How to dig out the "short board" in the process of entrepreneurship

Different types of enterprises, in the entrepreneurial phase of the management performance of the "short board" characteristics are not the same as once there is a business, entrepreneurial early development very quickly, a few years, with the right positioning and competition strategy, quickly in the market segments laid the industry leader status. But, because the market profit space is big, the entry threshold is low, the competitor has followed up, the competition situation quickly deteriorates, the sales income all the way drops, the market position is facing the intense challenge. Enterprise decision-makers realize that we must vigorously open up new markets, can be found at this time there is no talent can output, enterprise executives by adding a lot of frustration.　　The main reason is that the enterprise development is too focused on market sales and production management, while ignoring the internal human resource balance development, management team and talent system has not formed. In management there is a famous "cask" theory, the effect is that a bucket of water is determined by its shortest piece of wood. Extended to the enterprise management, from the point of view of the value chain, restricting the development of the enterprise is often the weakest link in the value chain, customarily known as the "Short board" business Management. "Short board" performance is mainly a part of the enterprise function is not sound or weakened, difficult and other functions coordinated and unified development, so that the overall operational capacity of enterprises to reduce profitability.　　Restricting the development of enterprises is often a few, one or two important, key issues, such as management capacity, capital, technology, talent issues.　　"Short board" effect if the enterprise managers can not identify the "short board" in the process of enterprise management in time, and take decisive measures to make up or upgrade, "short board" may develop into a serious restriction on the development of enterprises "bottleneck". "Short board" has many reasons, one is lack of strategic planning of enterprises, the key value to affect the development of enterprises lack of understanding, can not determine the key performance areas of enterprises, resulting in different functions of the mismatch. The second is that the organizational structure of the enterprise has not been optimized with the development of the enterprise, which makes all kinds of management functions unchanged.　　Third, enterprises lack the right talent, even if the enterprise want to strengthen the strength in some links, sometimes do feel "people to hate less", want to make up "short board" is powerless. Different types of enterprises, in the entrepreneurial phase of the management performance of the "short board" characteristics are not the same. Some of them are flaws in technology research and development, enterprise development is far from the core technology, technology research and development of the lack of input or the right direction of research and development, and some of the performance in marketing, for most of the state-owned enterprises, due to the inherent system and development of historical factors, not only in the marketing tactics, and is fundamentally lack of modern marketing management concept. For some private enterprises, too keen on tactical victories, the lack of systematic thinking and planning for market competition, in addition, a considerable number of enterprises basically have a common appearance, is the weak in human resources management. In the development process of Chinese enterprises, there are not a few enterprises to improve the management of human resources to enterprisesThe height of the strategy, the enterprise's human resources department is only "boss" of "a hand" just, many people-oriented advanced concept is only stay in the slogan of the state, as to say some advanced performance management concepts, scientific human resources management methods are still blank. "Short board" is not terrible. The practice of enterprise development shows that the "Short board" in technology research and development, marketing and human resources is the most easy bottleneck to restrict the development of enterprises. These "short board" existence, the light restricts the enterprise the development speed, the heavy will directly affect the enterprise survival. But these "short boards" are not easily perceived, because the division of corporate functions, so that internal managers will be exposed to the "short board" to take the protection of inertia, the enterprise's top decision-makers do not necessarily understand the real situation, at the same time, the business management activities of each other to reduce the reaction speed, loss of market opportunities , resulting in the loss of loyal customers.　　Inside the enterprise, also can produce internal friction, cause morale, affect the morale of the team. For the existence of "short board", business managers should have a correct understanding of the world's best business enterprises will have a variety of deficiencies, because the requirements of enterprise development must be beyond the operating status quo. In recognition of the enterprise management "Short board" objective existence, the key is that we treat "short board" attitude. It is not appropriate to take a blind eye, drift or exaggerate the dangers of "short board".　　In the current market competition increasingly fierce environment, the enterprise's senior leaders must have a sober understanding, to timely through a variety of means to identify the enterprise's "short board", and take all the means can be taken to repair and upgrade in a timely manner. In order to avoid the existence of "short board" changes in the enterprise development process bottlenecks, first, the entrepreneur must have the ability of systematic thinking, to scientifically formulate the development strategy planning of enterprises; second, to ensure the continuous adjustment and innovation of organizational structure, ensure the focus of the work of the stage, the coordinated development of various functions Third, entrepreneurs should be good at using external forces to help break the internal sector barriers. The correct identification of the "short board" in the enterprise can be found to make up and improve the enterprise "short board" the correct way to find the problem is also meant to solve the problem half.