How to understand and implement the core competitiveness of corporate culture

500,000 yuan, people not only have to ask: How did the foreign giants who have always regarded honesty as their life become "dishonest" in China? It is too broad to say that the market economy has led to the change of people's values. In fact, in the final analysis, corporate culture, a familiar and unfamiliar thing, is affecting the development direction of enterprises! Many people of insight began to turn from the pursuit of corporate profits to the construction of first-class corporate culture, because they gradually realized from the development track of market economy in the past 30 years that excellent corporate culture really plays a decisive role in the development of enterprises and is the real core competitiveness of enterprises, so corporate culture construction has also become an extremely important part of enterprise management. The so-called corporate culture refers to the sum of * * * common consciousness, values, professional ethics, codes of conduct and standards that are formed through work practice under certain conditions and followed by all members. Many business owners think that corporate culture is very useful and can improve the execution and competitiveness of enterprises, so they ask a planner or boss to fix some so-called corporate culture, which is actually a few slogans and slogans, telling employees that this is our corporate culture. The author has been to more than 100 insurance companies, from the gate to the workplace to the office, covered with dazzling slogans. But if you look at the company's sanitary environment, employees' working conditions, mental outlook, manners and so on. It really has nothing to do with the advertising language. It clearly says "The company is my home and everyone loves it", but the workplace is messy and dirty. Does everyone treat their home like this? It's just a slogan, but it's funny that leaders show off from time to time in the face of many slogans and say, "Is my corporate culture good?" ? Simply speechless! Corporate culture is not determined by business leaders and planners, and it is not as simple as putting up a few slogans to solve problems. Enterprise culture is a unique culture with values as its core, which is formed in the process of enterprise's own development. It is an invisible force to unite people's hearts, realize employees' self-worth and enhance the competitiveness of enterprises. The main contents of corporate culture include corporate values, corporate spirit, corporate purpose, moral fashion and ethical code of conduct that employees abide by. It is a systematic management project, not a slogan or slogan, nor can anyone import it if he wants to. It must have a process of practice and understanding. From a macro perspective, this model should be based on China's excellent traditional culture and its philosophical background. Since the Opium War, the people of China have been seeking a development model that truly conforms to the characteristics of the Chinese nation in the fierce struggle between Chinese style and westernization. Now many people are talking about the great rejuvenation of the Chinese nation, and many enterprises have begun to shape their own enterprises under the guidance of traditional culture. However, at least in the field of enterprise management and corporate culture, it is the clamor and blind obedience after the rain in Europe and America, which shows that our enterprise managers have not deeply reflected on what our own corporate culture model with China characteristics is. Of course, as the main disseminators of enterprise management ideas, consulting companies, training companies and major mainstream media all have the responsibility to speculate, but the party who pays the bill cannot shirk its responsibility. Thought determines action, and the lack of independent and high-level guiding ideology in the process of exploring how enterprises develop will inevitably lead to an embarrassing situation in which the tuition fees of enterprises are increasing, worthless and ineffective. The domestic insurance companies I am familiar with are particularly prominent! For example, in companies, executives, agents, customers and other roles. Who is the core of the value system can be said to be different, and the damage to the entire insurance market cannot be concealed. In addition, the corporate culture model with China characteristics must use China's excellent philosophy to control western management skills. We must admit that China enterprises are absorbing western excellent management ideas and systems on a large scale in the process of reform, and are playing a huge role in the process of dialectical application. This problem should be carefully analyzed. First of all, we should think about why Japan, South Korea, Singapore and other Southeast Asian countries and the Hong Kong SAR can fully realize the integration of Chinese and Western cultures while maintaining their own strong value system. The key to this is probably its high maintenance of historical traditions. However, after many times of self-denial marked by the May 4th Movement and the Cultural Revolution, China culture fell into an extremely chaotic and pluralistic state of philosophy and values. Today, it has not been significantly improved because of the process of economic integration, industrial modernization and urbanization. This is where China should learn from Japan and South Korea. Secondly, we should think about the fundamental concept of "backwardness is also an advantage". The biggest advantage of latecomers lies in their acquisition and innovation, that is, they can integrate the advantages and resources of enterprise management all over the world for China to use at the fastest speed and in the largest scope, and on this basis, they can innovate their own things in China. There are two points that need to be emphasized here: First, the enterprise management should establish a firm responsibility to create a management model with China characteristics, build a framework under the guidance of China's excellent traditional philosophy and culture around such core values, and absorb excellent foreign management resources; Second, we should strengthen the ability of dialectical analysis, don't treat foreign cultural rubbish as a panacea, and don't copy western systems that are not suitable for China's characteristics. Some books use the quantitative research form of the United States in the 1940s and 1950s to infer China. We don't object to the application of this case, but if it spreads, it will be extremely harmful to the enterprise management in our country. Some books are translated and advertised with the so-called latest achievements of a research institution in Germany. Yes, there is no place in China that can be applied to enterprises. It is possible to do research, but it is still far from practice. One more thing, the corporate culture model with China characteristics should fully show the "personality" of China enterprises. Yin Mingshan, chairman of Lifan Group, put it well: "People are different, and flowers are red." This function also includes two common questions: Who does the corporate culture belong to? How does corporate culture reflect corporate characteristics? First, corporate culture is neither boss culture nor entrepreneur culture. No matter at which stage of enterprise development, culture is a group concept and cultural phenomenon is a group phenomenon. People who describe corporate culture as boss culture lack a basic understanding of the principles of human leadership behavior. No matter how good a leader is, he can't succeed if he doesn't instill it in his followers. A follower, if he doesn't agree with the values of the leader, will eventually break away from the ranks of followers. Only by recognizing and accepting the values that at least do not oppose the leader can he act, and constantly innovate, improve and supplement the leader's ideas in his behavior process, and finally form a cultural system with the leader's spirit as the core and followers. The understanding of corporate culture only stays in people who think it is boss culture, and there is no clear understanding of their role in the enterprise. Too extreme views will lead to the separation of form and spirit in the implementation of corporate culture. People who talk about corporate culture think that they are leading their own culture, not their own culture. In this state of mind, it is difficult for corporate culture to really change from virtual to real. Of course, the design of property right system is the most perfect foundation for the implementation of corporate culture. Ordinary employees also have shares in enterprises. Of course, he said that culture is also his own. But things are not absolute. More often, the employee stock ownership plan of Chinese enterprises is just a dream, but the fact that the enterprise has no shares does not mean that you are not a member of the enterprise, and you are detached from the corporate culture. This requires a professional vision. What's more, it is very superficial to regard the representation of corporate culture as the embodiment of entrepreneur personality. We emphasize that enterprise culture is mainly based on entrepreneurship, but enterprise culture belongs to most enterprise personnel with enterprise leaders as the core. Secondly, the most important fulcrum of corporate culture implementation is corporate philosophy and core values. Only by grasping this point firmly can we highlight our own corporate characteristics in the construction of corporate culture. If the corporate philosophy highlights the characteristics of enterprises in China, then the core values are to highlight the characteristics of individual enterprises in China. It is the most important thing to refine the core values contained in the enterprise and establish a core value system around the core values. At present, the spiritual and cultural refinement of domestic enterprises is still in the slogan stage. In addition to outdated content, confused expression and unclear concept, the most important thing is that they don't know how to run spiritual culture through the process of enterprise management, stay in formalism, and slogans are seriously out of touch with enterprise behavior and employee behavior. In our opinion, it is not the most important word that China enterprises should use to express their corporate philosophy and value system. The key is to truly grasp the way and spirit of the enterprise, and truly clarify and unify it among the management and most employees, and finally form a * * * behavior pattern. In other words, the common problem in the corporate culture model of China enterprises at present lies in the lack of some elements of the corporate philosophy system, which is manifested in the lack of vision and mission, the confusion of the value system, putting all values together and not highlighting the core values. It makes the implementation of corporate culture less instructive. The above standards are not only the basic connotation of the corporate culture model with China characteristics, but also the basic principles to guide the construction of corporate culture in China, and the standards to measure the staged achievements of corporate culture in China. We are delighted to see that in the tide of market economy in China, more and more entrepreneurs feel the power of corporate culture, and they begin to re-examine their corporate culture system and make negative and innovative choices. Our enterprise's attitude towards corporate culture is leaping, and our corporate culture researchers and practitioners are working hard to make corporate culture deeply rooted in people's hearts, which is gratifying. From the microscopic point of view, a successful corporate culture has certain attraction to the outside and cohesion to the inside. Generally speaking, an excellent corporate culture should have the following characteristics: first, it has values widely recognized by employees. Only the corporate culture recognized by employees is the real culture. In actual business management, many business owners or responsible persons have to do things that they don't agree with. I often contact an insurance company in China and have been among the top 500 companies in the world for many years. The company has repeatedly asked every employee to strengthen the sense of collective honor and defend the company's market position. However, in daily work and study, there is a saying that often hangs on employees' lips: "Fortune 500 companies pay 500 yuan"! I can't see the pride and pride I deserve as a member of the world's top 500 enterprises! Aside from other factors, as far as corporate culture is concerned, it shows that the company has not really established values widely recognized by employees. Second, under the guidance of values, enterprises can succeed without verification. Excellent corporate culture can guide an enterprise to develop steadily in the right direction, such as Haier's integrity culture-always sincere, and build a world-class national enterprise; Philips' corporate culture-we have been working hard and brought super core competitiveness. On the contrary, there is a company whose values are like this: be a real person and do things seriously. The culture is very good, but this enterprise and its employees have completely changed! Enterprises often fail to pay wages on time and honor their promises to employees, so bosses fool employees and employees cheat bosses and customers, which is very different from corporate culture. The result can be imagined, which proves that the construction of corporate culture is a castle in the air. If it is not strengthened or improved, it will eventually be eliminated by the market! Third, let employees have a sense of mission and let enterprises have positive factors. Excellent corporate culture can not only make employees have a sense of mission and responsibility, but also motivate employees to work actively and make employees look forward to the future. On the contrary, it will make employees feel negative, pessimistic and even commit suicide. Successive incidents of jumping off a building like Foxconn have proved this point. There are three main reasons for Foxconn employees to jump off a building: first, their personal emotional intelligence in the workplace is low; Second, the pressure of social competition is great; Third, there are problems in enterprise management, which is the most direct and main reason. In other words, Foxconn's corporate culture construction is not in place, which leads to some employees' negative world-weary psychology and behavior. Similarly, the loss of a large number of marketing personnel in insurance companies every year, including frequent complaints, disputes and economic crimes, is directly related to the fact that the insurance industry is too eager to pursue the growth of premiums and ignores the construction of corporate culture. Fourth, be concise and convincing; The core proposition of corporate culture must be concise and clear. We can look at the famous corporate culture at home and abroad and simplify a sentence or a word. Haier and Philips are all like this. Another example is HP: let the idea become a reality; TCL: Think about every family in China; IBM: The Solution of "Four Seas and One Country" ........................................................................................................................................ ........................ said here, I think of a planning consulting company to submit a corporate culture plan to an enterprise. The concept of "study hard and make more progress" seems simple, but many employees don't understand what it means when promoting it. Look at the insurance company, China Ping An Life Insurance Company of China Insurance Company: buying insurance means buying peace; Tianpingyang life insurance: usually inject a drop of water, and there is the Pacific Ocean when it is difficult; China Life Insurance: Being an adult; The demands of the first two companies are easy to understand, vivid and easy to remember, while the latter is not popular enough, not popular enough and not intuitive enough, which will naturally affect the speed of understanding and dissemination. Therefore, the core proposition of corporate culture should not only convince employees, but also be concise and easy to understand. Five, can make the enterprise produce unrepeatable competitiveness. The management believes that in different stages of enterprise development, corporate culture reengineering is the driving force to promote enterprise progress, and corporate culture is the core competitiveness. If corporate culture is the core competitiveness of enterprises, then corporate culture construction is the key factor of corporate core competitiveness. In fact, corporate culture has gone beyond the scope of management, and it is essentially a competitive culture that cannot be copied. The competition of modern enterprises is, in the final analysis, the competition of corporate culture or brand culture. Excellent corporate culture is the most powerful competitive weapon for enterprises and cannot be copied. Whoever has this unrepeatable core competitiveness is the king of the market. Let's pay attention to these enterprises, Geely: good cars that ordinary people can afford; Volvo: wealth is like a cloud, and the price of life is higher; Ferrari: red lightning; And the business cards of some cities are also pursuing the uniqueness and competitiveness of this culture. For example, Huangshan: Five Mountains return without looking at the mountains, and Huangshan returns without looking at the mountains; Guilin: Guilin's landscape is the best in the world; Qingdao: eastern Switzerland, Qingdao, China; At present, insurance companies are also trying to do this, some focus on pure high-end customers, and some are committed to ordinary people; Some are good at employee management, and some have the best customer service; Some pursue rapid expansion, some are keen on accumulating wealth and have sparse hair; In short, excellent corporate culture can promote enterprises to gradually have unrepeatable competitiveness, which is the most important thing. Six, can make employees have deep feelings for the enterprise. Corporate culture can not only improve employees' sense of ownership and noble sentiment, but also make employees have deep feelings for the enterprise. No matter where they go, employees are always full of nostalgia for everything in the enterprise, and there is always a sense of intimacy when they hear or see the representative figures, signs, advertisements and products of the enterprise. Excellent corporate culture can create a good corporate environment, improve the cultural literacy and moral level of employees, form cohesion, centripetal force and binding force on internal energy, form an indispensable spiritual force and moral norms for enterprise development, and enable enterprises to play an active role, so that enterprise resources can be rationally allocated, thus truly improving the core competitiveness of enterprises. Specifically, the role of corporate culture is mainly reflected in the following five aspects: First, corporate culture has a cohesive role. Corporate culture can closely unite employees and form a strong centripetal force, so that employees can unite as one and strive to achieve their goals. In fact, the cohesion of enterprise employees is based on clear enterprise goals. The cohesion of corporate culture comes from the correct choice of the fundamental goal of the enterprise. If the enterprise's goal is in line with the interests of both the enterprise and the vast majority of employees, that is, the goal of collective and individual win-win, then the interest base generated by enterprise cohesion will be available. Otherwise, no matter which strategy is adopted, the formation of enterprise cohesion can only be an illusion. The culture of insurance companies should first have the characteristics of win-win. The company's goal is rising year by year, but the income of employees is decreasing instead of increasing. In particular, the income of many marketers is difficult to guarantee even the minimum living standard. How can we not cause a large number of people to fall off? Therefore, many companies should examine and adjust their cultural orientation. Secondly, a good corporate culture has a gravitational effect. Excellent corporate culture is not only attractive to employees, but also to customers, suppliers, consumers, the public and other partners. Excellent corporate culture plays a great role in stabilizing and attracting talents. The same is true for partners. If the conditions are the same, no one is unwilling to work in a better enterprise. No customer is unwilling to cooperate with better enterprises. This is the gravitational effect of corporate culture. In recent years, insurance agents frequently change jobs, and the attraction of culture is also one of the important reasons. Third, corporate culture has a guiding role. Corporate culture is like an invisible baton, which makes employees consciously do things according to the requirements of the enterprise. This is the guiding role of corporate culture. Enterprise core values and enterprise spirit play an invisible guiding function, which can provide directions and methods for enterprises and employees to follow spontaneously, thus unifying the wishes and prospects of enterprises and individuals and promoting the development and growth of enterprises. The development of Liyang Crazy English Education Group can not be separated from the active call and promotion of the phrase "Let 300 million China people speak fluent English". Fourth, corporate culture has an incentive effect. Excellent corporate culture plays an invisible role in encouraging and encouraging employees. A good working atmosphere will naturally make employees enjoy the fun of work. If you work in a wrangling enterprise, employees will naturally not enjoy harmony and happiness, but will have negative psychology. The cultural atmosphere and value orientation formed by enterprise culture is a kind of spiritual encouragement, which can mobilize and stimulate employees' enthusiasm, initiative and creativity, induce people's potential wisdom, make employees' ability develop in an all-round way and enhance the overall execution of enterprises. I like the enterprising culture of Lenovo: every day, every year, we are making progress; Microsoft's crisis culture, such as "Microsoft is only three months away from bankruptcy", is very enlightening. Fifth, corporate culture has a binding role. Corporate culture itself has a normative function, and corporate culture norms include moral norms, behavioral norms and speech norms. When the corporate culture rises to a certain height, this norm becomes invisible binding. It makes employees understand what they shouldn't do and what they can't do in their behavior, which is the result of the "soft" constraint of corporate culture. Through these soft constraints, we can improve employees' consciousness, enthusiasm, initiative and self-discipline, make employees clear the meaning and methods of work, and thus improve their sense of responsibility and mission. Cultural connotations such as "If you don't work hard today, you will find a way to find a job tomorrow", "If you are rich, you will be ashamed" and "Honor is above everything else, and responsibility is more important than Mount Tai" obviously have this effect. In short, the core competitiveness of corporate culture is obvious, and the theoretical system is easy to establish. The key lies in how to effectively strengthen the construction and implementation of corporate culture, so that it can be truly reflected in the thoughts, ethics and manners of all employees, thus creating a truly first-class corporate culture. Only in this way can each enterprise gradually grow from small to large, from weak to strong, and be in an invincible position.