Four core propositions of the hottest corporate cu

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The four core propositions of corporate culture

first, what is it

corporate culture is unclear in many cases, which can be described as diverse. Therefore, to explore corporate culture, we first need to answer the question of "what is it". Of course, it is impossible to form a unified understanding and understanding on this question, but we can't do without our own thinking and inquiry

what is the corporate culture? Different people naturally have different views. In terms of a large number of business people contacted in practice, the more representative views are as follows: the spiritual charter, typical people such as Huawei, and the Huawei basic law have made groundbreaking value contributions to the understanding of corporate culture by Chinese enterprises; Psychological contract: it is expected that by 2025, some enterprises, especially some start-ups, will be more willing to regard culture as a set of contract rules that organization members agree and follow; As a tool for controlling, some enterprise leaders believe that employees are the object of being controlled, and also regard culture as a tool for ruling employees' thoughts "in a way that" enterprises need to optimize processing machinery and equipment "; Superficial, and some enterprises regard culture as superficial and gold on their faces, and are keen on the scenery and excitement on the surface and form, as well as the external magnificent fame and self-expression

based on this understanding, it is common to see various phenomena in practice, such as eager for quick success and instant benefit, cultural showmanship, skill rather than Tao, boss culture, self apotheosis, starting without ending, etc. Of course, with the overall growth and progress of Chinese enterprises, the group of excellent enterprises and entrepreneurs is steadily expanding and growing. In this regard, Jack Ma, who ranks first among the most influential business leaders, is a great example. I remember watching an interview program by President Liu of Lenovo before, which especially talked about the high appreciation of Ma Yun and other new generation entrepreneurs for their deep understanding and grasp of corporate culture. At a time when many enterprises are facing economic crisis and Alibaba is under great influence, Jack Ma has been trying his best to think and ask three seemingly incomprehensible questions: the relationship between enterprises and human nature, what is the essence of human beings, and what is the ultimate purpose of enterprise development

therefore, the understanding of enterprise culture actually depends on the ideological depth and strategic height of enterprise leaders. The accumulation and formation of enterprise culture are largely derived from leaders' values, strategic thinking, thinking mode and behavior mode. This is one of the important difficulties in the current corporate culture design: due to the great differences in leaders' understanding of corporate culture, there are greater differences in corporate culture design. Of course, there are many cases that can deeply understand and grasp the corporate culture in practice, but on the whole, the cultural design at the current stage is more or less superficial, or made into a word game, or made confused. Although there are some highlights in some parts, it is difficult to say that they are successful on the whole; Although the surface is flashy and bright, it is actually poor; You can talk clearly, but it is difficult to ask yourself a clear conscience

this is reality and helplessness. "What is" may not be a good answer to the corporate culture, and it is a problem that can be solved in the short term not to resist fatigue damage. The road ahead is long and difficult

Second, why

since the corporate culture is unclear, why should we carry out the construction of corporate culture? How can we make the construction of corporate culture achieve practical results without going astray

why is the corporate culture? In my opinion, the significance of corporate culture construction can be summed up in three levels: first, to solve the problem of organizational "consistency", so as to realize the unity of will and action of the organization, and realize the same desire of the organization, so as to minimize organizational friction, overcome management obstacles, reduce management costs, especially many hidden management costs, and lay an internal foundation for the realization and improvement of organizational performance; Second, to solve the problem of "motivation", the long-term, fundamental and organizational motivation for an enterprise to move forward and grow cannot come from other levels, but can only come from the guidance, guarantee and support of the corporate culture level; Third, to solve the problem of "vitality", an excellent enterprise must be a harmonious organization with a high sense of belonging and cohesion, passionate employees, burst of vitality, vibrant and uplifting enterprises. The way to achieve this realm is still the construction of corporate culture, and there is no other way

further, the role and value of corporate culture construction lie in: first, the effective interaction between culture and strategy is an important foundation to support the growth of enterprises. On the one hand, corporate culture plays an important role in guiding and supporting the formulation of corporate strategy. At the same time, corporate culture is an important support and guarantee for the implementation of strategy; On the other hand, the deep insight and grasp of enterprise strategy also plays an indispensable role in the formation of enterprise core value system. The organic interaction and internal unity of the two forms an important foundation to support the strategic growth of enterprises. Second, culture is the internal cornerstone of building a high-performance and strong executive team. Excellent team building inevitably requires the construction and formation of a team concept culture based on belief and mission, a team thinking culture based on value and rationality, a team execution culture based on system and process, and a team cooperation culture based on benefit and. This is the basis of strengthening team execution, improving team performance, and building an excellent team. Third, culture is the core of brand. Behind any excellent brand, there must be profound cultural heritage and cultural accumulation. Without the internal support of culture, how long can the vitality of the brand last

third, what to do

in most cases, the construction of corporate culture is doing three things: first, systematization and standardization. One of the essential meanings of the construction of enterprise culture is to build a unified concept system, thinking system, behavior system and discourse system of the enterprise, so as to effectively unify the thoughts of all employees and organizational will. Therefore, the first task of corporate culture construction is the systematic and standardized system construction. Second, institutionalization and process. This is also commonly referred to as cultural landing. If the value system at the conceptual level cannot be organically integrated and integrated with the organization system, if it cannot penetrate into all parts and details of the organization's management system and process, and if it cannot be connected with the personal interests of the selection, cultivation, use and motivation of organization members, cultural construction will only become a mere formality and work in vain. Therefore, institutionalization and process are also indispensable links and tasks in the construction of corporate culture. Third, indoctrination and cultivation. Compared with systematization, standardization, institutionalization and process, indoctrination and cultivation is a more long-term, complex, difficult but also more critical, long-term and fundamental cultural construction task

specifically, in terms of the preliminary design and planning of corporate culture construction, there are five links that need to be grasped:

first, diagnostic analysis. The key of diagnostic analysis lies in systematic analysis ideas and in-depth analysis results. Diagnostic analysis should finally focus on the core positioning of cultural system design and the formation of overall intention

second, concept refinement. Concept refining includes strategic concept system, value concept system, spiritual concept system, brand concept system, code of conduct system and other core contents

third, mechanism design. The mechanism design should focus on the overall planning and design of the organizational mechanism of cultural landing, including the organizational structure, management mechanism, institutional processes and other levels

fourth, training publicity and implementation. On the one hand, the theoretical and practical knowledge, ideas and mechanism design contents of corporate culture construction should be carried out in different levels and ranges within the enterprise with different emphasis and different forms of publicity and training; On the other hand, we should strive to form a sustainable training publicity and implementation mechanism, organization and method

fifth, evaluate and improve. Through continuous follow-up, evaluation and assistance in improvement, we will continue to improve the level and level of corporate culture construction

fourth, how to do

here we focus on some understandings and experiences on the design of corporate culture system:

first, the system view. "Taking potential, clarifying ways and optimizing techniques" is the basic thinking framework for analyzing enterprises. "Seizing potential" focuses on issues at the strategic and mode levels, "Mingdao" focuses on issues at the cultural and team levels, and "excellence" focuses on issues at the organizational and operational levels. Although corporate culture design focuses on the cultural level, its vision and thinking cannot be limited to the simple cultural level, and has become a common "culture on culture" in practice

the second is the theory of method. My personal experience is that some users of enterprise culture do not pay attention to safekeeping design, and there are two core points to be grasped: first, adhere to and implement the idea of organic interaction between culture and strategy at the front end, especially fully understand, appreciate and grasp the key strategic issues of the enterprise and the strategic thinking of the leadership in the stage of investigation, evaluation and diagnosis, and form independent analysis and judgment on this basis, Profound strategic analysis will provide important support for the formation of cultural positioning, so as to solve the problem of "where culture comes from"

the second is to adhere to and implement the idea of effective connection between culture and organizational operation system and human resource system at the back end. Through effective mechanism design, systematic sorting, comprehensive connection and targeted improvement of the organization's existing systems, process systems and human resource systems, we will organically implement culture from the concept advocacy level to the system and process level, and organically integrate the construction of corporate culture into the work of the enterprise center, The implementation of culture is closely related to the vital interests of organization members, so as to solve the problem of "where to go" of culture

the third is the key point. For the five core links of "what to do" in corporate culture design, it is suggested to focus on the following key points:

first, the diagnosis and analysis link, focusing on the establishment of the concept, ideas and tool framework of system analysis, grasping the key problems and the key points of the problems, and opening up the internal logical relationships and links of various dimensions of strategy, culture, organization and team

second, the concept refining link focuses on adhering to, grasping and dealing with the four core relationships: Inheritance and innovation, high-level and grass-roots, commonness and individuality, and overall and local

third, mechanism design needs to achieve three goal orientations: first, organically integrate into the existing system rather than start a new one; Second, it must fall on the specific head rather than generalize and cannot be implemented; Third, a pragmatic evaluation, assessment, monitoring and improvement system should be established

fourth, the key to training publicity and implementation is how to be effective, popular and sustainable, especially sustainable

finally, the key to the evaluation and improvement link is how to get to the point, build targeted improvement mechanisms and methods, realize the institutionalization and long-term improvement of evaluation, and form a solid virtuous circle. (end)

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