Management Thesis-From Strategy and Operation to Talent and Culture

First, clear strategy, rational planning, consolidate the first curve and open the second curve.

The strategic mistakes of enterprises can not be compensated by tactics, and the strategic confusion of enterprises will lead to the vacillation of value judgment and the dispersion of resources. As the founder of an enterprise, we should improve our management thinking and pay attention to the study of enterprise strategy. It is necessary to rationally plan the business model and profit model of the enterprise after 3 years, 5 years or even 10 years, what the enterprise can do now and what it wants to do in the future.

Second, the operation management brake enterprises and managers build an efficient self-operation management system, replacing experience with mechanisms and personal heroes.

At the beginning of an enterprise, management was often emphasized for survival, but management and operation were neglected. Managers often rely on experience to manage, which is inefficient. Once the upper limit of personal management is exceeded, the overall work efficiency of the company becomes low. Therefore, when the company's business continues to grow, operation has become a very important system, and the realization of strategic objectives is guaranteed by establishing an operation management mechanism.

The management system of the company is standardized, which is not completely equivalent to the transportation management system. Many companies need specialized personnel to supervise the implementation of the process, and even the management cost is higher than the value of the system itself.

As a manager, we should devote ourselves to building an automatic and conscious execution system with interests as the core, incorporate the work of various departments into this efficient execution system, and improve operational efficiency through the internal strength of the mechanism.

Third, talents are the driving force of enterprise development, and talents need to organize the cultivation of soil.

As entrepreneurs and managers of companies, they often use their abilities to run companies. Managers with technical background run a company from the perspective of studying product technology; Managers from sales background lead the company to operate with the market and customers. In this case, the company may be profitable, but it is up to luck to continue to make the company bigger in this way. If the company wants to develop continuously, it should pay attention to the diversification and extensibility of enterprise capabilities.

When introducing talents, managers should clearly realize that this is a supplement to the lack of organizational ability, rather than requiring everyone to be an entrepreneur. Many start-ups pay more attention to the matching of employees' personal abilities and business needs, and hire experienced executives and technical talents with high salaries. On the one hand, they hope that they are both founders and executors in the management system, on the other hand, they hope that they can evolve themselves in cultural integration and strategic cognition. You will often hear many executives comment that the imported talents are "not easy to use" or "acclimatized".

Top managers should pay attention to the guidance, authorization and encouragement of the organization, not only to ensure the strategic consistency of each department, but also to give them autonomy in each business unit, so that they have the opportunity to think about management and become "brains". There must also be a strong empowerment and incentive team with clear responsibilities, so that employees have the ability and willingness. At the same time, pay attention to the cultivation of "hands". Let there be no shortage of personnel and capabilities between strategic undertaking and strategic landing. At the same time, we should not only pay attention to the shortage of tactical talents that can bring cash flow under the first curve, but also pay attention to the shortage of strategic talents in the process of organizational strategic transformation under the second curve.

Fourth, corporate culture is gradually formed in the process of development, and it is difficult to change, which is a huge hidden management cost.

After many enterprises develop to a certain scale, they begin to think about corporate culture. Corporate culture is not only a cultural wall and propaganda slogan, but also a mapping of value orientation in the long-term development process. Like a person's personality, it is difficult to change. Therefore, when making management decisions and actions, we should always pay attention to the value orientation at the bottom of the action. For example, if employees work overtime, some managers do not consider the factors of work efficiency, do not think about the reasons for improving overtime, and simply praise may lead to the phenomenon that efficient employees deliberately procrastinate. For another example, meetings often focus on accountability. Managers don't weigh factors such as power and responsibility, don't channel emotions, and don't guide employees to give solutions. No matter how many slogans are posted on the wall, it is difficult to motivate employees. Over time, it will form an atmosphere of mutual shirking within the enterprise and build departmental walls.

Management is a science. As a science, we need digital tools and eternal theories. I prefer that management is an art, and as an art, there are different interpretations in different scenarios. However, art itself does not have the only correct answer, and the value of art is often reflected in and attached to the controversy. Artists often hope to trigger new perceptual and emotional reactions, so they also look forward to exploring and understanding the true meaning of Tao management with more colleagues and friends.