Why is it difficult for companies to implement changes?

As we all know, it is difficult to make change because it is of great significance. In fact, even if we want to improve a small job, or a certain aspect of our work, we will actually encounter the same difficulties. For example, the toilet hygiene in the company is always dirty, the paper printed in the office is always wasted, employees often forget to turn off the water and electricity after work, reports are often not filled in in time, and illegal operations are repeatedly prohibited.

Once a question is raised, the first reaction of the person in charge is usually to find the reason and shirk the responsibility, such as too complicated operation, too little manpower and time. Even if I dare not say it to my face, I often whisper in my heart: this is not a mountain out of a molehill. How serious is it? When the company reforms, they will say: Isn't it great now? Why change it? ……

The first difficulty of reform is that you think you don't need to change! Take smoking as an example. No matter how many warning slogans and patterns are printed on the cigarette case, no matter how harmful you say it is to your health, he doesn't think it is necessary to quit smoking. On the contrary, he gave a bunch of reasons: if you don't smoke, what's the fun of life? Smoking can also prevent SARS. Many smokers live a long life ... In short, he doesn't think it necessary to quit smoking!

The second difficulty of reform is that even if he thinks the situation must change, it is someone else, not him! Even if the company encounters business crisis, losses, or even terminal illness, everyone knows that the company must be reformed, but this does not mean that they think their work needs to be changed. He will think he has done a good job, but the work of other departments and others needs to be changed!

Therefore, the first problem encountered in the reform is to convince employees that their work must be improved, which is the key issue in the first step of the reform! Regardless of minor changes or major changes, it is often in this step that there is a failure! If he thinks he doesn't need to improve, then he can find 10,000 reasons to oppose the reform, or even disobey it, and spread the voice of opposition and become the resistance to the reform. To take the first step of reform, the following five methods are relatively common and practical.

1, problem emerging method

Facing the sanitary problems of toilets, pointing out the problems directly at the scene will help cleaners realize the shortcomings; In the face of design defects, it is also a way to make problems emerge by having engineers accompany them to interview customers and listen to their complaints. At that time, Haier smashed the refrigerator with quality problems and exposed the problems directly. Otherwise, the workers think that quality problems are inevitable and can be solved through repairs.

This method was also used in the so-called chaos control and rectification movement. The people who caused the chaos, while their own problems are getting more and more serious, can't help but think that the status quo will not last long, and their hearts are weak and unable to resist reform.

2. Interest temptation method

Interest temptation, as its name implies, is to guide employees' behavior by setting reward conditions. The most famous practice is the story of Shang Yang standing on the wood, even as simple as asking the children to give candy after completing the task. There must be a brave man under the reward. If the cycle of reward and correction is constantly set, the behavior of employees can be corrected slowly, so as to achieve the purpose of reform, such as attendance reward.

3. Benchmarking management methods

Benchmarking management, enterprise reengineering and strategic alliance are also called the three major management methods in the 1990s. Mainly by comparing the practices of leading enterprises in the industry, we can find the gap and make improvements. At the peak of that year, the number of employees of Midea Group was as high as 200,000, far exceeding that of Gree Electric, but its revenue could not exceed that of Gree. Fang Hongbo himself said that it could not develop with a lot of investment and resources, so it began to transform and upgrade, and finally counterattacked and surpassed Gree.

4. Corporate Culture Law

Jack Welch mentioned in his book Win that the goal of GM from 198 1 to 1995 is to become "the most competitive enterprise in the world", that is, to make every business field of the company occupy the first or second position in the market, and any business that fails to meet this requirement will be. When the company's mission and business philosophy are established, employees can understand and support the company's business reform and adjustment, even when it is closed for sale.

5. Command method

Command law is a top-down reform model, and powerful entrepreneurs are often the commanders who implement the reform. In 2007, Liu continued to implement two major reform strategies: all-category sales and self-built logistics. At that time, almost no one would be optimistic about his decision, because in the era of emphasizing professional division of labor, engaging in cross-border logistics operations often means high risks, while Internet companies have always been known for their light asset management, and investing in the logistics system also means a lot of asset investment. At the same time, JD.COM had to postpone the company's profit date. In this regard, Liu firmly said: I am not discussing with you today, but informing you, please follow it! Later, he looked at the executives and said, Sir, I didn't invite you here to prove that my decision was wrong!

The determination of leaders will often make the people watching quickly see the situation and stand in line, instead of hesitating to wait and see, and at the same time make the right people shut up quickly. Therefore, to carry out reform, we must have the determination to break through! There is no turning arrow before opening the bow, and Loulan will not be returned!