Português
English"Maijin Technology is not large in scale, but it once had more than 50 PM positions. The core task was manually aligning the tasks and goals of different teams. Now, all of this is seamlessly handled by DingTalk Agoal and DingTalk Projects (Teambition)."
— Simon, VP, Qingdao Maijin Intelligent Technology Co., Ltd.
"Why do we have eight hardware product lines, and each line claims to have met its targets, yet the company's overall goals remain unachieved?"
This question was raised during a management meeting at Qingdao Maijin Intelligent Technology Co., Ltd. (hereafter "Maijin Technology") — a "classic" issue in many companies' management.
Maijin Technology was founded in Qingdao in 2015. It is a high-tech enterprise dedicated to providing users with intelligent solutions for sports. Over nearly a decade of deep engagement in the smart cycling space, Maijin has achieved a leap from a nine-person startup team to a workforce of more than 800 employees. Its products are sold across 33 provinces and more than 200 cities nationwide, covering over 3,600 offline bicycle retail stores. More than 1,000 high-end bicycle shops have installed Maijin's product experience equipment. The company's products not only hold a leading position in the domestic market but are also exported to more than 100 countries and regions overseas, while being available on major e-commerce platforms worldwide. However, as the business rapidly expands, significant management challenges have gradually emerged.
The historical "man-to-man" situation with 50 PMs
Within Maijin Technology, there were once more than 50 project managers (PMs). Their primary job was to "align" the goals and tasks of various departments to ensure that all work proceeded smoothly.
This "man-to-man" management model is highly representative of the industry: Each product line and functional department has its own independent goals and KPIs. Everyone works in silos, focusing only on their individual performance without an effective measure of overall performance, which leads to insufficient incentives for managers.
In the early stages of a startup, relying on manual communication to align teams can still work. But as organizational complexity increases, manual alignment becomes a bottleneck for efficiency. Even more challenging, Maijin's original in-house PBC system (Personal Business Commitment) struggled to synchronize goal changes and post-mortems in real time. Information barriers between departments were severe, greatly limiting the organization's ability to respond to external changes.
In 2024, Maijin Technology launched a "dual upgrade" of its strategy and organizational performance management, aiming to break down departmental silos and achieve end-to-end implementation of strategic goals. But without a system that supports strategy decoding, goal alignment, performance evaluation, and efficient collaboration, all efforts would remain nothing more than "paper talk."
DingTalk Agoal in action: Organizational evolution from "knowing" to "doing"
In the wave of digital transformation, Maijin Technology chose to partner deeply with DingTalk Agoal, officially launching a digital management practice that bridges strategy and execution. DingTalk Agoal is a strategy-decoding and performance-evaluation platform designed for corporate management. It supports multiple goal-management approaches, including OKR (Objectives and Key Results), KPI, and PBC, enabling companies to break down strategic goals layer by layer and precisely assign them to each department and every employee. Through systematic goal alignment, the platform facilitates cross-departmental and cross-role collaboration.
To ensure smooth system implementation, Maijin Technology formed a project team comprising the CEO Office/Strategy Department, Human Resources, and Finance. The company invited Susan Zhihe, a professional organizational consultant (LMI U.S. Management Center consultant and former senior organizational development expert at Alibaba), to serve as Maijin's organizational coach.
"We integrated our strategy upgrade and organizational management upgrade into a single project. With the support of organizational coaching and DingTalk's system capabilities, we built a strategic goal-management system tailored to Maijin's development from scratch," said Frank, co-founder, CTO, and COO of Maijin Technology.
The two systems were quickly piloted in two core BUs, and "the integration results were truly impressive."
Goal management: From 'fighting in silos' to having a clear direction
The first major change after implementing DingTalk Agoal was the realization of unified management and flexible adjustment of diverse goals.
DingTalk Agoal enables companies to break down strategic goals into BP (Business Plans), then further refine them into specific objectives for each department and role. Different roles can choose among OKR, PBC, or KPI for goal setting based on their responsibilities. For example, the product and R&D teams use OKR to drive innovation, project managers use PBC for task commitments, and the factory relies primarily on KPIs to evaluate production efficiency. All goals are aligned and supported within the Agoal system, and project progress and risks are synchronized in real time, greatly enhancing organizational agility and responsiveness.
A common pain point for enterprises using Maijin's original PBC system was that "once goals were set, they were difficult to adjust flexibly." DingTalk Agoal supports dynamic goal adjustments and iterations. When the business environment changes, related goals can be updated in the system in real time, ensuring that the organization remains strategically aligned and agile. During Maijin's 2024 strategic upgrade, Agoal's goal-alignment and iteration capabilities became a key weapon for the organization to respond rapidly to the market.
Strategic map: Empowering frontline employees to think like the CEO
One of the features of DingTalk Agoal that attracted Maijin Technology's management was its "strategic map" function.
In the past, strategic goals often remained confined to PPTs and meeting minutes, making it hard for frontline employees to integrate them into their daily work. DingTalk Agoal uses a strategic map to clearly break down the company's strategic goals to each department and every employee. Everyone can see their position in the system and how their goals connect to the company's overall strategy. This not only enhances employees' sense of belonging but also makes collaboration between departments smoother and more transparent.
DingTalk Projects + Agoal: Goals and tasks are no longer disconnected
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