How to make corporate culture take root?

In fact, is the implementation of corporate culture a false proposition? Because only when it is implemented can it be called corporate culture. Only when corporate concepts are implemented can corporate culture be formed.

First of all, we must understand the three concepts of corporate culture, corporate philosophy, and corporate philosophy stated by the company, and their interrelationships. Corporate culture refers to the sum of the behaviors of the vast majority of members of the company. It is the specific manifestation of ideology in the company and reflects the values ????agreed by the company members and the gradually formed work attitude. Corporate philosophy refers to the values ??unanimously recognized by corporate members. When these values ??are implemented into behaviors, corporate culture is formed. The concepts proposed by the company may not necessarily have been unanimously recognized and implemented by the company members, so there is a problem of implementation. Therefore, the implementation of corporate concepts involves two processes. First, the concepts proposed by the company are generally recognized and accepted by employees and become true corporate concepts; second, the corporate concepts are put into actions. When these concepts are accepted by employees, they consciously and unconsciously When you take action unconsciously, a real corporate culture is formed and the corporate philosophy is implemented.

To implement the corporate philosophy, we must first understand where the corporate philosophy comes from. The refining of corporate philosophy is an important step in the construction of corporate spiritual culture. The core of corporate culture construction projects is the construction of spiritual culture. The construction of spiritual culture is to unify thinking. The so-called unification of thinking actually means acknowledging that the current stage of thinking is not completely unified. The refining of corporate philosophy is to find ideas suitable for the development of the company and express them in refined language. Ideas that are suitable for the company's development may already be values ??that are unanimously recognized by the members of the company. The main purpose of refining this idea is to express it clearly, which belongs to the category of making implicit culture explicit. This concept itself takes root and grows from the ground. To put it into practice, it is to promote it more widely. It is relatively easy. It only needs to operate normally according to our corporate culture management system. At the same time, there are some ideas that may only be the ideas of a few people and have not been accepted and pursued by the vast majority of people. After discussion, it is believed that this idea is helpful to the development of the company, so it is established as a corporate philosophy, and this idea is implemented It is more difficult and is exactly the area we need to focus on.

The implementation of corporate concepts can be divided into six steps, forming a cycle.

1. Implementation planning and find out the focus of the concept implementation

This step is to solve the problem of "what to do", which is very important. The construction of corporate culture starts with diagnosis. Corporate culture covers a very broad area. If you don’t highlight the key points and scratch the beard and eyebrows, it can only be general and achieve half the result with twice the effort. Corporate culture diagnosis is to find out which concepts are currently not generally accepted by company members and have not been implemented well. Of course, if this was a complete consulting project, we had clearly distinguished the advantages and disadvantages of corporate culture and analyzed its causes during the diagnosis. During the process of refining the corporate philosophy, we had clearly understood which concepts were proposed to target the causes of bad culture, which have not been widely accepted. Yes, this step can be omitted. Those concepts that have not been widely recognized and implemented are the focus of the implementation of corporate concepts.

2. Leaders take the lead, pay attention to and implement them

After clarifying the key points of the implementation of corporate concepts, you will know that the reason why those concepts have not been widely recognized is directly related to corporate leaders. The relationship may be due to the leader's misunderstanding, or failure to pay attention to it, or even though it is recognized but the promotion method is inappropriate, it may not be widely recognized and implemented. Therefore, leaders should not only pay verbal attention to the process of corporate culture construction, but also actively participate in it. They must first change their thinking and take the lead in taking action, playing an exemplary and leading role. The fact that this concept can be accepted and clearly put forward by the enterprise shows that the company's leadership has a unified understanding, at least during exchanges and discussions, and believes that this concept is in line with the development needs of the enterprise. However, their understanding of the concept may not be deep enough and they may not have formed a habit of executing it. The leader is the center of power within the company. Who will influence, coach, and correct the leader's behavior? Counselors play a very important role.

First of all, consultants must respect leaders. Consultants are only strategists and staff at best, and leaders are the chief officers. Secondly, consultants must attract the attention of leaders and make it clear that consultants are here to help the company and are capable and trustworthy. Consultants must have direct communication channels with the top leaders of the company. The third is to pay attention to guidance methods, help leaders conduct case analysis, and teach leaders to reflect. The construction of corporate culture is a long process and cannot be rushed. If business leaders take the lead, things will be easier to handle later on. There is no question of whether it can be promoted, but only how fast it can be promoted.

3. Training and publicity

Use the corporate culture organization system, training system, and communication system to conduct extensive and in-depth training and publicity for central and grassroots employees, first of all, to make it eye-catching and engaging. Only with the brain can it be possible to reach the heart. Training must be targeted and not boring. It is necessary to provide direct guidance to employees where their actual understanding is insufficient and their behaviors are inconsistent. The company must use cultural walls, bulletin boards, internal magazines, etc. to widely publicize the corporate philosophy. It must pay attention to the promotion and introduction of detailed concepts and their connotations. It is just a general introduction. It is easy for people to memorize the concept but not know how to implement it.

4. Re-examine the system and process

Some people list the system as a separate level of corporate culture to highlight its importance. Although I do not agree with this hierarchical division, the important impact of corporate systems on employee behavior cannot be ignored. Especially in some companies with relatively complete systems, employees basically act according to the system, and there is room for free expression outside the system. Enterprise systems and processes contain their original concepts and ideas. Therefore, after establishing a new concept system, the old systems and processes should be systematically and comprehensively reviewed, and modifications should be made to areas that do not conform to the existing concepts. The enterprise system covers a wide range of areas, so the consultant's management knowledge is required to be quite comprehensive, and the consulting agency's comprehensive strength is strong to do this work well. I think the MPOPC method is a good method that combines concepts with processes and assessments.

5. Case analysis

The case analysis method is widely used in the field of training, and its vividness is unmatched by other methods. The best cases should be those that happen around you and within the company. In the process of business operation, there are often places where concepts conflict, there are places where the concepts are not fully implemented, and there are also places where the implementation of the concepts is very good. These are very good cases. First of all, business leaders should take the initiative to discover these cases, provide on-site explanations, and typical cases. Submit it to the corporate culture specialist to compile it into a case collection for internal training within the company. The corporate culture specialist should mobilize everyone to select and provide cases, analyze and disseminate the cases from the perspective of corporate philosophy.

6. Inspection and monitoring

Establish a corporate culture monitoring system, inspect the phased corporate culture construction work, summarize the achievements and shortcomings, and correct the shortcomings. This is the focus of improvement in the next stage.