英杰：业务发展中的组织管理难题

INJET is an industrial power supply design and manufacturing enterprise targeting multiple industries. This case describes the organizational growth process of INJET from its initial stage to its first IPO failure, especially the organizational and human resouce management challenges in the research and development, production, and sales sectors. INJET was founded in 1993 and was originally a school-run enterprise in Deyang. After years of effort, INJET gradually accumulated independent R&D capabilities, and established its own brand effect in the import substitution of industrial power supplies. Due to its products being mostly customized products with high technical complexity, in 2010, INJET achieved a revenue of 556.8997 million yuan and a gross profit margin of 52.34%. As of the end of 2011, INJET's employees had grown to 460, with 77 being R&D personnel, making it a leading supplier in the domestic power control field. In 2005, INJET, who had already established a foothold in the industrial power supply field, met Shanghai Hanhong, their "leader" in entering the photovoltaic industry. With the successful independent R&D of the first "all digital monocrystalline silicon DC power supply" in China, INJET officially entered the photovoltaic industry and achieved a revenue of over 100 million yuan in 2007. At a time when INJET was showcasing its strength in the photovoltaic industry and seeking to go public, the 2011 European debt crisis and the 2012 "European and American double reaction" in the photovoltaic industry brought huge systemic risks to the entire Chinese photovoltaic industry, and INJET's plan to go public for the first time also fell through. After the failure of the first listing, founder Wang Jun began to re-examine the company's talent reserves and organizational capabilities, seeking sustainable development. In the face of talent loss and weak morale, what strategy should INJET develop and what organizational capabilities should support its implementation?