Professional Manager work notes

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Professional Manager work Note 1: Relationship between investors and professional managers

I. Investors' tasks
1. Find the direction:
(1) What is it (main business )?
(2) What makes money (diamond or preparation of core capabilities )?
(3) What value (value-added model) does it create for customers )?
(4) how to make money (profit model )?
(5) who makes the money (market segments and reasons )?
(6) What are the combinations of products and services?
(7) how much money can be earned (market scale and growth potential )?
2. Set Goals
(1) how much money is earned (market share, profit margin, and competitive situation judgment)
(2) development speed and scale prospects
3. Select a proper team and authorize
4. Audit team performance and supervise tasks
2. Tasks of professional managers
1. Turn the investor's target into a task-work plan: 6w2h
2. Break down tasks, build a team with a high degree of collaboration spirit, divide responsibilities and divide tasks;
3. Configure resources (people, finance, things, information, and time budget), and determine work priorities, work breakthroughs, and main work steps;
4. Prepare a timetable and milestones
5. Formulate and maintain operational rules (including systems, processes, Norms and Standards;
6. Set Management Control Key Points and develop supervision procedures
7. Perform PDCA Cycle
8. Observe operation and handling exceptions
3. Basic Skills of professional managers
The difference between professional managers and investors is that they must follow up after assigning tasks and observe the task progress at any time. When the progress is not smooth or their subordinates do not work, they must train their abilities, second, we need to demonstrate our work and use it as an operational standard.
Without the ability to demonstrate, the work plan cannot be promoted and tasks cannot be executed. Therefore, supervision and demonstration are technologies that must be mastered, which means that professional managers must be versatile and compound experts. Professional managers are not familiar with finance, sales, production management, and talent training, and cannot complete tasks.
In fact, a good professional manager is essentially a project manager. Because the daily operation of an enterprise is mainly promoted by the system and completed by department managers, their goal is to achieve the current financial profit and immediate interests. They are similar to band professionals: violator and flute players, while professional managers are more like a conductor, according to the original music score (strategic planning, positioning, objectives, and other rough things of investors) refined, such as writing a general spectrum (essentially developing an execution plan: including align and Harmony (steps, procedures, and highlights); Division of Labor and PERT; Chapter (resource allocation and budget ); appoint and train a group of experts, such as experts such as string and guole (equivalent to the production department manager, sales department manager, and so on). In fact, the command must be a certain expert; then imagine the overall performance (rather predicting or judging the future) and the cooperation (collaboration) of various voices ), at the same time, it balances the intensity, tone, and time of each voice part during execution (equivalent to balancing short-term interests and long-term development; internal incentives and shareholder interests; relationship between the interests of suppliers and outsourcing parties and their own interests); finally, supervise and reward the implementation.
1. Tasks of professional managers in daily operations:
(1) prior control: review and approve various work plans and budgets. (The business unit/responsibility center is responsible for preparing the work plan, But guidance and quality control should be given to them .)
The plans or budgets they submit should include at least all elements in the 6w2h format; forms related to the comprehensive budget; the PERT chart for completing the plan; the Gantt chart for time control; the list of main tasks and the division of labor; milestones of progress and quality control points or phase check; Work breakthroughs; Order of solving problems; Collaboration diagram and collaboration schedule; task division table; List of task downloading checklists; mark or standard of completion in the task phase; check focus; quality control points; report process and format; supervision process and method; audit process and method; Assessment Standard and assessment process; Rewards and Punishments plan, etc.
(2) Process Control: Use the supervision, audit, and PDCA cycle to check whether the operation status of the company's main control indicators (KPIs) is consistent with the planned objectives, and adjust and revise them at any time.
(3) Post-Event Control: KPI evaluation and rewards and punishments are used.
The control and tracking of daily work should be done by entrusting an expert, such as a production expert.
Manage enterprises by matrix. A straight line consists of business department/responsibility center. The horizontal line consists of professional employees, such as human resources, financial plans, information systems, market plans, sales networks, and procurement logistics.
The top technical competence of professional managers should be interpersonal, communication, and collaborative command.
In fact, it is of no value for professional managers every week to grasp operation details and solve real-time problems in operations. This will greatly waste resources and time, which should be the responsibility of the executive. You only need to have a detailed work report, performance evaluation, and PDCA report every month. Daily basic business reports (income, gross profit, sales status, cost, cash flow, and positions) are required to report to all leaders (including board members and business teams.
However, at any time, any enterprise can only have one central task or key task. It must be prioritized, sorted, and step-by-step. Only the dominant forces can be concentrated in the fight. Solve the problem by importance.
The importance of the problem includes: whether the problem is urgent, whether the relationship is global, whether it is irrecoverable, and whether it has long-term impact.
2. The biggest challenges for professional managers are:
(1) fully understand and strengthen their competitive advantages relying on external resources or conditions.
(2) fully understand or establish the core competitiveness that relies on the unique knowledge or capabilities of the enterprise.
(3) Finding and establishing a profit model can give full play to their comparative competitive advantages and core competitiveness.
Profit models include value-added models of logistics, capital flow, information flow, talent flow, and time flow.
(4) balance management mechanisms for core business (cash business), growth business and seed business, among which the most important is product and service combinations (product planning, product configuration or formulation ).
(5) balance of short-term and long-term interests of enterprises, and balance between internal operation efficiency and external satisfaction.