an indicator was 89% in a certain month and 90% in the last month, and why is Q not 90% in the Q? Why is it 1% worse? Since there are thousands of projects across the country, you can't actually understand the situation of each project at every moment, so you have to ask various questions. At the same time, since many indicators are set up, they still need to be filled in manually, if these indicators are not filled in, it will be reduced. Therefore, it is also necessary to constantly remind the operation to fill in, collect various homework and organize data. The most important thing is that the team leader also feels that 80% of the indicators can be achieved or even 100% can be achieved. Just remove the situation once and close it when it is time to close it. Your product is of no value every day.
Finally, the product will take about 8 months from launching to the end of the year. When planning for next year at the end of the year, each project team conducted a survey, and each project team complained that the system was just collecting the operation and did not actually solve the problem. I have basically not discussed some previous reminders and special problems. This has led to the annual performance of the entire project team being beaten down.
Product reflection
Thought Problems, When people with technical backgrounds understand the business, they can easily use technology to solve problems. In fact, many problems may not need to be solved. There must be reasons why they exist. To understand the most fundamental reason behind it, see if technical solutions are needed. In this scenario, the business has been in operation for many years, and there is no unified classification of problem causes in the country. The most important is the organizational structure matrix, not strong management. It doesn't have to be solved by the system.
Organizational issuesIn fact, there was no agreement with the team leader when the product was most conceived. At present, there was no agreement on this. The system was promoted online in the way I thought, and all subsequent actions were as expected by the team leader. There is a big difference, and in the end the team leader will disconnect from each other and think that all this is done by you alone and has nothing to do with him. Of course, there are also some questions here. The team leader herself was born in operation before and didn’t know about technology. Whether she didn’t do it or she had to do it, she had to do it all. This is a big concept of intelligent automation, which is unavailable. And her The management style is to hold meetings or report to play with your mobile phone. If you want to listen, you will only care about things she cares about occasionally.
Production and research issuesAt the beginning, in order to speed up the launch plan, this project directly carried out secondary development on the original small system, but later it was discovered that this was a wrong decision. It turned out that this small system was incomplete and no one maintained it, so the experience was very poor. With such a poor experience system development and corresponding personnel changes, four product managers were replaced and more than ten R&Ds were all short-term interventions. In the end, my experience in this product was very poor.
My question, I have a very big problem with this project.
1) Whether it is necessary to build this system, of course, a large and comprehensive system can be planned from the architectural point of view to achieve various online and intelligentization. But whether the actual business is necessary and whether it is the most important thing to achieve good results in my control. At present, it is obviously not necessary to build such a system, or not to be large and complete when building this system. It is all solved first. For specific scenarios, achieve good results and then continue to expand, for example, suitable for such weak management organizations
2) Manage issues upward. In fact, I felt that something was wrong with this project countless times during this period, but I was trapped in daily work and always tended to solve the current problems first, rather than why these problems were encountered. Failed to manage upward in time, and although I had communicated several times, I could not convince the team leader and boss.
3) Personal choice issue. In fact, I have been joining this organization for 2 years. There are also some opportunities of all sizes before and during the process. However, considering that my own study, family and other factors have not made timely decisions, it is still inertia. Such organizations do repetitive daily work every day. I think that in this organization, I only want to get a salary every day, and I do not struggle for my work goals and mission, which leads to a big reason for falling into inertia. Moreover, when I first joined this organization, I had already seen the conflict between the team leader and other colleagues before and went to arbitration, but I had no reaction or made a timely decision!