Hard power and soft power of corporate culture

Hard power and soft power of corporate culture

If advanced technology, excellent quality, low price, timely supply and thoughtful service are the hardware (that is, hard power) subjects that constitute enterprises to participate in market competition, then the value orientation, business philosophy, team spirit, harmonious atmosphere, working status of all employees, social image, popularity and word of mouth of enterprises constitute the software (that is, soft power) subjects that enterprises participate in market competition. The hard power of an enterprise is tangible, which can generally be expressed by accurate figures, while the soft power of an enterprise is vague and difficult to be reflected by accurate quantitative concepts. If someone wants to describe the soft power of an enterprise, at best, they can only use qualitative words such as good and bad, good and bad, good and bad, advanced and backward, right and wrong.

Undoubtedly, from a philosophical point of view, the hard power of enterprises belongs to the category of "economic foundation", while the soft power of enterprises belongs to the category of "superstructure". Needless to say, the relationship between the two is not difficult for anyone with common sense to understand; But in real life, it is not so common that managers, especially decision makers, can really grasp the relationship between the two according to the current situation of enterprises. We often encounter this situation: when talking about products, markets, economic benefits and other topics with a senior figure of an enterprise, there are many accurate data, sharp words and unique opinions, and even you can be impressed by Julian's witty remarks; However, without talking about the cultural construction of enterprises, their thinking is obviously not so agile. In addition to all ears, the rest are just parroting. This situation actually reflects the prejudice of such managers, making it difficult for them to truly become leaders of enterprises. At that time, the township enterprises and individual and private economy in the Yangtze River Delta region were in full swing and became the pillars of local finance, which was also famous throughout the country. But today, 30 or 40 years later, how many small and medium-sized enterprises that flourished at the beginning can always maintain their own inherent product direction and business style? Tracing back to the reasons for the rebirth or disappearance of these enterprises, their products (or services) lack market competitiveness, which is a fact that they are willing to admit and a direct factor that everyone can see; However, these township enterprises lack the necessary strategic thinking and corporate culture foundation for development, and their own shortcomings in commanding the overall situation, which is a fact that the general frustrated people do not want to admit.

The hard power of an enterprise is of course important, it is the basis for gaining profits, maintaining survival and seeking development; The soft power of enterprises is more important. Although vague and sometimes confusing, it is not easy to grasp, but it is the backing of hard power and the source of sustainable development. The main task of hard power is to solve the practical problems of enterprises such as eating and dressing, while the main function of soft power is long-term hard power. Without the support of soft power, although it can be used in the market for a while, it is difficult to last; The construction of soft power must be based on hard power, otherwise it is hard to imagine how much thought a struggling enterprise can have to consider the cultural construction of the enterprise.

I hope that many of our enterprise managers will not neglect the forging of enterprise soft power while fighting the market and making profits. Only in this way can enterprises survive for a long time and become your "home" in the process of sustainable development. ;