The slogan of corporate culture execution

1. Execution is vitality.

2. It’s not that I did it, but that I did it.

3. If the result is not good, it is not good.

4. Those who do not plan for the overall situation cannot plan for one area.

5. What is comfortable is often regressive.

6. Leadership is service, and rights are responsibilities.

7. Execution culture starts with responsibility.

8. Communication is about empathy.

9. Every day is completed, and every day is clear and high.

10. Establish prestige and work together to achieve the goal.

11. Leaders who are not good at learning from their subordinates have little to learn.

12. Develop excellent leadership and execution capabilities.

13. If you do very well: please give encouragement in time.

14. Good deeds are the essence of virtue, and justice is the core of morality.

15. Leaders must have the ability to simplify management.

16. A person who forgets himself will be less likely to be forgotten by others.

17. Leaders must be good at expressing and listening.

18. Taking is ability, giving up is state.

19. Heaven is moving vigorously, and a gentleman strives to constantly strive for self-improvement.

20. Without ideas, there will be no results.

21. The direction is clear, the thinking is clear, the plan is orderly, and the execution is strong.

22. Simple is effective.

23. When the concept changes, the world changes, but when the concept does not change, the world changes.

24. The leader should take the lead, not the leader.

25. The quality of management depends on the execution ability of employees.

26. The place where you appear the most is the focus of your work.

27. Actions are fruits, and words are just green leaves.

28. Say what you say and do what you say.

29. Once the goal is set, action must follow.

30. The key to execution is details.

31. People who are good at influencing others first regard themselves as a part of others.

32. Action is better than knowledge, and knowledge is better than action.

33. Without execution, there will be no competitiveness.

34. Only when you dare to be responsible can you shoulder important responsibilities.

35. Set goals and win in execution.

36. People don’t do what you want, they only do what you check.

37. Management is developed by observing, skills are developed by practicing, methods are figured out, and potential is forced out.

38. Managing yourself well is equivalent to managing others half well.

39. Profit is the source of execution, and corporate culture is the continuous driving force for execution.

40. The greatest ability of a leader is to allow subordinates to maximize their abilities.

41. Instead of satisfying customers, we must pursue moving customers and creating customer lifetime value.

42. Build an efficient execution team and master the team star method.

43. Results come first, explanations come second.

44. Without execution, everything is empty talk.

45. All success depends on execution rather than empty talk.

46. Details determine success or failure.

47. Action first, success or failure second.

48. People are willing to change, but refuse to be changed.

49. Speed ??first, perfection second.

50. Leaders should take the lead in establishing a culture of execution.

51. Treat others equally and your heart will be as calm as water; treat others sincerely and your heart will be as pure as a mirror.

52. Empty talk is useless, execution is the most important.

53. An efficient team builds a first-class enterprise.

54. Anyone who achieves great things likes to do small things thoroughly.

55. Victory comes first, reasons second.

56. The height of thought determines the height of action, and the height of culture determines the height of an enterprise.

57. Change is painful, but not changing is even more painful.

59. When you are called, you will come; if you come, you will be able to do it, and if you do it, you will succeed!

60. Three things every day: things that must be done, things that should be done, and things that can be done. Execution Slogan

1. It is better to take one step than to plan ten steps in your mind.

2. Leaders must have the ability to simplify management from complexity.

3. Communication is about empathy.

4. Without execution, everything is empty talk.

5. Execution culture starts with responsibility.

6. Only when you dare to be responsible can you shoulder important responsibilities.

7. You don’t need to see that others are useless, you need to let others see that you are useful.

8. Leadership is a combination of behaviors that inspire people to consciously follow the leader.

9. Treat others equally and your heart will be as calm as water; treat others sincerely and your heart will be as pure as a mirror.

10. People who are unwilling to take responsibility are not qualified to have rights.

11. People are willing to change, but refuse to be changed.

12. What is comfortable is often regressive.

13. An efficient team builds a first-class enterprise.

14. Establish prestige and work together to achieve the goal.

15. A hundred empty words are not as good as one action.

16. Think more about what you should do and less about what you can do.

17. A leader is not a person who can do all decathlons, but a person whose total score is higher than others.

18. Without a normal mind, it is easy to do abnormal things.

19. Don’t expect others to help you, but expect others to need you.

20. Leaders who are not good at learning from their subordinates have little to learn.

21. The more you think, the less you will make a mistake; the more you read, the less you will make one mistake.

22. Unite knowledge and action and act immediately.

23. Profit is the source of execution, and corporate culture is the continuous driving force for execution.

24. The place where you appear the most is the focus of your work.

25. The direction is clear, the thinking is clear, the plan is orderly, and the execution is strong.

26. Employees often make mistakes, and it is your management that easily makes them make mistakes.

27. Manage your time well and be your own master.

28. The key to corporate execution lies in collective execution.

29. The greatest ability of a leader is to allow subordinates to maximize their abilities.

30. Anyone who achieves great things likes to do small things thoroughly.

31. The key to execution is details.

32. Good deeds are the essence of virtue, and justice is the core of morality.

33. Every day comes to an end, and every day clears and rises.

34. When employees treat you this way, it is you who taught them how to treat you.

35. A person who forgets himself will be less likely to be forgotten by others.

36. Doing business: There is a road in the world, but when there are too many people walking, there is no road.

37. People don’t do what you want, they only do what you check.

38. Leadership is service, and rights are responsibilities.

39. Execution is vitality.

40. The quality of management depends on the execution ability of employees.

41. Leaders must be good at expressing and listening.

42. When you are called, you will come; if you come, you will be able to do it, and if you do it, you will succeed.

43. Heaven is moving vigorously, and a gentleman strives to constantly strive for self-improvement.

44. Action is better than knowledge, and knowledge is better than action.

45. If the result is not good, it is not good.

46. Excellent strategy must be coupled with excellent execution to be effective.

47. The leader should take the lead, not the leader.

48. Don’t make promises easily, but when you make a promise, you must keep it.

49. When the concept changes, the world changes, but when the concept does not change, the world changes.

50. Without execution, there will be no competitiveness.

51. Results come first, explanations come second.

52. Control work, rather than being controlled by work.

53. It is difficult to be a leader without being a generalist.

54. Once the goal is set, action must follow.

55. The core competitiveness of an enterprise lies in execution.

56. People who are good at influencing others first regard themselves as a part of others.

57. Set goals and win in execution.

58. Say what you say and do what you say.

59. The purpose of correction is to make it work better.

60. Taking is ability, giving up is state. Execution determines the success or failure of an enterprise

Execution determines the success or failure of an enterprise

Napoleon has a famous saying: A hundred sheep led by a lion can defeat a hundred lions led by a sheep. . This sentence emphasizes the importance of execution.

The concept of execution was first proposed by veteran American entrepreneur Paul Thomas and business management expert David Byrne. They believe that execution plays a decisive role in corporate competition. It can be said that there are three points of strategy and seven points of execution. Without a solid implementation concept and strong execution power, it is impossible to implement any decisions and plans to the end.

How to effectively improve the company's execution and how to implement the work is a particularly difficult task for any manager. At the end of the first Gulf War, a U.S. general wrote a book, "The Armchair Strategist," which mocked those who armchair armchair strategists. In fact, what experts care about is not strategy, because strategy is self-explanatory. What experts really rely on in fighting a war is logistics, that is, execution. The most difficult thing in war is not to formulate a strategy, but to transport weapons, personnel, and ammunition to the exact place at the exact time according to the original plan.

The same is true for businesses. The key to a business's success or failure lies in its execution once the strategy is set. What is execution?

In a word, execution is about management. From the perspective of managing people, an enterprise can be divided into two levels: one is leadership, which manages positioning and direction; the other is management, which is about execution and how to do well after strategic goals are set. The quality of execution is related to the success or failure of an enterprise.

Outstanding companies, especially the world's most admired ones, don't necessarily spend more time or effort on strategic planning, but they demonstrate superior execution.

Among the coffee shops all over the street, why does Starbucks stand out; both are in the PC business, why is Dell on top; both are in the supermarket business, why does Wal-Mart top the list in the retail industry? The reason for these differences is the difference in the execution capabilities of each enterprise. Those enterprises that can ultimately win in the fierce competition undoubtedly have strong execution capabilities. This is true for companies such as General Electric, IBM, Microsoft, Dell, etc. Their success is directly related to their outstanding execution capabilities.

Cisc. It is the world's largest company in the field of network equipment, and was formerly Cisc.

When Global Vice President Lin Zhenggang came to China, he didn't even think of Cisc. The success lies not in technology but in execution. This shows how highly execution is valued in world-class companies. Only execution can enable an enterprise to create substantial value. If execution is lost, the necessary conditions for the long-term survival and success of the enterprise will be lost.

For business operations to be successful, strategy and execution are indispensable. Although many companies have good strategies, they ultimately fail due to lack of execution capabilities. In the operation and management of an enterprise, it is important to establish the enterprise's vision, strategy and plan, and to emphasize the management of human resources, financial resources and physical resources, but how to effectively connect and integrate these important aspects of management may be the key to success. It is the fundamental guarantee for enterprises to truly win in competition. This ability to integrate is the execution capability currently emphasized by many outstanding entrepreneurs and scholars. Market competition is becoming increasingly fierce. In most cases, the difference between an enterprise and its competitors lies in the execution capabilities of both parties. If your opponent can execute better than you, it will be ahead in every aspect. Without execution, all the rest of a manager's work becomes a piece of paper or talk.

Without execution, no matter how good the strategy is, it is just empty talk. In reality, every company will be troubled by various problems that lead to low execution. Weak execution is a problem that the global business community and even government departments must face. Because correct strategies cannot guarantee the success of governments and enterprises. Successful governments and enterprises must have both strategic direction and tactical execution capabilities in place. Even Microsoft President Bill Gates said frankly: The challenge Microsoft will face in the next ten years is execution. A large state-owned enterprise went bankrupt due to poor management and was later acquired by a Japanese company. Everyone in the factory is eagerly looking forward to the Japanese bringing good advanced technology and management experience. Unexpectedly, Japan only sent a few people and made only one request: to unswervingly implement the previously established system. As a result, within a year, the company turned a profit. What is the secret trick of Japanese companies? It’s still execution. Someone once asserted that when companies compete, what they compete for is execution, and what Chinese companies lack is precisely execution. Without execution, no matter how good a strategy is, it is empty talk.

In China, weak execution and difficulty in execution are a common problem and a persistent problem. From government departments to corporate units, it is very common that orders cannot be enforced and prohibitions cannot be followed. Difficulties in execution occur in various forms in enterprises: (1) Managers often have the desire to please others and seek credit, and they like to compliment and flatter.

(2) Managers are aloof, self-righteous and unable to listen to different opinions.

(3) Corporate managers cannot lead by example and their words and deeds are inconsistent.

(4) Enterprise strategies, goals, plans, etc. are divorced from reality, grand and empty, abstract but not concrete, and lack operability.

(5) Each department within the enterprise is doing its own thing, lacking communication and collaboration.

(6) Separate decision-making and execution, and separate the head and hands.

(7) The style is frivolous, flashy, etc.

The driving force for corporate development comes from the market, but whether corporate goals can be achieved depends on the execution of internal management. Improving execution capabilities of an enterprise determines its sustainable development. Execution is difficult, and lack of execution can make an enterprise slide from prosperity to decline. As a manager of an enterprise, we must eliminate the shortcomings of difficulty in enterprise execution and thoroughly improve execution capabilities in order to achieve the possibility of long-term development.

In short, improving corporate execution is the key point that enterprises need to strive to grasp when establishing a modern enterprise system. In realizing corporate reform and future development strategies, strengthening corporate execution will be a continuous project that needs to be carried out in Continuous improvement in enterprise reform and management innovation. Corporate Culture Slogan

1. Either don’t do it, or strive for the first place if you want to do it.

2. Everyone is the center of responsibility, power and benefit. "Everyone is a manager, everyone is a boss" to release everyone's potential.

3. There is only the thought of off-season, but there is no off-season market.

4. Sell credibility, not products.

5. Give users unexpected surprises.

6. The capable are promoted, the mediocre are demoted, and the mediocre are given way. Whoever damages the company's brand will lose his job.

7. Defective products are equal to scrap.

8. It is difficult for an enterprise to become strong, and it is even more difficult to maintain its long-term prosperity; what is important is not individual people or some people, but all the people, that is, only when every cell is full of vitality.

9. Entrepreneurs cannot only have two eyes, they must have a third eye. One eye should be used to focus on internal management to maximize employee enthusiasm; the other eye should be used to focus on market changes and plan innovative behaviors; the third eye should be used to focus on national macro-control policies in order to seize opportunities and develop ahead of schedule. .

10. There is no perfect product, but there is a 100% service.

11. Those who have the same desire above and below will win.

12. Management has patterns but no fixed formulas. This is the art and science of management.

13. What exactly is quality? It is a kind of self-discipline ability.

14. Enterprises have only one real resource - people; management is to fully develop human resources to do a good job (the famous saying of Drucker, the father of world management).

15. The Buddhist scriptures say: "The only way to keep a drop of water from drying up is to put it into the sea."

16. Once you develop a simple determination An idea, if you keep repeating it, will eventually become a reality. Refining, persevering, and repeating are the magic weapons for your success; if you persevere, you will eventually reach the critical mass - a famous quote from General Electric President Welch (the best manager in the world in the 20th century).

17. Seek talents, recognize talents, accommodate talents, utilize talents, cultivate talents, educate talents, protect talents, and generalize talents, the "eight talents". Enterprises must care about, understand, respect and care for people, that is, treat people as "human beings" rather than "non-human beings".

18. I would like to answer you by quoting the famous saying of Roosevelt, the only four-term president in American history: "The only thing we fear is ourselves."

19. Play chess and find a master.

20. High standards, refinement, and zero defects.

21. Saying it does not mean doing it; doing it does not mean doing it well.

22. Always be one step ahead of your opponent.

23. There is an upper limit to academic qualifications, and the higher is not the better; secondly, strong practical ability; in addition, interpersonal relationships must be harmonious. Intelligence is more important than knowledge, quality is more important than intelligence, and awareness is more important than quality.

24. The OEC management model of "Every day is completed, every day is clear and the day is high", which means to comprehensively control and clean up everything done by everyone and every day, so as to achieve "Every day is clear and the day is finished, and every day is clear and the day is high." Every day's work is completed every day, and the quality of every day's work is slightly (1) improved. (Every day is completed to solve the basic management problem; every day is cleared and the day is high to solve the speed problem).

25. Whether the leader is present or not, the company will still operate well.

26. In the new economic era, what is the magic weapon to defeat the enemy? The first is quality, the second is quality, and the third is quality.

27. The market is like a piece of cake. We do not go too far to seize share in the existing market, but to create another market, that is, to make another cake - to make another cake for exclusive use.

28. What are Haier’s values? There are only two words, innovation. Innovation means constantly defeating yourself. That is to say, determine the goal, constantly break the existing balance, and then establish a new imbalance; and then build a new balance based on the new imbalance.

29. What is the core competitiveness? I think it is the ability to win user loyalty in the market.

30. Always be cautious and always walk on thin ice.

31. Zhou Yu claimed to have "one step, three strategies", but he always failed in Kong Ming's "three steps, one strategy". It’s not about being too many, but about being high.

32. We are not "prepared for danger in times of peace", but "prepared for progress in times of danger".

33. To dance with the wolf, you must become a wolf yourself, and become a "super wolf".

34. The position must be controlled, the promotion depends on competition, the expiration date must be rotated, and the last position must be eliminated.

35. As a leader, you can not know the shortcomings of your subordinates, but you must know the strengths of your subordinates.

36. There is no small matter in management. "Every difficult thing in the world must be done in an easy way; a big thing in the world must be done in a detailed way." (Laozi said) It can be said that "success depends on the details, and failure depends on the details."

37. Fight a value war, not a price war.

38. If you insist on improving by 1 every day, your work level will double in 70 days.

39. If you work hard and fail to solve any problems, you cannot be called excellence.

40. Deny yourself and create the market. That is to deny yourself before others do.

41. It is not your responsibility if the quality of your subordinates is low; but it is your responsibility if you cannot improve the quality of your subordinates.

42. Conduct repeated research beforehand and be cautious; once a decision is made, it must be implemented resolutely without ambiguity.

43. Repeat, focus, focus, and improve.

44. If I can survive the harsh environment of winter, maybe I will be the most beautiful in spring.

45. Customers’ problems are the topics we develop.

46. A reporter asked: "What is your ultimate ideal goal?" Zhang Ruimin replied: "To become a truly world-wide brand, no matter where you go in the world, everyone knows that Haier is a very Okay, my favorite brand.”

47. To revitalize a company, first revitalize people. If everyone's potential is unleashed, everyone will be a Pacific Ocean and a Himalaya, as big as they want, as deep as they want, and as high as they want.

48. I have what others don’t have, I have excellence when others have it, and I am strange when others have excellence.

49. Corporate culture training has three levels: corporate culture spirit, corporate culture system and corporate culture material.

50. The unchanging law of the market is that it is always changing. "It changes, it doesn't change, it changes," says the Book of Changes.

51. Produce one generation, develop one generation, conceive one generation.

52. In any era, what can satisfy people’s deepest and most essential needs is not money and material things, but the discovery and realization of self-worth (physiology, psychology, safety, respect, self-realization)

53. As long as one main leader, one person in charge of culture, one person in charge of finance, and one person in charge of quality are dispatched (referring to Haier merging an enterprise and sending four such cadres), this can be activated. enterprise).

54. The most priceless thing in the world is the human heart. To win the hearts of others, you can only exchange your own heart.

55. Without ideas, there is no way out.

56. Improvement is endless.

57. In the final analysis, enterprises are people, and management is ultimately about leveraging force.

58. A reporter asked: "What role should you have in the company?" Zhang Ruimin replied: "First, you should be a designer; second, you should be a pastor."

59. Everyone is a talent, and horses are not horses. Give every talent who is willing to do something a stage to display their talents.

60. Tactfulness and hard work are indispensable. You must seize opportunities, and only after hard work can you have opportunities.

61. In the Internet era, the key to corporate survival is speed.

62. "Catfish effect" - that is, through the internal competition mechanism, everyone's vitality is activated.

(Norwegian folklore: It is usually difficult for fishermen to return to port alive when catching sardines. Occasionally, a ship was found with all the sardines returning alive. The secret turned out to be a catfish in it. Its presence made the sardines frightened, and they fought left and right, but the result was that they all returned alive. saved lives).

63. One of the important tasks that leaders need to complete is to predict changes and plan for the future. And to do this, leaders must have insight and trend analysis skills.

64. The principle is an important principle in our group's management philosophy, that is, the critical minority restricts the secondary majority; cadres will undoubtedly bear the main management responsibility for problems that arise.

65. People’s quality was the foundation of Haier’s success in the past, and the challenges we will face in the future are also people’s quality.

66. All successful companies must have a very strong corporate culture and use this corporate culture to bring everyone together. I don’t know how many things have changed in a company that has been around for hundreds of years, but only its entrepreneurial spirit has remained unchanged for hundreds of years, which is very telling. Therefore, corporate culture is the corporate spirit, and the corporate spirit is the corporate soul. If this soul is everlasting and evergreen, the enterprise will exist forever.

67. Be loyal to your employees, and they will in turn be loyal to you; be responsible to your employees, and they will in turn be responsible to you.

68. Slope sphere theory: The position of an enterprise in the market is like a sphere on a slope. It needs to strengthen internal basic management in order to generate strong stopping force. Otherwise, the sphere will definitely roll downward.