Corporate culture of agricultural companies

Every time you observe the culture of a company, you can gain some insights. As we all know, there are always two types of people in the workplace - happy and unhappy. Why such a difference? The only answer is: culture. People who are out of tune with the corporate culture have little chance of being happy. I will share with you the organized corporate culture of agricultural companies. You are welcome to read it. It is for reference only!

The corporate culture of the company

What is rational Corporate culture, what is an illusory corporate culture? Every time I observe the culture of a company, I can gain some insights.

First, corporate culture begins to shift from slogans, rituals, and activities to actions. Corporate culture is no longer like a flag, floating in the sky of the company.

Second, corporate culture has changed from glitz to simplicity. Some are people-oriented, customers are God, and world-class. However, we can see the corporate culture of many companies, especially the core values, vision and mission. Become rational and simple.

Thirdly, the construction of corporate culture has moved from floating in mid-air to being implemented on the ground. The company has indeed done some down-to-earth work in terms of cultural construction, and it is not just a fictitious one.

Fourth, the company has shifted from the promotion of top management to the belief of all employees. It is a necessary process to promote corporate culture from the top. If the corporate culture is only at the top, then this corporate culture is just an assumption in the minds of entrepreneurs.

Finally, corporate culture has the potential to be implemented. Companies put more corporate culture on their web pages, manuals, and walls. In some cases we have seen, I think there is an important principle of corporate culture, which is to seek truth from facts. Many corporate cultures today have not yet been implemented.

An enterprise must have its own core things. I especially appreciate a saying: Corporate culture is an assumption? This assumption can only be achieved by entrepreneurs who see high and stand far. Corporate culture is not about learning from Lei Feng, nor about autumn outings, but our corporate culture is more about showing these. Corporate culture is an important supplement to an enterprise, but it is not the main body of corporate culture, and it is not a statement that follows what others say.

Corporate culture has seen some phenomena? It is not focused. Corporate culture has various expressions. Different companies do have different corporate cultures, visions, missions, and core values, but the core of successful world-class companies is high-performance culture. There are several reasons why it is called a high-performance culture: the essence of an enterprise is to live in a fierce market process; the essence of management is to improve efficiency; the essence of operation is to make profits; the mission of employees is to give; the mission of competition is At this stage, it is mainly about value; customer demand is value; the essence of market economy is input and output. All these require that our corporate culture must focus on high-performance corporate culture. But unfortunately, there are not many companies that can clearly express their corporate culture and core values ??as a high-performance culture. Why is high performance? In fact, this issue has been studied abroad for a long time. We have information on the attributes of high-performance corporate culture. As a high-performance corporate culture, employees have a sense of participation; there is a clear value system; senior leaders lead by example and promote Culture and strategy; high-level economics focus on organizational performance; good atmosphere; focus on results; orderly processes, quantitative management.

Why is a high-performance culture? Let’s look at some insights from world-class leading CEOs. Gerstner believes that the best leaders will bring high-performance corporate culture to their companies. This sentence As the former CEO of IBM said, a company with a high-performance culture must be a winner in the business field, and employees are very loyal to the company and are unwilling to work for other companies except their own company.

Welch, who is very popular in China, believes that the reason why we are able to play an effective role is because we have spent 10 years building a performance culture in our enterprise.

Continuously improve per capita benefits and build a high-performance corporate culture. This was proposed by a domestic company and is a concept of Shenzhen Huawei's corporate culture.

What exactly is corporate culture? Nowadays, there are different opinions and many concepts and definitions.

Don’t be limited to specific concepts and ideas, but make a simple summary of corporate culture: Corporate culture is an intangible asset, and it is the most important intangible asset. It is more important than the company's tangible assets and more important than the intangible assets of the product brand.

First, corporate culture construction is a long-term investment. From the perspective of the company's long-term development, the returns are huge. Professor Kurt of Harvard University conducted an empirical investigation, and he came to two conclusions:

1. Corporate culture plays a significant role in the long-term operating performance of the company;

2. Culture is likely to become a key factor in determining the rise and fall of enterprises within ten years of the next century;

He said it in the 1990s, and the next century happens to be now. The following is Kurt's research. Kurt found 207 companies, compared their 11-year operating performance, and then divided the companies into two categories, one with very obvious cultural characteristics, and the other with unclear and vague cultural characteristics. Unclear. Then there are four indicators to reflect whether the corporate culture is useful. I think after reading this information, there is no doubt that we are building a corporate culture because numbers don’t lie and facts speak louder than words. Corporate culture has indeed become an important operating force, an important core competitiveness of the enterprise, and an important mechanism to support the sustainable development of the enterprise.

Second, make a brief supplement to some problems found in the case. Corporate culture should be a refinement and summary of the company's successful business management practices, rather than external reference and introduction. Corporate culture really shouldn't be the case. Every company is similar, has no characteristics and just follows what everyone else says. I think this should be further explored and thought about, and with the help of our wisdom and ideas, we can refine our company’s culture. It’s not what we use that is popular outside.

Thirdly, every company talks about promoting corporate culture, but if you ask them what corporate culture is, they can’t answer. If the top management doesn’t know, how can employees be educated? In addition, the core values ??of the company are divergent. On the one hand, customers are God, and on the other hand, they are people-oriented. When there is a conflict between these two, how to deal with it? On the one hand, it emphasizes performance, and on the other hand, it emphasizes performance. He also emphasized that the company is a home. There are many contradictions and conflicts. Corporate culture must be reflected in the company's mechanisms, organizations, and processes, and must be strongly supported by the latter, otherwise corporate culture will always stay at one level. We will have a big field in the future to make our systems and mechanisms literate, to make our systems and mechanisms important levers for inheriting culture, and to make our systems and processes important forces for promoting corporate culture. At this point, Chinese companies can see that they are still not doing enough.

For example, IBM’s culture includes results, orientation, execution, and team. Within IBM's mechanism, IBM also evaluates its employees on three criteria. IBM's execution is achieved through examination, not promotion. Because employee performance appraisal is three aspects of IBM culture. Now our enterprises do lack cultural construction at the institutional and cultural level, or cultural construction at the consciousness level. Corporate culture should ultimately be based on the company's cultural operations, business operations and employees' behavioral results. Whether a company has an excellent culture must be verified by its products and services. Realistic management results are the only criterion for testing corporate culture.

In a hospital, I was told that the patient was a relative. After walking around, I realized that I had been fooled. How can you treat a patient as a relative like that? Remove one word and treat the patient as a human being. Our culture must be integrated with our values, employee behavior, and services. Saying one thing and doing another will make it easier to gain popularity. Don't challenge the IQ of consumers. Consumers are the best test and recognition of corporate culture.

The quality of a corporate culture must be judged by the company's sustainable business practices. It is not important to say it, but it is important to do it. Especially when a company faces difficulties, it is the best time to test the corporate culture. Centennial stores and long-lived companies are the cultural symbols of outstanding companies, so winning awards is not important, but living is more important and being able to survive continuously. Like Tongrentang, Tongrentang has been selling medicines for more than 300 years, not because of the secret recipe, but because of the culture. An important culture supports long-term survival. I think culture is very important as long-term sustainability.

Corporate culture does not solve the problem of making money in the short term. Companies with culture make money, and companies without culture also make money, maybe even more, because they have no values ??and can be deceived, for example. The recent "Sanlu milk powder" and other incidents.

Corporate culture is to plow the land, water it, fertilize it, let the seeds bloom, and bear fruit. Our corporate culture creates a good platform and a good stage for the business management of the company. Our country does not lack excellent human resources seeds. The Chinese people are very smart and hard-working. China's human resources are very large in scale and have a very deep foundation. What we lack is the fertile soil, spring rain and sunshine for these seeds to grow. Therefore, there is a long way to go to build corporate culture. I think a meeting and an award are just a simple milestone and a small step for our corporate culture. But it is a great small step. With this small step, we can take A bigger step.

Analysis of company corporate culture

1. Concept of corporate culture

Corporate culture, or organizational culture, is an organization’s values, beliefs, rituals, and symbols. Its unique cultural image composed of , ways of doing things, etc. is the value concept that the enterprise believes in and puts into practice. Corporate culture is the soul of an enterprise, an important ideological guarantee for the realization of corporate systems and business management strategies, the conceptual basis for corporate system innovation and business strategy innovation, the internal source of corporate vitality, and the internal constraints of corporate behavioral norms. It can be seen that corporate culture is very important for the survival and development of an enterprise.

2. Huawei’s corporate culture

1. Corporate culture of national culture and political culture: Huawei decomposes the minimum program of the Communist Party into operable standards to constrain and Develop middle and high-level managers in the enterprise, and drive the progress of all employees with the behavior of middle- and high-level managers. While calling on employees to learn from Lei Feng and Jiao Yulu, we also adhere to the principle of never letting "Lei Feng" suffer, and adhere to the policy of using material civilization to form thousands of "Lei Feng" growth and long-standing policies.

2. Dual interests drive: adhere to the dual interests drive principle of working hard for the prosperity of the motherland, the rejuvenation of the nation, and the happiness of the family.

3. Sharing joys and sorrows, honor and disgrace: unity, collaboration, and collective struggle are the soul of Huawei's corporate culture. Success is the result of collective efforts, and failure is the responsibility of the collective. We do not attribute achievements to individuals, nor do we regard failure as personal responsibility. We all share joys and sorrows. Except for differences in work, Huawei people are equal at work and in life. , the part of inequality is reflected in the form of wages. The spirit of unity and cooperation is the spirit of self-improvement, honor and disgrace, and unity. When you win, you toast to celebrate, and when you lose, you fight to save each other.

4. It is the seven core values ??summarized in the "Huawei Basic Law".

3. Characteristics of Huawei’s corporate culture

1. Ambitious pursuit and realistic style

The success of an enterprise is rooted in the courage and pursuit of entrepreneurs , lies in the values ????and mind of entrepreneurs. Entrepreneurs establish a fair value system and value distribution system based on their own pursuits and value principles, and rely on this system and system to attract and accumulate outstanding talents and establish a rigorous and highly dynamic organization. , forming a highly cohesive and highly civilized corporate culture. The life cycle of an enterprise is determined by its internal characteristics. If a company only sells products, and the products are subject to the objective law of a life cycle and cannot escape the fate of premature death, they are destined to be short-lived. Another kind of enterprise sells both products and culture. Because the endless growth of culture leads to the continuous development of products, they are destined to have a long life. Moreover, culturally distinct national characteristics can bring continuous impetus to an enterprise, and corporate culture must be a culture that can reflect the lofty pursuit of a nation.

Taking Huawei’s lofty pursuit as an example, it is mainly reflected in three aspects: (1) Realizing customers’ dreams and becoming a world-class leading enterprise. (2) Independently and creatively develop world-leading core technologies and products on the basis of open cooperation. (3) It is our responsibility to serve the country through industry and revitalize the national communications industry.

2. Respect individuality and work together

A solid enterprise does not engage in idol worship, does not promote individualism, emphasizes collective struggle, and also gives individuals a platform to give full play to their talents.

The vitality of high-tech enterprises lies in innovation, and breakthrough innovation and creativity are essentially individual behaviors. This requires respecting talents, respecting knowledge, and respecting individuality. However, high-tech enterprises also require a high degree of unity and cooperation. Today's era is no longer the era of Edison. The complexity of technology and products must rely on teamwork to overcome it.

Huawei is a high-tech enterprise that starts from high technology and focuses on large markets, large systems, and large structures. It requires all employees to persist in cooperation and take the path of collective struggle. A person without sufficient professional ability cannot enter Huawei's door, but if he cannot integrate into Huawei's culture, he will lose the opportunity to develop in Huawei.

3. Form a community of interests

An enterprise is a utilitarian organization, but the issue of who benefits must be solved, otherwise the enterprise cannot have long-term development. Enterprises should pursue the principle of mutual benefit to satisfy customers, employees and partners. The meaning of collaborators here is broad, including suppliers, outsourcing manufacturers, research institutions, financial institutions, and talent training that are related to the company's interests. Institutions, various media and media, government agencies, community agencies, and even some current competitors are the company's collaborators.

Huawei relies on a community of interests and a profit-driven mechanism to continuously activate the entire organization.

4. Fair competition and reasonable distribution

Huawei's value evaluation system and value distribution system are the key to Huawei's success and are the most distinctive features of Huawei's corporate management. Huawei strives to make the value distribution system as reasonable as possible from the following four aspects: (1) Follow the laws of value and determine the company's value distribution policy according to the competition laws of the external talent market. (2) Introduce an internal fair competition mechanism to ensure equal opportunities and fully widen the gap in distribution. (3) Establish a common set of values ??and enable employees to identify with the company's value evaluation standards. (4) Use the company's achievements and employees' contributions as the ultimate criterion for measuring the rationality of value distribution.

IV. The main characteristics of Huawei’s corporate culture

1. Wolf culture

In Huawei’s development process, Ren Zhengfei was particularly alert to crises and in management philosophy There is also a hint of "bloody" in the story. He believes that running a business means developing a group of wolves. Because wolves have three characteristics that allow them to survive: first, a keen sense of smell; second, an unyielding and unyielding offensive spirit; third, group struggle. It is these fierce corporate cultures that make Huawei a "coyote" that even multinational giants have trouble sleeping and eating.

2. Mat culture

It is said that in the early days of Huawei's business, every Huawei employee had a mat under his desk, just like a military camp bed. In addition to being used for lunch breaks, it is also used for employees to sleep when they work overtime at night. This practice was later called "mat culture" by Huawei people.

3. Do not wear red dancing shoes

At the beginning of the "Huawei Basic Law", the second article of core values ????is described as follows: In order to make Huawei a world-class equipment supplier business, we will never enter the information services industry. Through independent market pressure transmission, the internal mechanism is always activated. ?In Ren Zhengfei's eyes, although the red dancing shoes are very attractive, just like the profits outside of telecommunications products, companies cannot take them off after wearing them, and can only dance endlessly under them until they die. Therefore, Ren Zhengfei used this to warn his subordinates to withstand the temptation of huge profits in other fields, not to wear red shoes, and to focus on the company's existing fields.

5. A brief analysis of the problems existing in Huawei's corporate culture

Looking at the above Huawei culture: power dictatorship, cultural unity, militarized management, etc. This kind of cultural measure may be very effective in the early stages of entrepreneurship, but when the company reaches a period of stable development, it does not seem to be appropriate. Moreover, with the growth of Huawei and the saturation of the domestic communications market, the environment for Huawei's cultural implementation has changed. Ren Zhengfei and his Huawei But he still maintains his militarized style and "wolf culture". So Huawei's cultural confusion emerged! These confusions also brought about many deep-seated problems.

Successor issue. Observers have long pointed out that the core of Huawei's corporate culture is actually Ren Zhengfei's resolute military character and militarized style.

At Huawei, Ren Zhengfei sets an example by being diligent and frugal. Keep a low profile and implement militarized management. The formation of Huawei's culture is largely due to the demonstration effect of the boss's behavior. When experts and scholars studied Huawei, they found that Ren Zhengfei was always a threshold that could not be bypassed. They can easily come to a classic conclusion: It is impossible for a good company to achieve rapid growth without a good entrepreneur, but it is impossible for a good company to obtain sustainable development through entrepreneurial ability, which is the driving force for the sustainable development of the enterprise. The source lies in system and culture. ?As for the conclusion that "without Ren Zhengfei, there would be no Huawei?", the issue of successors deeply troubles Huawei.

Stressed employee status. Its strict militarized management, emphasis on "competition" and "consciousness of worry" have made Huawei's employees highly nervous and under great work pressure.

In reality, Huawei’s positioning of “not wearing red shoes” has caused ridicule from the outside world and its own losses. In terms of business development in recent years, Huawei's ideas and practices seem to be a bit outdated. In the research and development of 3G, Huawei placed its bet on WCDMA, the continuation product of GMS. China Unicom ultimately adopted a CDMA network to transition to 3G, causing Huawei to lose out in two rounds of China Unicom's CDMA bidding. ZTE won the bid twice and received at least an order worth more than a billion yuan. The loss of these excellent opportunities is obviously closely related to Huawei's corporate culture of putting all its eggs in one basket.

6. How to solve the problems of corporate culture

1. Huawei should focus on people-oriented. Employees are the most important resource of an enterprise, and enterprises should focus on training and motivating employees.

2. Establish an open and free corporate environment. Paying attention to the individuality and autonomy of employees, employees can speak freely and actively express their suggestions and opinions about the company, achieving barrier-free communication within the company, and facilitating the company to quickly correct its own shortcomings.

3. Corporate culture should be flexible and should be adjusted appropriately as the environment and conditions change. In other words, although culture is a deep-seated thing, culture should not be regarded as immutable and rigid. Culture must have both its own stability and a certain degree of flexibility in order to adapt to the environment and achieve "advancing with the times." Huawei's corporate culture clearly stipulates "Don't wear red shoes", but modern society is changing rapidly and opportunities are fleeting. Only people with far-sighted vision and broad thinking can seize opportunities in a timely manner and achieve success. The idea of ??just focusing on your own little world is obviously limiting.

The above is the corporate culture of an agricultural company that I have provided for you. I hope you will like it!

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