About the development of software companies

I have been paying attention to the industry, market conditions, and development of my company for several years, all individuals, private enterprises, joint ventures, shares and other companies in China must abide by the following rule: It must be applicable to China's national conditions.
This seems to be a bit nonsense, But how should we manage it inside the company if it is suitable for China's national conditions? I have been doing software development for some years. In small companies, I find that each person has many roles. Naturally, there are many things to do, it is even simple, but many things are done by one person, and there are almost no opportunities for teamwork. In large companies, although there are fewer roles, the division of labor is clearer, but there are also some problems. How can we manage them to benefit the two companies? For example, to make users satisfied with their company's projects, so that their company and employees in this project will not be too hard and fast.
Speaking of the tight schedule, we found a common problem. Regardless of the size of the company, the company's leaders are constantly urging the coding staff. It is not the coding staff who do not have to work or be lazy to urge, but the project is tight, short time and heavy task. However, such urging results will inevitably lead to a decline in the quality of software projects, user dissatisfaction with software projects, and the trouble of post-maintenance. Are these development decisions related to China's national conditions? I don't think so.
Let's look at this problem from another perspective. If you are a user (most users do not know how to develop Program You also hope that you can quickly use the desired software to speed up your office quality and efficiency. However, a software that is suitable for users and convenient for coding personnel to do less work in later maintenance takes time to complete, not overnight, so urging will lead to the loss of personal interest in work and labor, saving some ideas and processes that can facilitate personal maintenance. In fact, every user is eager to see the software. When discussing and determining the project schedule, he can think of the company as saying: "the user is God!" Is this sentence true? I personally think that, on the contrary, it does not make maintenance easier for coding personnel, reduce the demand investigation process, and compress the coding development progress. The software quality is virtually reduced, and the user does not have a good evaluation of the software.
Next we will discuss the following issues:
How do you think the current large and small companies should manage more scientifically?
What are the benefits of China's software market?
Does your current company have my short-term contract signing and code pushing?