海尔智家创立量子小店模式，聚焦用户家生活场景服务，建立以社区用户为中心、由售后服务网点到销 售服务、线上及线下一站式、多渠道融合的服务新模式，解决用户家电清洗、水电路改造、家政清洁等 居家多样化的定制需求。 海尔智家建立并逐步完善用户投诉响应与管理机制，利用数字化工具，保证客户需求秒级响应，并根据 客户痛点持续升级投诉响应流程与机制。2024 年，公司接获66,212 条关于产品及服务的投诉，投诉结 案率及投诉解决满意率均为 100%。 文/华夏ESG观察联盟 企业介绍 海尔智家股份有限公司（简称"海尔智家"），是海尔集团子公司之一，承接海尔集团三大板块之一 的"智慧住居"赛道，前身为青岛海尔股份有限公司，其历史可追溯至1984年成立的青岛电冰箱总厂。公 司于1993年在上海证券交易所A股上市，2018年在德国法兰克福中欧国际交易所D股上市，2020年在香 港联交所H股上市，实现"A+D+H "全球资本市场布局。海尔智家全球拥有10万+员工，其中外籍员工超 1/3。 实践案例 2024年，海尔智家国内运营区的全部工厂、海尔 Europe 全部工厂均通过ISO 9001质量管理体系认证， 46家国内运营区工厂通 ...

实践案例 文/华夏ESG观察联盟 企业介绍 海尔智家股份有限公司（简称"海尔智家"），是海尔集团子公司之一，承接海尔集团三大板块之一 的"智慧住居"赛道，前身为青岛海尔股份有限公司，其历史可追溯至1984年成立的青岛电冰箱总厂。公 司于1993年在上海证券交易所A股上市，2018年在德国法兰克福中欧国际交易所D股上市，2020年在香 港联交所H股上市，实现"A+D+H "全球资本市场布局。海尔智家全球拥有10万+员工，其中外籍员工超 1/3。 海尔智家建立并逐步完善用户投诉响应与管理机制，利用数字化工具，保证客户需求秒级响应，并根据 客户痛点持续升级投诉响应流程与机制。2024 年，公司接获66,212 条关于产品及服务的投诉，投诉结 案率及投诉解决满意率均为 100%。 此外，海尔智家搭建覆盖全流程、全产业的分类化、数字化服务培训体系和操练考比体系，不断提升一 线服务人员的服务能力。2024年公司在全国开展线下开展实操培训超7,300 次，参与服务人员10万余 人，服务商培训5,700余家，场次超1,100 次。 专家点评：海尔智家坚守"人单合一，人人质量"理念，打造涵盖全流程质量、有害物质管控及ESD静电 ...

Core Viewpoint - The necessity of middle management is being questioned in the context of flattening organizational structures, yet their role is evolving to become essential in bridging strategy and execution, especially in the age of AI [1][2][3] Group 1: The Role of Middle Management - Middle managers are often seen as redundant in modern organizations, labeled as inefficient and disconnected from frontline realities [1] - The rise of internet companies has popularized a flat organizational structure, which is perceived as more agile and innovative, leading to the view that middle management hinders progress [1][2] - However, middle management is crucial for effective communication of strategy, maintaining fairness in execution, and ensuring organizational stability amidst rapid changes [2][3] Group 2: Transition from Managers to Enablers - The traditional role of middle managers is being redefined from mere executors of tasks to strategic enablers who can navigate complex environments [3][4] - Middle managers must possess both business acumen and technical understanding to effectively coordinate resources and foster team dynamics [3][4] - Companies need to empower middle managers through structural changes that allow them to take on more significant roles in decision-making and resource allocation [4][5] Group 3: Systematic Changes Required - Organizations should implement three key changes to support middle management: empowerment through role reconstruction, process optimization for cross-functional collaboration, and an upgraded evaluation and incentive system [4][5][6] - The evaluation system should recognize contributions beyond traditional KPIs, focusing on organizational impact and team dynamics [6][11] Group 4: Case Studies and Practical Applications - Huawei has adopted a platform-based organizational model that emphasizes project-based operations, allowing middle managers to lead cross-departmental teams effectively [7][8] - Haier has transformed its structure to eliminate traditional middle management roles, instead empowering employees to act as entrepreneurs within a platform ecosystem [12][13] - Alibaba's Damo Academy illustrates a shift towards a value-driven approach, where middle managers facilitate collaboration across disciplines and ensure ethical considerations in AI development [16][17][18] Group 5: Cultural Transformation - A cultural shift from command-and-control to collaborative empowerment is essential for middle management to thrive in the AI era [15] - Organizations must foster a culture that encourages innovation, shared responsibility, and psychological safety for middle managers to fulfill their evolving roles [15][16]

Core Insights - The smart home market in China is projected to reach 682.1 billion yuan by 2024, with a significant acceleration in market growth [1] - Smart appliances account for 81% of the market, while control and connectivity products only represent 10%, indicating a strong hardware advantage but a lag in software integration [1] - A major issue is the lack of interoperability among devices, with 37% of smart home users needing to use an average of 4.3 apps, complicating the user experience [1] Group 1 - The award received by the brand "Sanying Niao" at the China Building Expo reflects its commitment to improving smart home experiences through technological innovation [5] - The brand's proactive service capabilities have evolved beyond basic functions like remote control and voice commands to include AI-driven recognition and sensing technologies [5] - The "Sanying Niao" platform allows users to customize their smart home setups easily, enhancing user engagement and satisfaction [7] Group 2 - The smart home development should focus on user needs, integrating technology into real-life scenarios to enhance convenience and comfort [7] - The "Sanying Niao" brand offers tailored solutions for various user preferences, including personalized kitchen designs and adaptable bathroom solutions for the elderly [5] - The monthly active users of the Haier Smart Home app have surpassed 11 million, indicating a growing user base and engagement [5]