Company Management: doping or antibiotics?

In the 1970s s, global IT, Japanese, and German companies faced the same problems in 1980s.

Doping Mode

Doping mode: "You know what is wrong, but you don't know what is right ".

It cannot be driven by opportunities. The confusing opportunities that bring profits to the company are not as good as the internal operation costs, but cannot bear the cost of subsequent environmental adjustments. For example, in the past few years, industrial leaders, including Haier, entered the real estate and financial fields, and the "window of opportunity" of real estate in the past 10 years, compared with professional real estate companies, it took five years to pay tuition fees, it takes five years to adjust and optimize the state property. When the financial department is clear about the charge and the human resources department knows who to look for, the state property will be controlled. Not to mention the losses brought to the company, the time and cost of waste are simply daunting. This includes the century experiment of TCL internationalization and Lenovo's merger and acquisition of the ibm pc business.

It cannot be driven by products. As the company's financial resources increase and its technical strength increases, the company has invested a lot of research and development teams in the company, "product shelves" are full of resources ", however, products can be sold well in the market, while those basic products are profitable in the financial statement. Newly developed products have become a "trap" of "cash flow, profit pool, and talent pool ".

As enterprises still have the impulse to start and grow, many people, many projects, and many things have been created for granted, and many entrepreneurial impulses have become experimental products, those who stick to their own business will eventually become winners. In the end, the company will lose their entrepreneurial passion and dream of growth, "the nth startup", and "Let the people who hear the sound of firecrackers to direct the battle" and other doping drugs, is a "good medicine" that cannot make the enterprise healthy ".

In the end, enterprises lose their passion for growth. During the platform period, they naturally grow according to the market. Just like "lying on a raft at sea level", even enterprises have never imagined "Growing", and people will feel comfortable, the financial system maintains cash flow, the human resources system is recruiting according to the previous standards, and the CEO does not know where to go for a "regular meeting ", employees are highly qualified to enter, leave with low passion, and live a normal career. Internal discussions about ideals and life are not satisfied with yourself and the company. They all think that companies are waiting for themselves to limit personal growth, such as "classmate cloud" and "old employee cloud ", however, none of the companies that dare to find a company think they are "small companies" and occasionally start a partnership outside the company, "Look down on small bosses to abandon their tricks, look down on Backbone employees to dislike their lack of quality, and look down on small business customers to dislike them too small "... these "people with a high sense of self-experience background have become problematic employees in small companies ".

Antibiotic Mode

Antibiotic mode: frequent trial and error attempts, falling into the "manipulation of paralysis". Any world-class management model has been tried, but it has no effect. Anyone has invited it, but it is all "Shenma fuyun ".

First, implement the business department system and promote the reform of the management right. There are a lot of storms and worries, but small products are still small products, and competitors are all over RMB 5 billion. They either say that their products are not good, or that the management of large companies is not flexible enough to adapt to market competition. As a result, small business units are either integrated or sold. The fate of KONKA's mobile phone business, Haier's computer business, Lenovo's Internet business, and Huawei's early phone terminal business is all the same.

Second, implement business process re-engineering to break the strong department. Enterprises and the president finally found the secret. The key to the problem is internal departmental walls and inefficient collaboration. The famous global management consultant was introduced to start "thorough" business reform and personnel training, it has even been put into practice as "6 Sigma", "5 s", and "TPM. However, in addition to contributing a few consultants to the management consulting industry and contributing a few competitors to the management consulting industry, there is no contribution, "Department wall", "That wall", and "performance Bay or that Bay ".

Third, implement ERP, CRM, and SCM technologies to build a systematic and global functional system. The enterprise finds that the architecture and process cannot save the enterprise. The final reason is that the marketing, production, and R & D functions are weak. Where is the weakness, that is, poor communication. After tens of millions to hundreds of millions of yuan, how can this end? Without a huge IT department and countless models and software, the delivery efficiency, quality level, and capital turnover rate have not changed substantially.

Fourth, talent is the source of enterprise growth, reshaping the "incentive and restraint mechanism ". Introduce compensation and performance management to implement option plans. Broadband compensation, BSc, and Eva are all used, and options become benefits. In the end, the company's salary level was pulled to an unprecedented level, and several foreign-speaking professional managers were introduced. Others also restored the "calm of the past ".

Fifth, establish venture capital companies and implement capital operations. It is a small company, a medium-sized company, and a large company that manages money. I also heard that "small companies make money, medium companies save money, and large companies spend money". With the growth of the Growth Enterprise Market, venture Capital and PE managers are everywhere, and even PE managers are more than sellers, which has not benefited many enterprises in venture capital, but has created several indispensable projects.

From http://blog.sina.com.cn/s/blog_631e46bf0102e3l9.html