Facing the current situation in China, how to make enterprises develop healthily?

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the first bottleneck: how to keep the foundation in the economic crisis, we must keep the corporate culture in a healthy state.

In 29, it will enter a climax of global layoffs. All major companies in the world are laying off employees, and many enterprises in China are also laying off employees. Lenovo Group in China will lay off 11% of its employees in 29, about 2,5 people. In this cold winter, many enterprises should improve their corporate culture, so that employees have a home, love and a sense of belonging. With regard to corporate culture, at present, there are four kinds of symptoms in China's private enterprises:

first, there is no clear expression of corporate culture in enterprises, and there is no corporate culture at all. Enterprises do not care about this topic from top to bottom, and fundamentally deny the role of corporate culture, and even deny the existence of corporate culture. Let alone make the corporate culture healthy.

second, corporate culture is for outsiders to see. Corporate culture is a propaganda means, a face-saving effort, a fashion, and a fashion. Enterprises have many slogans, promotional videos and brochures, and organize some public welfare activities and play activities. The content of propaganda and the slogan shouted out have nothing to do with the strategic decision-making of enterprises. As soon as the sales performance of many enterprises declined a little, they began to reduce their salaries, staff and benefits. Such enterprises should be more correct in the economic crisis, otherwise they will be injured in the end.

third, corporate culture is "talking", mainly "remembering the bitter and thinking sweet". Corporate culture often only pays attention to oral education, and can't be reflected in the daily work of enterprises through workflow regulations and system rewards and punishments. Corporate culture is mainly strict with employees, telling stories about the hardships of the "older generation" in starting a business, and carrying out activities, documents and slogans of "recalling bitter experience and thinking sweet" education. It lacks necessary incentives and only indoctrinates people blindly.

fourth, corporate culture is learned from others, and it is "imitating cats and drawing tigers". The expressions of "people-oriented", "customer first" and "innovation" are popular all over the country. For a time, many enterprises have written these slogans in employee handbooks and promotional materials, regardless of whether and how these expressions can be implemented in enterprises. The expressions of corporate culture are parrot-learned, lacking blood ties with the founders or senior executives of enterprises, unable to address the essential characteristics of enterprise business and having no guiding significance for the actual operation of enterprises.

the second bottleneck: to make the enterprise sustainable and do a good job in the strategy (goal) of the enterprise. No matter how depressed the current economy is, spring will definitely come back after the cold winter. Therefore, enterprises should think of the spring when flowers are rotten in the snowy winter. Therefore, enterprises should do a good job in strategic positioning, willing planning and domestication of enterprise development in 29. Once spring comes, enterprises can have more opportunities. Only those well-prepared enterprises can cope with any crisis and achieve greater glory after the crisis. At present, China's private enterprises usually have the following five common problems in strategic management:

First, there is no strategy (management) at all. There was a time, and a time ago, some spokesmen of cutting-edge management and new economy thought that the market environment was harsh, because of the rapid changes in the market environment, there was no need for any strategy (management), and what was important was the ability to improvise. This is not a new idea for many private entrepreneurs. In the minds of a large number of private enterprise owners, making money is the strategic goal and business is the strategy, and they think that there is no need to consider strategic issues at all; I think more enterprises should consider how to survive, not only how to survive, but also how to survive better after surviving. This is the real role of strategic management.

second, you can't see the forest for the trees, and take the business strategy as the company strategy. Because private enterprises are naturally sensitive to the market, and private enterprises often fight their way out of the cruel market and then survive and develop. The top management of the enterprise is not only very familiar with the business, but also very affectionate. They often organize discussions on business issues and formulate business strategies, but do not care about functional strategies such as human resources and capital operation because of their unfamiliarity. Lack of overall vision, replacing the company's overall development strategy with business strategy. Because the market has shrunk, sales have decreased, and customers have declined, a large number of employees have been reduced and production has been reduced. I don't know if the enterprise has ever thought about it. When everyone is in need of safety, your talents have left, so who is willing to join the company when it is good?

third, I like smart ideas and use enterprise tactics as enterprise strategic management. Entrepreneurs' shrewdness is often biased when there is no atmospheric planning and layout. When private enterprises seize market opportunities and solve business problems, they always take clever measures based on case analysis, such as adding a department, introducing a system, opening a new branch, investing in a new business, closing a factory, and so on. However, this kind of emergency management of "taking tactics as a strategy" often makes enterprises unconsciously ill in cheers again and again. Pattern determines the development of enterprises, layout determines the survival of enterprises, pattern is the strategy of enterprises, and layout is the tactics of enterprises, and the final result is that pattern determines the successful outcome of enterprises.

the fourth kind is that enterprises are either aiming too high or eager for quick success, and they can't control strategic management well, and can't balance "worrying about the future and worrying about the near future" well. The fundamental purpose of strategic management is to control the overall situation, not only the reality of the enterprise, but also the future of the enterprise. It is necessary to "think far" and "worry near". The viewpoint of strategic management requires that private enterprises should not aim too high and expand blindly when their income support is insufficient; Private enterprises are also required to plan ahead, be prepared for danger in times of peace and plan for the long term. Through the alternate layout of "cash business", "growth business" and "seed business", the "survival and development curve" of the enterprise is drawn at the same time. Unfortunately, this highly instructive view does not have much market in private enterprises, let alone practice. So now some enterprises have lost opportunities and even lost their lives in this crisis.

the fifth is the recessive strategic information of enterprises. The source of strategic information is single, incomplete and untimely, so effective strategic process management cannot be implemented. The strategic decision-making of enterprises is often based on many assumptions, and once the strategy is formulated, these assumptions, or strategic information, will constantly change during the implementation process, and at the same time, many new strategic information will be produced. This information should naturally become important information for strategic adjustment. However, in most private enterprises, the decision-making hypothesis information (excluding intuition) is mostly not explicit, and its source is mostly fragments of words heard by high-level officials on various occasions, triggered by sudden inspiration, and there is no real-time monitoring of the process performance of strategy implementation. Naturally, there will be a situation of "changing strategy into tactics" and constant "flexible" adjustment. All many European and American enterprises have a very high position called Chief Information Officer.

the third bottleneck: whether your management is perfect, smooth, implemented in place, and how to become a century-old shop, the most prerequisite is that the enterprise must have a successful management.

Then, through investigation, I think that at present, private enterprises in China often encounter the following three levels of management bottlenecks in the process of continuous growth and development:

The first is the most direct and superficial management bottleneck of enterprises at present-the bottleneck of human resources shortage. Especially in 28, many human resources directors told me that Mr. Li felt that it was particularly difficult to recruit people this year, that good people could not be recruited, and that we were unwilling to hire people. Private enterprises tend to be "vicious" when employing people, and generally there will be no overstaffed situation. However, in the process of rapid development, they often find that human resources are in short supply, which restricts the improvement of the horizontal line of "enterprise barrel". This situation will probably stimulate enterprises to vigorously recruit external talents, but also vigorously cultivate internal talents. However, because talents, especially those suitable for specific enterprises, always lag behind their input, and their demand is always scarce and often lost compared with their supply, enterprises are always in a shortage of human resources.

the second is the most fundamental and complicated management bottleneck of enterprises at present-the bottleneck of standardized management system. The management system of private enterprises is very irregular. Decision-making is very arbitrary, and family members are all over the enterprise. There is a lack of scientific checks and balances in the establishment of departments, but there are many things that are constrained everywhere. The proportion of post preparation is often over-intensive, and one person is used as two people, so employees have no time to study and make progress at all. The management system is not ambitious and ambitious, and it can't attract talents, cultivate talents, retain talents and appoint talents well. In fact, it is the root cause of the shortage of human resources. With the rapid development of enterprises, the original management system must be completely updated to meet the needs of new strategic development, and not only the human resources problem should be fundamentally and gradually solved, but also the development mechanism, branches and business strategy should be solved. But if we want to build a standardized management system, we will encounter two biggest problems. First of all, it is the ideological obstacle of the top decision-makers of enterprises, which is bound by the non-standardized management system; Secondly, it is the influence of the construction of standardized management system on the immediate business development. Many enterprise conservatives often oppose the construction of management system on the pretext of hindering business development. In private enterprises with "business is king", it is always successful and has been tried and tested, which has become the biggest obstacle to the establishment of standardized management system.

the third is the key management bottleneck that enterprises are most likely to ignore and lack at present-the functional management bottleneck. Due to the hardships of starting a business and years of market tempering, private enterprises often attach great importance to the investment in business management and business development. In some middle-level and senior managers, they are promoted by internal performance, making systematic and comprehensive functional management, and because the economic effects of functional management are difficult to directly reflect, they do not pay enough attention to functional management-strategy, human resources, capital operation and other fields. As a result, functional management has become a weak link in the management system, affecting enterprises to further expand their territory and take the lead, and it has become a situation of "being able to attack but unable to defend", "empty rear", "weak support" and "extensive management". Although some private enterprises recognize the need to strengthen functional management, first, they don't know the methods, but only know the model; Second, we don't respect the laws of science, and we are eager for quick success. Once the application of the model fails and the short-term effect cannot be achieved, the efficacy of functional management will be doubted, leaders will pay less attention to it, and enterprises will reduce their investment, which will reduce the functional management of enterprises to the status of "handyman" and "decoration", which will become the fundamental reason why private enterprises cannot achieve the leap of management "quality".

the fourth bottleneck, which is also a bottleneck that private enterprises in China should pay most attention to at present, is whether the enterprise has sustainable core competitiveness. Accurately judge what kind of core competitiveness an enterprise has. Or what kind of core competitiveness should be shaped is a strategic judgment and a strategic issue for enterprises.

most private enterprises in China started from "Artemisia scoparia", and then entered the room, "worshipping each other and sealing the door". For foreign competitors, the success of enterprises is largely due to the natural barriers formed by the characteristics of China's market, culture and system, including resource supply, labor cost, market space distance, consumer psychology and so on; Internally, success is largely due to the courage, connections and wisdom of the operators, including the daring and daring in the early 198s, the relationship network in the late 198s and early 199s, and the knowledge management in the late 199s.

judging from the overall quality of China's private enterprise groups at present, neither the market, culture and system, nor the courage, relationship and wisdom can promote the successful transnational operation of private enterprises. They can only be confined to "civil war experts" and it is difficult to "replicate across generations", because "personal heroism" is too heavy to be the core competitiveness of enterprises. In addition, some private enterprises in China now pursue big and many things. Once an industry and an enterprise are successful, they begin to pursue diversification. Some time ago, I instructed an enterprise in Heilongjiang, which was engaged in foreign language training, and then entered the real estate and enterprise industries. As a result, it is conceivable that each industry does not have the best combination, the best resources and the strongest talent collocation, which is far from the best core competitiveness.

according to the standard academic language, the core competitiveness is the ability which is different from competitors and gradually accumulated by enterprises in the long-term competition. It may be the ability of research and development, manufacturing, marketing, brand appeal, innovation and so on.

I personally think that China's private enterprises still have a long way to go on the core competitiveness. Whether trying to determine what is the core competitiveness of enterprises or trying to shape the core competitiveness of enterprises, we must make correct strategic judgments and decisions under the premise of careful consideration. Otherwise, it will only be successful for a while, and it will become accidental and inevitable.

the fifth bottleneck is the bottleneck of the development speed of private enterprises. I went to the south for training some time ago, and many enterprises asked me if his enterprise could be expanded and replicated.

Then I would like to ask, what is the standard to measure the development speed of an enterprise? Is it sales growth rate or market share growth rate? The growth rate of staff size or the number of branches? What kind of development speed is appropriate? Is it compared with its own resource conditions, with the speed of market development, or with the development of competitors? Some small and medium-sized enterprises now believe that only diversification can develop better and only diversification can survive this economic crisis.

personally, to judge whether the development speed of an enterprise is appropriate, we should mainly consider the following three levels.

first, whether the human resources situation of the enterprise is seriously out of balance and whether the operation of the management system is seriously out of balance. This is a purely internal self-diagnosis, and it is a sufficient condition for the inappropriate development speed, but not a necessary condition. No matter whether an enterprise is fast or slow, as long as it is inappropriate, it will be reflected in the human resources situation at the first time, either busy or idle. Secondly, the friction between departments, disputes in management affairs, picketing of accident responsibility and customer complaints will directly reflect the serious imbalance of the management system.

second, whether the development speed of the enterprise is consistent with the development speed of the market. When the market situation is excellent, some private enterprises feel good about themselves when they are faced with a market full of gold, only compared with their historical sales and market scale. But as everyone knows, this speed is bubbly, and it is a free ride, which is not the result of the enterprise's own operation, and it is very likely that it is still in extremely chaotic operation. Once the market situation reverses, it will be easily beaten back to its original shape. Therefore, to judge whether the development speed of an enterprise is appropriate, and to investigate the difference between the change rate of enterprise market data and the change rate of market aggregate data, we will get some strong proofs about whether we have "missed great opportunities" or "have super foresight".

third, is there a big gap between the development speed of enterprises and that of similar competitors? Enterprises always want to monopolize in order to obtain the highest monopoly benefITs, so they always want to kill their competitors at all costs (although it is difficult). Under the guidance of the IT industry of "speed wins", the rules of competition once changed from "big fish eat small fish" to "fast fish eat slow fish", and the speed struggle between competitors often becomes the key to winning.