Attend meetings like Samsung

Author: (Korean) Jin Yonghan/Jin Yong'an/Wang Minghui
Publisher:
Publish Date: 2005-01-01
Features: How did Samsung successfully achieve strategic transformation and become a world-class enterprise in just 10 years? This should be traced back to the important meeting held by Samsung in 1993. This book summarizes Samsung's meeting culture and guides managers on how to hold high-efficiency meetings.
● Samsung does not hold unprepared meetings: Prepare meetings according to the 5W1H principle;
● Samsung's meeting philosophy and action guide—3.3.7 principle: 3 types of thinking, 3 principles, 7 rules;
● Samsung meetings must be work-related—WWW principle: Quickly and accurately convey the meeting content (word) through a window (window) to relevant parties and reflect it in actual work (work);
● Samsung meetings vary depending on the work: Stand-up meetings that double efficiency; Steam bath meetings that change the dull atmosphere and enhance emotional communication; Fitness meetings that stimulate the brain; English meetings aimed at localization;
● Samsung meetings seek common ground while preserving differences: Guide constructive debates; Hold meetings with an equal stance; Avoid ambiguous expressions; Silence in meetings is laziness.
Whether it is a well-performing company or a poorly performing company, they hold many meetings; however, the difference in meeting culture creates well-performing and poorly performing companies. Samsung Group has become the fastest-growing profitable company globally, replacing Sony as the leader in consumer electronics; in the first half of 2004, its profits even exceeded those of IBM and Intel. Samsung's remarkable success can be traced back to the meeting culture reform in the 1990s. In 1993, Samsung President Lee Byung-chul gathered over 1,800 senior executives overseas for a 4-month-long, marathon-style meeting from Los Angeles to Frankfurt to Oizaki to Tokyo to London, conducting more than 500 hours of lengthy discussions and establishing a strategic transformation named "Samsung New Management." Since then, Samsung's meetings have shifted from time-wasting to goal-oriented meetings once they begin. This book comprehensively summarizes the group's meeting culture. Whether you are a senior executive who frequently chairs meetings, a middle-level manager who often attends meetings, or an ordinary employee who participates in meetings, you can benefit from this book and actively contribute to the meetings you attend, helping to build an efficient and pragmatic meeting culture in the enterprise.