Big data in business management

An interesting change in the Big Data era is that at various conferences or other occasions, as data and information are already in every corner of the business and become a corporate bloodline, we seem to be more accustomed to talking about than in previous years Data, scientific management, of course, we talked a lot before, such as the modern enterprise system, professional managers, hierarchy, implementation, data and scientific management, but today when it comes to business management in the era of big data, mobile and social, people More talk about personality satisfaction, creativity, internal cooperation or collaboration is or has been changing?

Does your business still require employees to follow their superiors unconditionally, like soldiers? Are you still taking on the responsibility of subordinating and communicating information through a large number of middle managers? Are you forbidding employees to talk about salary information? A recent article in The Wall Street Journal said NO. All this is out of date, and strict control, internal speculation and gossip will undoubtedly further reduce business efficiency.

We try to think about it. When shopping, education, and healthcare have all called for innovation in the era of personalization backed by big data and mobile networks, innovation has become the source of the company's life. What other reasons do we have to ask employees to follow the industrial age Rules, emphasize the kind of centralized management of order, a closed hierarchy and decision-making system? When individuals can wear a variety of sensors, collect all kinds of signals from the body to determine the health status of your business is equipped with This sensor system, a timely manner to determine whether the health status of the business has changed?

Today, we often find that in some successful enterprises, or in one of these departments, there are always some "weird" people who are more maverick and self-employed. If this corporate culture is not so strong kill it. Even recently retired Ma talked about employment standards not long ago also said: he is looking for business managers, "generals" are often some characteristics of people, either brave or cunning, or good or good. After all, the external community is rapidly changing and the competition is fast, with less internal consumption. When the new world of mobile Internet and socialization is sufficiently fragmented and pluralistic, we must adapt. A management scholar used to describe the internal relations of an enterprise as the center of cost and consumption. How can you expect to effectively exchange information with the outside world in today's rapidly changing market and competitive environment if it is difficult to co-operate internally or effectively reduce management costs and consumption? Innovation and creation?

In the past, from the industrial society to the commercial society, we think this is a huge change when the management of enterprises begins to shift from a sponsor to a professional manager. But now it is not enough. As the information revolution and the knowledge society come , Information and knowledge not only help enterprises to reduce costs by themselves, such as inventory or logistics, improve product and decision-making process, find and better maintain customers, it can be said that knowledge and innovation have become the biggest impetus for the development of the enterprise; similarly, Information tools and social networks bring each part of the business and each one may need to communicate with the rest of the organization and others and most likely will often need to face or interact with the outside world on their own, or with support or access Victory, which is why "people" and "information" have replaced equipment and even capital and got more and more attention.

Modern management was born in the traditional industrial era, the efficiency of production lies in the precision of the machine, the extent of the organization and the ability of the organization; the performance of the machine today in the information age depends more on the chip, the brain's storage and processing capabilities, the effectiveness of the program. It is not surprising, then, that management should focus on system size, refinement and alignment, focus on people, or brain power, information flow and creativity.

This objective change, the demand for information and rapid response, not only results in more internal empowerment and more flattened organizations, but also demands that "responsibility, beliefs and feelings" in the organizational culture and in the blood Put in. You are not only paying for a person's time, or the amount of labor, but you also pay for his thoughts and feelings. The organization as a whole is no longer often used as a metaphor for the machine as it is for the tradition, but is often given the name of feeling and growing in the family, the community, or the ecosystem.

Further, the decision-making power of enterprises is likely to shift more and more from professional managers to those who possess specialized skills or knowledge in certain fields. As a result, factors such as passion, loyalty and intelligence will also come more and more The more attention. In such circumstances, just as many government organizations are increasingly being challenged by the management of transparency in information today and today, they face the same problems. With the flow of information and the growth of the new generation of networks, the closed-management model of traditional enterprises that may have been exercised yesterday through strong institutional control or the preferential position of information asymmetry is becoming increasingly unmanageable today.

In particular, what happens when power and closed systems bring more to business innovation and to market-side disadvantages. We know that bureaucrats actually exist not only in the administrative system. There are so many extravagant acts of government, bureaucracy and work novels that once these factors have invaded the enterprise and have grown up and strived for power to replace enthusiasm, creativity and reconciliation, the internal struggle has replaced the ability to serve. It can kill benign cells like a tumor and can hardly be successfully controlled. Many new employees are "taught" that as long as "smart and utilitarian" actions bring more benefits and at least avoid some risks, personal creativity can be diverted to reap the benefits of the hierarchy as long as it adapts to management. The normal information and data within the enterprise can be distorted and used if it is so utilitarian. "Phenomena will replace essence." In addition, as the role of knowledge-based society as a major productive resource becomes more and more obvious, once an enterprise loses its affinity, "information sabotage and intellectual strike" may become new problems for business employers, and the post complexities of information increase The cost of changing or re-training the right people will also double up, basically reaching the level of salary even higher for more than six months. About this story, IBM has a legend about Tom Watson: A manager at IBM just screwed up a $ 5 million project, when Watson asked when the manager was going to leave. Sen said: "The dismissal? I just paid him $ 5000000 tuition."

Now, even for the lowest-level employees, it can be hard to get the job done without knowing the information. For most enterprises, how to manage them from the industrial society to the information society is the biggest problem. Even the enterprises that seem to be very successful today. After all, the average life expectancy of the world's top 500 companies is only about 50 years. The average life expectancy of domestic enterprises is less than 10 years. We can see the similar fact: the so-called wealthy generations can not escape the rise and fall, And management issues. The information revolution will also speed up such a process if: businesses can not act as quickly as possible. "The new era, the monster does not necessarily win" knowledge of the changes, management requirements also allow many companies choose more flexible division system or even continue to break down, so that business information and collaboration fluent, team and people management more Simple and flexible, losing control even with many high levels.

Toffler in the last century has already mentioned part-time work, the concept of "production-consumer" in the "Third Wave". In his book "Power Transfer," he even analyzed the old authority system of traditional enterprises In the information age how will fall apart: With the redistribution of knowledge, information, knowledge-based power will be re-assigned to the company. From some of the recent social media and new media, I have also seen many employees sharing and discussing the values ​​and values ​​of the company culture in an open manner. There are many private companies that have great privacy and personal trauma. They also talk about personnel management and corporate values, culture and Institutional changes have been the business of the things that have to be faced. After all, for innovative companies, the most important asset is by no means a beautiful building, a computer, or even a piece of office equipment. It is the overall wisdom of your employees. It is not in the computer, but in the head of the employee. Today, many companies have been concerned about such changes, and made some efforts, such as:

Reduce the internal management level, especially middle managers

Organizational mechanisms are fragmented, ideas and cultures are close, and connected at any time

Encourage internal groups or even encourage internal entrepreneurship

Reward self-study and try innovative culture

Encourage democracy within a small-scale knowledge community

Willing to pay for intelligence, investing in creativity

Boss from the manager, more changes for business mentors or organizers;

Encourage breaking levels of communication and giving tolerance and concern to "alien" people or ideas;

Focus on internal information flow, knowledge and skills, rather than care about the management structure or decision-making system

...

Business as an ecosystem, learning, personality and evolution are important. To effectively extend the life cycle of enterprises and create an "evergreen company" in the information era, self-adjustment of internal ecology is necessary. Splitting, authorization are all forms of expression, the key to let the life of the enterprise themselves at any time to stay alive, away from the genes that cause disease: arrogance, rigid or all kinds of grudge, leaving the enterprise with vitality, that is, Full of vitality, emphasizing "passion, trust, personality play", encouraging "learning and creating", learning and creating habits, become businesses, and everyone in the enterprise common assets. At the same time, maintaining smooth flow of corporate information, positive energy is encouraged and amplified negative emotions to be comforted and suppressed.

In his book Power Shift, Toffler also predicted that home-based businesses in the knowledge-based era will once again be favored, and whether or not this fact will happen, there is no doubt that our innovative enterprises may indeed be more like families, each Every part receives equal importance and is transported through the loose system of organization and a strong emotional system. Everyone is important, but the sum of "family" is greater than the sum of the parts .