Who is the corporate culture for?

With regard to corporate culture, many people in enterprises have some understandings as follows: 1) They think that corporate culture is just some slogans, which are very empty and mysterious and have no substantive function; 2) Think that corporate culture is the personal culture of the boss/leader and has nothing to do with others. 3) It is believed that corporate culture should be some ideas, principles and thoughts that all employees in the whole company should follow.

As for the first point, many experts and scholars have been working hard to make corporate culture more pragmatic, operational and work-oriented, but in essence, it has little effect, and the specific effect is closely related to the ability of the top leaders of enterprises; Second, in fact, a more accurate understanding should be that the boss/leader culture is the source, origin and gene of corporate culture, but not all of it. Moreover, if it is only the boss's personal culture, it is inevitable that there will be one-sided and wrong places, and corporate culture needs to discard these.

this third point is the question that we have been thinking about recently-who does corporate culture serve? Who is the real user of corporate culture? Does it mean that all employees in the company can recite the slogans and slogans in the corporate culture concept, and even talk about their own feelings and write a few articles on these slogans and slogans, even if the company is literate? The result of our thinking is definitely not, but in reality, many enterprises (leaders) hold such an idea, so they will constantly "force" their employees, even the frontline and grass-roots employees, to know the company's ideas by heart.

we believe that corporate culture should be the management philosophy of enterprises. Since it is a philosophy of management, naturally, it is not necessary for frontline and grass-roots employees to know much about it. They only need to know some concepts that are closely related to them, such as the salary concept (the guiding ideology of the company's salary payment), the implementation concept (how the company requires employees to perform tasks) and the safety concept (the basic requirements of work safety and fire safety). That is to say, corporate culture should mainly be the business of enterprise managers, core teams, especially top leaders. First of all, these people should have a profound and thorough understanding of the company's corporate culture, and more importantly, they should apply these ideas to specific management work.

We have done corporate culture consultation for many enterprises. Frankly speaking, many enterprises have not felt great changes after the project, and many enterprises have changed very much, thinking that we are the "second parents" of their enterprises. Today, when we sum up, we find that those enterprises that play a great role have a common feature, that is, the leading bodies and managers of the enterprises conscientiously understand the set of corporate culture that we have refined, and at the same time turn it into their own management ideas and apply them to their daily management.

We recently served a retail enterprise. In the stage of corporate culture construction, we put forward the following ideas: making a fuss about community stores; Emphasize refined management; Emphasis is placed on the equality of responsibility and rights; At the same time, it is proposed that senior leaders and managers should go to the grassroots level more. Soon, we saw the behavior of enterprises: 1. Non-community stores (because they have been losing money) decisively quit; 2. The general manager chose a store to wait for a moment, and at the same time, he personally trained the store managers. We went to his first day of training and found that all his thoughts revolved around the cultural ideas we put forward before. The most remarkable change is that we can see the non-strong self-confidence and positive energy from the general manager's face, and we can also feel that he is full of hope and longing for the future.

Therefore, I believe that corporate culture is not the culture of all employees, and corporate culture concepts do not need everyone to understand and comprehend, let alone serve everyone in the enterprise. The key is that the leaders, core teams and managers of the enterprise should truly understand and deeply understand it, and turn it into the guiding ideology, basis and concept of their daily management, then we will see the great energy brought by corporate culture. Although not all enterprises with excellent corporate culture are excellent, there is no doubt that excellent enterprises have excellent corporate culture.