What is the purpose of building corporate culture?

This is a very good question. The different purposes of corporate culture construction will directly lead to significant differences in the human, financial and material resources mobilized, the depth of cultural construction, and the effectiveness of cultural construction when enterprises carry out cultural construction. The purpose of corporate culture construction is gradually changing as Chinese companies gradually deepen their understanding of culture. For example, when China's corporate culture craze first became popular in the last century, establishing an enterprise's CIS system became the primary purpose of many corporate culture constructions. This deep-rooted concept has led many people to think of the company's CIS system when they mention corporate culture. At the beginning of this century, the needs of enterprises for corporate culture have exceeded the scope that CIS can meet, so the construction and promotion of corporate culture concept systems have become the main purpose of cultural construction. But at this time, many companies took many detours. For example, they excessively pursued the descriptive form of cultural concepts. In order to make their own culture more "cultural," they forcibly grafted many Chinese classical cultures onto corporate culture, resulting in "pan-culture." proliferation of phenomena. Moreover, this trend also directly results in employees being unable to simply and clearly understand the cultural connotation of the company, and the phenomenon of "two skins" in corporate culture is very prominent. In recent years, enterprises have become more pragmatic in their understanding of culture, so the construction of corporate culture has gradually been integrated with the daily operation and management of enterprises. Eventually, the demand for culture by Chinese enterprises has gradually begun to get on the right track. Therefore, by reviewing the evolution of Chinese corporate culture, it is not difficult to see that the construction of corporate culture must be integrated with the daily operation and management activities of the company, so that the many functions of corporate culture can be exerted. Therefore, the purpose of corporate culture construction has gradually come down to the following purposes: through corporate culture construction, gradually clarify the value advocacy of the company, standardize the company's management behavior and employees' work behavior, and ultimately improve the company's management performance. Tongxin Dynamics always adheres to the principle of "simple, clear, practical and effective" in corporate culture construction, and is also the first consulting service organization to propose the concept of "corporate culture management". If corporate culture construction is to truly promote and improve the performance of corporate operations and management, it cannot be achieved by relying solely on a cultural manual and subsequent training and promotion. This requires enterprises to put more energy into the "deep implantation" process of the later stage of culture. Through the establishment of key value driving elements that are closely connected with culture, on the one hand, key performance indicators must be established to correspond to them, and on the other hand, the capabilities and qualities in cultural value advocacy must be sorted out to respond. Only in this way can we establish a linkage mechanism for corporate culture construction from the establishment of cultural values, to the improvement of capabilities and quality, to the improvement of key performance indicators, and ultimately to the improvement of corporate operating performance.