What should corporate culture follow?

In the new economic era, the theory of corporate culture has made great progress, with new theoretical results and increasingly in-depth practical explorations. As the soul of an enterprise, corporate culture is a powerful spiritual force that promotes the sustained growth and high-speed operation of an enterprise. Corporate culture determines the success or failure of an enterprise, as well as its survival. So?

Corporate culture is an essential factor in corporate development. Excellent corporate culture can create a good execution environment and help employees establish correct value orientation and behavioral norms. It plays a role in uniting the team internally and plays a role in adapting to the environment externally. Corporate culture is both virtual and real. On the one hand, "virtual" means that corporate culture has metaphysical attributes and it is difficult to grasp its shape; on the other hand, it means that corporate culture is difficult to implement, and corporate culture can easily become a slogan if not careful. "Real" refers to the fact that corporate culture actually exists in every part of the enterprise. Rules and regulations, behavioral norms, and material aspects all reflect corporate culture. Many enterprises have encountered great difficulties in the process of promoting cultural construction. The main reason is that they have not mastered scientific cultural construction methods.

1. Quotes of ideas

Design an aphoristic language that the team is familiar with based on the idea. The advantage of the quotations is that the team can quickly remember and use them in daily communication expressions. Good quotations have several characteristics: first, they must closely adhere to the concept; second, the language must be concise; third, the key points must be highlighted. Still taking the result-oriented example as an example, the result-oriented quotations can be designed as such: if there are results, we may not succeed; if there are no results, we will definitely fail; all work must have results; being responsible for the results of work is responsible for the value of our work; To be responsible for a certain task is to be responsible for the work program.

2. Behavioralization of ideas

Find typical behaviors and atypical behaviors corresponding to ideas. For example, result-oriented, which is a value respected by many companies, needs to be behavioralized and become the team's action guide.

Step one: define the cultural concept. Result orientation is to create satisfactory results for customers. It is an act of value creation, rather than a thinking of completing a program. The results must meet three elements: quantifiable, valuable and exchangeable.

Step 2: Sort out typical behaviors. Find typical behaviors suitable for enterprises through BEI. Generally, five typical behaviors and five atypical behaviors are selected. The team can be involved in discussions through brainstorming, or specific departments can take the lead in formulating them.

Step 3: Establish reference standards for behavioral capabilities. Usually divided into four levels: Level 1: Strong execution ability, able to well understand job responsibilities and tasks assigned by superiors, and try their best to complete the work; Level 2: Pay attention to work results, and in order to achieve your work goals, Work hard to formulate various plans and measures, and continue to follow up on work progress; Level 3: Can make work plans well, emphasize quality and efficiency in the work process, ensure smooth progress of work, and successfully complete various work tasks; 4 Level: While ensuring the realization of work results, we strive to improve the added value of work results and increase the actual effect of work.

By converting a results-oriented culture into behavioral standards that can be referenced, employees' behavior can be better guided.

3. Storytelling of ideas

Don’t make sense, tell stories. Stories are one of the best ways to spread culture. Stories are easy for the team to accept, but mere reasoning can easily offend the team. Stories are also easier to spread. Stories can put people into a situation and make it easier for people to remember the situation. The story can be a story within the company or some classic stories, but it is best to be a story that happened within the company. A good story needs several characteristics: first, it meets the basic elements of the story; second, it adheres closely to the theme; third, the story has a significant demonstration effect; fourth, the story is contagious. For example, the story of Haier smashing refrigerators is not only familiar to Haier people, but also to many people in the outside world. Through this story, many people know that Haier is a company that is highly responsible for quality.

4. Concept visualization

The environment determines behavior. In the process of promoting the construction of corporate culture, the shaping of the environment is very important. Keep employees’ eyes open and allow employees to have access to the company’s culture at any time. The implementation of culture is not something that happens overnight, but a process that requires long-term subtlety. It is necessary to visualize the corporate philosophy. There are many ways and methods of visualization, such as T-shirts, flags, slogans, bulletin boards, newspapers, etc. For visualization, the interface can be designed in a way that is easy for the team to accept, such as comics, cartoons, etc.

5. Concept Benchmarking

Benchmarks are the guidance of the team. In the process of promoting cultural construction, cultural benchmarks need to be found and established. Benchmarking can give the team a clearer understanding of what culture the company promotes and what culture it opposes. Benchmark building is a way to build a team in batches, and it is also a lower-cost way. For example: Lei Feng is the benchmark. Through Lei Feng, people know the spirit of Lei Feng, which is to display the spirit of being willing to help others. Excellent employees recommended by many companies are also a benchmark method. There are several principles that need to be grasped to promote and shape benchmarks: first, the behaviors of benchmark figures must be in line with the culture promoted by the company; second, the behavior of benchmark figures must be recognized by the majority of the team; third, the selection of benchmark figures must be open and transparent. Be based on facts and information.