I finally understand how they played themselves to death.

I finally understand how they play si with themselves.

How to give full play to si in the transformation and upgrading of manufacturing enterprises?

First, giant children

When you are a beggar, don't brag, pretend to be an emperor and give me a chef, because that will build an illusory and beautiful future for you in your heart.

Blow it for a long time, others don't believe it, but you may lie to yourself.

Among the more than 1000 manufacturing enterprises I have visited, 70% feel that they are under siege, the channels and shops are completely annihilated, and the labor and material costs are increasing day by day. It is hopeless to brainwash employees, send money to customers and pull agents and franchisees to eat and drink by fighting chicken blood and inspiring exercises. Want to break through? Looking around, there are Internet, Internet, Internet in all directions!

As a result, local tyrants began to "transform", making vacuum cleaners into robots, agricultural machinery into drones, and clothes into customized Internet platforms. The world is bustling and posted on the Internet.

Many people think that traditional enterprises don't understand the Internet. In fact, according to my experience, local tyrants actually know these new words better than anyone else because they have attended various training courses. It's nothing to talk to you for three hours. However, when I turned into their workshop, it was a mess. There was no basic lean production 20 years ago. As long as they ask, they will say: "This industry in China is like this, and we are better!" .

Therefore, I believe that the dilemma of traditional manufacturing enterprises is not so much because of the challenge of the external environment as because of their own internal death. They put themselves in a strategic dilemma through beautiful and successful tactics again and again. Now, the more they struggle, the tighter the net becomes. So now more and more manufacturing enterprises find that they seem to be doing nothing, but living better, and this seemingly "better" thing paralyzes their judgment on the present situation and the future, which is another kind of death.

Traditional manufacturing enterprises in China always swing back and forth on two extremes. Local tyrants listen to the master's internet thinking. When their blood is boiling, a slap in the face can cost a lot of money. I have seen a company that makes steel pipes, and even refused to buy masks for employees, but threw tens of millions to develop an APP Internet platform. And these "leap-forward" enterprises, once they encounter setbacks, immediately retreat and become more conservative than anyone else. Whatever you tell him, he thinks you are bluffing, nonsense and unrealistic. Then he began to blame others, complaining to the government that the social security for employees was too expensive and the environmental inspection was too strict, shouting "Industry is hard to do" in an attempt to get the government to save him.

If patriotism is the last refuge of villains, then sticking to industry is the last amulet of bad enterprises. I have seen a company with no technology at all. At first, I bought two sets of equipment and recruited a group of people to make things for others. In those years, the relationship was brilliant, but the workshop management was a mess. Sticking to the label of "sticking to industry", he regarded himself as the savior of the country and stood on the commanding heights of morality.

I thank you for this country. Please don't insist. You have contributed nothing but wasting national resources. Go ahead and close the door as soon as possible. This country will be a better place without you. ...

Many manufacturing enterprises in China are like a giant baby, laughing or crying, or being radical or curled up, but they can't work out effective strategies according to their own current situation. Now everyone from the government to enterprises is talking about transformation and upgrading, but what I see is that there are very few people who can really transform and upgrade. Most of them are "holding high the red flag and marking time", either motionless, aborted or mired in the quagmire.

Among the enterprises I investigated this time, two food production enterprises have similar management systems. Before entering the workshop, you must first change clothes, take the lead in putting on shoe covers, then blow all over your body, and wash your hands and disinfect before entering. On the surface, it seems to be well managed, but I touched several places in it with my hands, one of which was dusty and the other was spotless. The former is a leading domestic enterprise, and the latter is a Japanese-funded enterprise in Shunyi District, Beijing, called Jingri Dongda Food (note that it is a Japanese Chinese, and the boss went to Japan in the 1960s. You can never say that the Japanese are worse than us, and the people in China are not bad).

This is the gap between our manufacturing industry, which seems to have everything, but it is always different from others. Why?

Let's look at the details. Every place in that Japanese-funded enterprise, even the tools in the workshop, are placed neatly. Every employee in the factory will smile and ask each other "hello". Don't underestimate this sentence. When employees have a sense of ownership, they are willing to contribute wisdom to every improvement. Therefore, every detail of that Japanese-funded enterprise has been done to the extreme, which is obviously the result of full participation, and this is the power of corporate culture.

And our enterprises often think that corporate culture is an empty thing, and management is to lead a person's enterprise. Of course, leaders can only pay attention to the overall situation and ignore the details. But employees feel that management has nothing to do with themselves, which is naturally empty and unrealistic. We look as good as others, but we are almost literate. This is actually thousands of miles away.

Therefore, I have been calling for the revitalization of China manufacturing. The first thing is to revitalize industrial culture, break the giant baby complex, and let enterprises learn to face reality and learn to think like adults. What China needs now is not a political movement in the name of "intelligent manufacturing", but a comprehensive manufacturing revival.

Second, illiteracy.

Last year, I visited an old friend's enterprise, making tire equipment. He introduced me to his experience of transformation and upgrading. He talked a lot about the concept of "internet plus", and then added the antithesis of cross-border subversion and ecologicalization of Le Shi Jia. Finally, he told me that he would enter the medical industry and cooperate with Japanese experts to build a high-end, awesome, Internet-thinking ... hospital.

Hospital!

After I came back, I bought a Xinhua dictionary online and gave it to him. On the title page, the word "transformation" is written. This brother didn't understand it, and I didn't explain it much. This year, the hospital where he invested a lot of money didn't start, and he lost a lot of money. When we met again to talk about this matter, I told him that I gave you a dictionary at that time, just to let you know what the word was written, which was "transformation" rather than "career change".

An enterprise rushes to a brand-new industry, with no industry experience, no customer base and no team familiar with supervision. Failure is a high probability event. And transformation refers to breaking a path in familiar industries and fields and innovating on familiar tracks. Changing careers is to attack others' strengths with your own shortcomings, while transformation is to think outside the original framework in your most familiar field, thus changing the status quo and seeking a way out. Only by focusing on the management of an industry and long-term cultivation and accumulation can we find out what the pain points of that industry are and find effective ways to solve these pain points.

Someone will definitely say, you can turn around a few times!

I have to tell you, first of all, every time I change careers, I have to do it for some practical reasons and am forced not to take the initiative to seek it. Secondly, you just saw that my industry has changed, but you didn't. In fact, my core, my "talking nonsense" ability has never changed. All seemingly "changing careers" are actually the value extension of my own core ability.

For example, Google is a driverless car, and what cross-border subversion, China Internet companies have followed suit. What you don't know is that driverless technology is Google's strength. It does not cross the border, but extends the core technology to autonomous driving. Many autopilot originally used Google's image processing technology, image and data processing technology, which is the advantage that Google search has accumulated over the years. You can't think of Google's car as a car, but as a powerful data processor, because it recognizes the surrounding environment through various acoustic and optical sensors, inputs the signals obtained by these sensors into its central processor, and judges how many cars are driving around my car, what are the speeds of these cars, what is the probability of collision, and runs very fast. So Google's self-driving car is actually not a car in the traditional sense. Its core is a powerful data and image processor, which was originally the core technology of Google.

Drucker said: "Innovation does not necessarily require high technology, and innovation can still be carried out in traditional industries." Three-quarters of innovative enterprises in the United States come from traditional industries, and only 1/4 comes from science and technology industries.

Whether it is transformation or innovation, we need to focus on persistent "stupid people", focus on our own industry, and focus as much as Huawei. For decades, they have been doing communication equipment, not trading stocks, not selling houses, not doing finance, not going public. There is no need for traditional manufacturing enterprises to sell themselves short and feel that their industry has no future, and they must cross the border into high-tech industries in the fog. Not everyone should engage in Internet, cloud computing, big data and artificial intelligence. If you are fried dough sticks, fry them and make them the best in the world. Business is not necessarily smaller than Alibaba. If you encounter a bottleneck and need to transform, you can jump out of the original framework of roadside fried dough sticks and see if it can be standardized and made into office takeout, with special soy milk, or combine with nearby fried dough sticks stalls and pancake stalls to face the whole snack street. This is the real change.

The key to transformation lies in value innovation, which endows the whole industrial chain with new value. Without value innovation, "transformation" can only be reduced to "career change". China manufacturing enterprises should learn to distinguish these two words clearly. If they really don't understand, I can also sell you a dictionary and study it slowly at home.

Third, model disease.

In recent years, the Internet industry has developed rapidly, hanging over China's economy like a ghost, which has brought some bad influences to our manufacturing enterprises. This is the superstition of "model innovation".

Today, our traditional manufacturing enterprises are very keen on various "models". Any "master" puts forward any model, and the local tyrants in the manufacturing industry pay the bill and become the mice of the master. In the final analysis, these models are all "looking for new channels to sell goods".

If the offline agent fails, it will be changed to e-commerce. If e-commerce fails, it will change to WeChat business. If you fail, do live broadcast, community marketing, IP marketing, C2C, C2B, C2M, O2O, OAO…… ............................................................... And always set a small goal and spend hundreds of millions to build a platform. Finally, I found that no matter how many platforms are built and how many models are used, my own brand and products are still worthless.

In fact, no matter what mode it is, the lively three or two years will eventually let us remember those good brands and products. Even if the price of these brands is higher, we can bear it, because they can give us trust. In other words, it is your brand that finally makes a company stand firm. No matter how the model changes and the channel changes, the brand can move and cross these obstacles. Behind the brand, in the final analysis, it is still your product, whether it can give customers and consumers trust.

For example, another German-funded enterprise I visited this month is Rosenberg, a typical German invisible champion. In fact, it is a small enterprise, and the scale is not large. The Asia-Pacific factory I went to produces a small thing, a connector for cars.

To be honest, I think this thing has no technical content, and the model is very simple. It was produced and then sold to the car company. In China, this is just a messy hardware processing factory, and this German-funded enterprise has a perfect production management system, talent training system and quality control system, which makes me feel knowledgeable. I went to see the electroplating links in the workshop, which are usually heavily polluted. I should try to remove them in Beijing, but there is no odor inside, and even the electroplating mud has to be pulled back to Germany for secondary refining. The person in charge proudly told me that the factory has not polluted an inch of land in China for more than ten years.

Do you know its logic and pattern? Yes, it makes a small thing. In the whole vehicle, its cost may be less than one thousandth, but its brand awareness is high and its product quality is good. As an automobile manufacturer, it is impossible to buy something produced by a bad manufacturer in order to save a little money on such a small thing. So it seems to be an industry with a low threshold, but the possibility of being replaced is extremely low. For example, the enterprise mentioned just now can maintain an annual growth rate of 30% to 40% in the current downturn of the automobile market, not by high-tech or new models, but by making small things to the extreme so that you can't change them. This is the "model" of the German invisible champion.

China manufacturing enterprises should not cling to all kinds of models, rush on the road of selling goods, and ignore the construction of brands and products. In the final analysis, we sell products, not models.

Fourth, the disease of cattle.

In recent years, various Internet transformation training courses have made entrepreneurs in traditional manufacturing industries aware of their own shortcomings. It is impossible to transform the internet by their own original team, so find a great person to do it for me!

Nowadays, manufacturing enterprises are facing a series of difficulties. Many bosses think that the solution is to find a cow and a great god. Go to Alibaba to dig people, go to big companies in the same industry to dig people, and never go to America to dig people again.

This is not only a manufacturing company, but also an internet company. For example, a video website did this to the extreme a few years ago. Cattle people came in, beating gongs and drums to welcome them, and the honeymoon was hot. But as soon as the novelty passed, they found that it didn't seem to have any effect, so they immediately fought back, counted other people's mistakes, and then tried to make things difficult for them in the enterprise, making them stumble, criticize, and then beat them all kinds. Finally, it broke up in discord. There is even an excuse for not paying wages, followed by a long tear and mutual accusations.

After rounds of introductions, the entrepreneurs in the manufacturing industry finally came to a conclusion: these guys are all big liars and liars. Our manufacturing enterprises rarely look for the root of the problem from themselves and within the enterprise. Objectively speaking, there may be many big fools, but why have you met them all? When you are superstitious that these great gods can solve all your problems, this ending is already doomed.

Because you have to understand, what is a cow?

The logic of many of our manufacturing entrepreneurs is this: a group of awesome people (such as the 18 arhats of Alibaba) can make a very awesome thing together. So as long as I dig out these awesome people, I will definitely solve my problem.

The truth is that in that year, in a specific historical environment, a group of ordinary people, organized together, achieved a great event through cooperation and a little luck, so these ordinary people became great gods.

Then these great gods became famous at a specific time, platform and resources. Can your enterprise match these resources to him? Also, ask yourself, do you really want to do something with the great god? In fact, you just take a fancy to the resources they have, hoping to squeeze them dry, kick them away, and call for business partners in vain, all of which are just lip service. Regardless of whether these awesome people are really capable, even Zhuge Liang, when you get here, any smooth operator can tell him what to do, and he will inevitably become Xu Shu and enter Cao Cao without saying a word. The worse result is that there are too many cattle people coming, and there is nothing to fight for a pet. The situation outside is not good, so let's kill our teammates first.

How many manufacturing enterprises we have, after introducing Great God, held various meetings, pushed the project forward at once, and all kinds of brainstorming were dispersed. As a result, the results of any project have also been discussed. After the meeting, everyone broke up, everything went to zero, and then another round.

The difficulties you face in doing business today are never due to the lack of talents, not because your people are dying, but because the way people cooperate is dying, that is, there is something wrong with your internal organizational structure and communication mechanism. When your system fails, it is better to use a group of cowboys than a group of cowards, at least they don't fight.

5. The boss is ill

Two years ago, a manufacturing entrepreneur tried to pull me into the performance stock market. To tell the truth, his products are not bad, and I think they are very promising. The scale of the enterprise is not small, and there is always no loss in taking performance shares. But I went to a regular meeting of their company, and when I came back, I decided not to participate in his shares or his business-because I thought it was a waste of time to help him.

I only pay attention to one detail, that is, the afternoon meeting lasted more than three hours. Except for me, an outsider said a few words, all of which were talking about business ideas, development direction and division of labor. In fact, no one in the whole company's senior management team spoke.

You can imagine such a company, except the hard-working boss, everyone else is a bystander, and this team is definitely not fighting. I naturally think it's a waste of time to help him. If you have time, you might as well watch two TV plays. Two years later, it turns out that the development of this company is really not very good. The original transformation project is gone, and it is curled back to the traditional business to survive.

In many of our traditional manufacturing enterprises, bosses and leaders are all-around players who can do anything. Meetings in the company, large and small, can be an exchange meeting of the boss's personal successful experience, or a correspondence course where he teaches the secret of success and wealth. You still dare not disagree, either say that you are unrealistic or that you are out of control, and then put on a few pairs of shoes to ensure that you can't get along. This is the result of our manufacturing entrepreneurs' deep superstition about past successful experiences. It is undeniable that many traditional entrepreneurs have developed slowly, and they have gradually grown up by personal intelligence and connections. But sadly, this success has become the biggest obstacle to the transformation and upgrading of enterprises. They believe in "Tao" and believe that all changes will not deviate from their ancestors. They think that their successful experience more than 30 years ago can guide all the work in the new era, so they can't see and are unwilling to change.

What is even more frightening is that this successful boss will cultivate an ecosystem that depends on this success within the enterprise, that is, a veteran team that works hard with the boss to create success. They are vested interests in this success. Therefore, no one can question this successful experience. Change means threatening their position. This powerful conservative force is enough to kill any foreign fresh blood.

At this time, even if the bosses make up their minds to change, they can only have two choices, either to carry out an internal cleaning, remove the elders and leave a ruthless blame. Either compromise internally and muddle along between the newcomers and elders can solve the immediate problems, but in the long run, it will inevitably lead to greater conflicts. Therefore, for these manufacturing giants with the aura of success, this is a situation in which riding a tiger is difficult and there is no evidence to advance and retreat.

Therefore, for entrepreneurs in traditional manufacturing industries, especially those who have been very successful, the first step in transformation and upgrading is to learn to break the authority and take off the aura. This process is painful and difficult, but it must be done. Because only by breaking through the shackles of past success can we usher in greater success.

Conclusion of intransitive verbs

In fact, there are still many pits in the transformation and upgrading of manufacturing industry, but due to the limitation of time and space, I will not list them one by one.

Seven, the end

I have visited so many manufacturing enterprises in recent years and have a lot of feelings.

I feel that the manufacturing level gap between us and foreign-funded enterprises is still very big, really big. For example, I visited Panasonic, a 25-year-old factory that produces non-smart phones that have not been bought for a long time, and its business has been declining year by year. But when I walked into the workshop, the whole factory was clean, the lean management system was perfect, and the quality control was meticulous, which made me deeply respect the manufacturing level in Japan.

I feel that there are various ways to transform and upgrade our manufacturing industry, some are confused, some are constantly changing, some are complaining, and some are struggling on the verge of death. ...

Then I also saw many interesting highlights, such as the fashion factory with pop music in the workshop, the lean factory with spotless corridors, the science and technology factory with excellent scientific research ability, and the future factory with high intelligence level. ...

There are two clothing enterprises next to them, and they are worried about selling a suit made of large pieces of cloth for 50 yuan, and rushing to buy a set of underwear made of small pieces of material for 1000 yuan. The same industry, the same region, are two worlds.

This is a true portrayal of an era, and it is also a sentence I often say:

"Only the metabolism of the industry, not the sunset of the empire."