To improve the management level, please ask: 1. What is the company’s management level?

Some people divide business management into nine stages like a Go player: Management stage one: experience management; Management stage two: efficiency management; Management stage three: cost management; Management stage four: quality management... one, two , three and four stages, we seem to be very familiar with it. Chinese enterprises are probably responsible for these four stages of management; five, six and seven stages are exactly the three stages of management that our Chinese enterprises have attached great importance to in recent years; the highest level of management The ranks are the eighth level of management - cultural management, and the ninth level of management - strategic management. This is also the highest level of our corporate management development.

Enterprise management: "Nine Sections":

Management Section: Experience Management

There is a saying that is worth our vigilance: Today's disasters often stem from the past. Wise decisions. In a social environment where changes are accelerating, we have to put forward a new concept: the main direction of learning in the future is not to learn from the past, but to learn from the future! Experience management is far from being able to meet the development needs of enterprises!

Management Section 2: Efficiency Management

Many factories have a slogan: "Time is money, efficiency is life." This sentence is correct. However, suppose you are planning to go east, but drive a Mercedes Benz west at high speed. The faster you go, the farther away you are from your goal. Some people often like to put forward some "loud slogans" in management: Execution is the most important! Details matter! The fact is: if the strategy and direction are wrong, the better the execution and details, the faster you will die! We can see that many home appliance companies in China have very high efficiency, but the problem is that these companies do not have reasonable profits. Many home appliance companies are in trouble due to product backlog due to excessive efficiency. So we have to change one word: efficiency management is not enough. What we are pursuing is the benefit of the enterprise rather than efficiency!

The third stage of management: cost management

There is no enterprise that does not pay attention to costs. Chinese companies have very limited resources, but the waste of resources is staggering. In developed countries in the world, the electricity consumption required to make one ton of fertilizer is about 60 kilowatt-hours, while in China, it is 1300-1500 kilowatt-hours; the logistics-related costs of Chinese enterprises account for about 30-45% of the total product cost, while in Western developed countries, it is 1300-1500 kilowatt-hours. Enterprise logistics-related costs only account for 7-14 of the total costs. If an enterprise wants to truly control costs, it must optimize processes, organizations and value chains under strategic guidance. If our enterprises do not carry out fundamental changes and only rely on "living within their means", saving every penny, or even relying on selling fake and shoddy products and reducing procurement costs, such cost control methods will not be enough to support the further development of the enterprise. , but can only lead the enterprise into a desperate situation!

The fourth stage of management: quality management

Our company is focusing on quality all day long, but it can never solve two problems:

First, quality Where is the soul? Many of us don’t understand product quality and soul. For example: Volvo cars are characterized by safety.

This is its soul, its brand positioning, market positioning, and Volvo Cars. Its quality focus, R&D, sales, advertising, and human resources are all centered on safety. Therefore, Volvo has launched three-point seat belts, anti-slip air cushions, integrated car structures, etc., and recently launched the safest car suitable for pregnant women. Also, Ferrari's quality soul is speed, and Head & Shoulders' quality soul is dandruff removal.

Second, how is product quality achieved? There once was a Japanese company that hoped to improve the quality of front-line management through training. But how to train front-line management? The company conducted an in-depth self-examination: Is there a problem with product design? No; is there a problem with the workmanship? No; are there any problems with the parts? No, then why can’t we achieve “zero defect” products? What is the crux of the problem? The conclusion is very clear: it is a human problem! Since product quality is controlled by people, the quality of employees determines the quality of the product.

Without satisfied employees, there will be no satisfied products and customers!

So, when we visit some companies, instead of visiting the honor room filled with trophies or the pre-organized workshop, we only need to visit three places - toilets, canteens, and employee dormitories. These three places can fully reflect the basic situation of a company's management.

Five Stages of Management: Humanity Management

Some people think that people are the most difficult and complex to manage. In fact, we can use the simplest way to explain the management of people. What human resources management needs to solve are two major issues: first, the issue of ability—whether you can do it; second, the issue of willingness—whether you can do it or not. Willing to do it. Once these two problems are solved, the human management problem will basically be solved. The solution is to solve the problem of willingness first and then the problem of ability.

Case: A foreign-funded enterprise has a series of complete operation and management systems in its home country, which are very effective. However, its corporate efficiency in China is only 26% of that of local companies. Foreign parties believe that this is due to the low quality and ability of Chinese employees. They have used many methods to try to improve the capabilities of Chinese employees, but with little success. The fundamental reason is that they ignored the willingness and cultural conflict of Chinese employees.

Sixth Section of Management: Knowledge Management

Nowadays, many Chinese companies often encounter this problem: once the company’s key employees change jobs, they will lose the company’s technology, drawings, and important customers. , even the funds were taken away. Therefore, the CEOs of many companies concluded: "People's hearts have become very bad these days." But we rarely reflect on why such problems often occur in Chinese companies, but rarely occur in multinational companies and world-class outstanding companies? Therefore, the fundamental reason is not the quality of people's hearts, but the aging management model of our Chinese enterprises. Among them, our companies are doing too poorly in terms of knowledge management.

Many companies tend to focus on fixed assets, but pay little attention to the management of the company's real knowledge and intangible assets. This is one of the fundamental differences between our Chinese companies and international companies. In other words, the intangible assets of an enterprise often exist in the minds of employees, rather than becoming the real wealth of the enterprise in the management system of the enterprise. As a result, they can only be taken away when the employees leave. This is a very big problem right now. It should be said that our knowledge management has lagged far behind that of world-class companies.

Seven paragraphs of management: innovative management

In a modern society characterized by change, innovation has become the most fashionable term, so many people are willing to dress themselves as innovators and reformers. There are few people who dare to admit that they are a conservative person and a person who refuses to innovate. However, a large number of facts prove that many of our companies often promote their own destruction under the banner of innovation. Many companies often start to innovate when they are on the decline. The first year of innovation is people-oriented, the second year of innovation is technology leadership, the third year of innovation is service first... But what should be innovated? The companies themselves can’t figure it out.

Eight Stages of Management: Cultural Management

What is corporate culture? Many companies have done a lot of advertising and CI design, and their corporate image is very well packaged, but this does not mean that they have a corporate culture. I believe that the mode of human survival and reproduction is culture. In a word, the way for a company to survive is its culture.

Corporate culture can generally be divided into four levels:

Surface culture. Surface culture is the visual image of a company, such as the company's logo, stationery, envelopes, employee clothing, etc., which allows people to visually judge the company's image.

Shallow culture. Shallow culture refers to a company's norms for employees' words and deeds, such as how to walk, speak, and treat others. The norms of words and deeds are an important connotation of corporate culture.

Middle-level culture. Middle-level culture is the combination of the operating status, effectiveness and efficiency of the entire enterprise management system.

Deep culture. Deep culture is precisely the charm of a company, manifested in all deep things such as vision, values, and brand connotation.

Many companies only focus on surface culture and shallow culture - working hard on corporate visual image and employees' words and deeds, but this is absolutely not enough. We need to further develop the middle culture as well as the deep culture.

Nine levels of management: strategic management

Strategic management is currently a relatively weak management link in Chinese enterprises, and it is also a link that we must attach great importance to. I can give you an example. More than 20 years ago, most of us thought that Japan was the smartest and Americans were too stupid. The reason is that the United States leads the world in electronic technology and micro-integrated circuit technology, but the Japanese have used it to make too much money. But when I look back on this issue today, I think many people will break out in a cold sweat. Because 20 years ago, when Japan was asking, "Can I use the technology invented by Americans to make money?" Americans were using this technology to ask, "Can this thing dominate the world economy?" Today, more than 20 years later, this is the root cause of the gap in science and technology and national power between the United States and Japan. This is the huge power of strategic management!