Li Jiacheng Manages "Brains Without Hands And Feet".

Most people think that group control is a thing that is hard to distinguish: it is not known how important it is, nor does it want to touch it much.

But some people always care about the problem of group control. Later, their company turned into Hutchison Whampoa and became Shell petroleum and IBM.

These well-known companies are vastly different from each other, but their success is not without strong group control.

The mode of financial control of the old and Superman is the image of the old Superman Whampoa Hutchison.

The Hutchison Whampoa group, an old Superman Li Jiacheng, employs more than 180 thousand people and operates ports and related services, real estate and hotels in 45 countries worldwide. Retail, manufacturing and energy and infrastructure businesses also occupy a large proportion in the group.

Old Superman even let Hutchison Whampoa emerge in the field of Internet and telecommunications services.

Li Jiacheng has chosen a financial control mode.

In general, Hutchison's headquarters in Whampoa is just an investment decision center. Li Jiacheng focuses more on financial management, investment decisions and implementation monitoring.

What he focuses on is the profitability of his subordinate units and his own return on investment, and the proceeds of the funds, but not to the production and operation of his subsidiaries.

The strategic control type of most of the group companies: most of the world's group companies are adopting or are turning to this control mode. Shell petroleum is one of the most representative groups.

Shell oil group ranked fourth in the world top 500 in 2005, with an annual profit of US $about 20000000000.

In order to ensure the realization of the subordinate unit's goals and maximize the overall interests of the group, the company has a very high demand for the subordinate units' business in Shell Petroleum Group.

In contrast to the image of the big group, Shell Petroleum's group headquarters is very small, mainly concentrating on comprehensive balance and improving the comprehensive efficiency of the group, such as coordinating the contradictions among subordinate units, balancing the resource needs among different enterprises, cultivating senior managers, and sharing experience.

The operation and control type of IBM operation group, which is based on operation and control mode, often adopts highly centralized control and management of group resources in order to pursue the unification and optimization of business activities.

Most of them directly manage various production and operation activities and specific businesses, and headquarters are almost everything from strategic planning to implementation.

IBM company is a typical example of this kind of management and control.

In order to ensure the implementation of the global "on demand" strategy, all departments are centralised by IBM headquarters, with plans for headquarters development, while subordinate units are only responsible for ensuring implementation.

This kind of control mode was adopted by GE before 1984, resulting in up to more than 2000 functional staff at headquarters.

It was not until Jack Welch became CEO that he changed into a strategic management and control mode, which greatly reduced headquarters staff and made GE a success today.