directory
Nine-dimensional cognition and three-fold laws of strategic systems
Seven mappings of strategic system opportunity entropy reduction value creation
The system evolution paradigm and path of enterprises from millions to tens of billions
Nine strategic crises and evolutions in the intelligent era broke the game
The theoretical architecture logic of the system evolution strategy in the intelligent era
Eighth, the nine-dimensional cognition and triple law of the strategic system penetrate the cognitive black hole of strategic evolution
All enterprises will face the dilemma of strategic evolution, that is, the dilemma of strategic upgrading, do not know where to go next, our pursuit of growth is always based on business scale and diversification as the starting point, constantly encroaching on and improving market share, but once the market share reaches saturation, growth will fall into a dead silence. This dead silence is the saturation state of enterprise system operation, can not find the direction of business can be upgraded and transformed, and can not find the underlying cognition and law of the enterprise in the next era wave, just like the former HP, Nokia, Motorola, and now by Shannon's Theorem, Moore's Law approaching the limit of the communication giant, this limit is to support the bottom force of an information age, but also the limit of corporate strategic cognition, which is the inevitable trend of upgrading the information age to the intelligent age. However, for the average enterprise, how to break through the dilemma of strategic cognition and business layout, and achieve growth that breaks through the limits in the field to which it belongs, it is necessary to firmly grasp the underlying strategic cognition and the underlying law of the industry, which is the most basic.
This paper provides a low-level cognitive thinking and law architecture for the transition from the information age to the intelligent era, the design of enterprise strategic systems, and provides a guiding reference for the strategic evolution and transformation, innovation and upgrading, and optimization of structures of growing enterprises, and cognitive logic comes from system theory, system dynamics, entropy increase law, dissipative structure, evolution law, ecosystem, self-organization theory, innovation theory, philosophical thinking, quantum mechanics, and Zen theory.
First, system thinking: system thinking comes from system theory, the system is everywhere, the enterprise itself is a living business system similar to biology, the strategic management system of the enterprise is also a living system, to have systematic thinking, systematic cognition, systematic thinking ability to see problems, to be able to grasp the laws of the system, improve the environment of the system, create the conditions of the system, change the mechanism of the system, lead the innovation of the system and even create a new system.
Second, entropy increase thinking: entropy is through the material and spiritual, open and closed systems can not escape entropy increase, entropy increase law is to open the chaos and disorder irreversibility, to understand this impolite, but also to recognize the constituent elements and conditions of entropy increase, entropy increase is all closed or open synergy of the operating trend, and entropy reduction is the driving force of all management, stimulate the vitality of the system, strengthen the internal potential energy of the system, and then achieve imbalance, imbalance is the driving force for value creation and growth.
Third, dissipative structure thinking: dissipation cognition is value cognition, dissipation is value, the premise of this value is potential energy and drive, is a value creation of open system operation, the establishment of dissipation structure is to establish value to create value, many people only recognize that dissipation is to adjust the excess ability material dissipation and then enhance the vitality and potential energy of the system, in fact, the process of dissipation is the process of value creation, is a system of self-optimization and upgrading, continuous self-organization and self-creation process.
Fourth, mutation thinking: mutation is a point a dimension or even multiple points of multi-dimensional innovation, subversive innovation or innovation, this kind of traction-type experimental, point-to-surface subversion of the purpose is to get rid of inertia, get rid of the inherent shackles, the second growth curve is not the existence of mutation, but the result of continuous attempt, continuous innovation, this breakthrough is for the market to identify, but in the system must be self-organized innovation to a threshold to produce what appears to be a mutation effect.
Fifth, essential thinking: insight penetrates to the essential level, sees the first law to see the first principle, sees the first dimension of determinism and non-determinism, this is the cognition of essential insight, the first principle of business is not necessarily at the truth level but must be at the law level, grasp the law to grasp the origin of thinking, from the most essential original theory to do innovation and grouping to do remodeling, you can find the right way.
Sixth, philosophical thinking: philosophical thinking is a general term for the combination of philosophical thinking and scientific thinking, but also the integration of idealism and materialism, philosophy is the mother of science, philosophical thinking is cross-border thinking, is the connection between the appearance and essence of all things thinking, is the "Tao" thinking, can not just talk about business in the category of business, must jump out of business to find the scientific path of technology, find the philosophical path of management, and then find the philosophical path of enterprise strategic operation, find the metacognition of enterprise system operation, that is, the closest This angle of the essential law of the Tao.
Seventh, qualitative change thinking: recognize that quantitative changes can produce qualitative changes, recognize that the quantitative changes in data will produce qualitative changes in the system, the qualitative changes in the intelligent era are based on quantitative changes, recognize the accumulation law of quantitative changes in the system; the intelligent assets in the intelligent era are based on quantitative changes, data, credit, symbols will be the external logic and internal drive of all commercial operations, master the principle of qualitative change of intelligent assets, you can know the strategic code of the intelligent era, and at the same time understand the effect after the quantitative change of the internal elements of the system from the perspective of the system. Whether it can adapt to the trend of the times.
Eighth, quantum thinking, relationship is all about reality, relationship is all the content of business, behind the relationship there are invisible links, connections, predictions, controls, but the relationship must be the whole content of business, even if this relationship will appear discrete, distributed, decentralized, virtual, this is not important, the relationship will be a commercial factor that jumps out of time and space.
The ninth, Zen void thinking: Zen void and Zen change, recognize Zen voidness, grasp Zen change, recognize the truth as not two, recognize the ten thousand laws and voidness, recognize the ten thousand laws of the mind, recognize the dependent voidness, you can rise from the cognition of laws and methods to the level of true cognition, grasp the true voidness of strategy, conform to the impermanence of strategy, and inject strategic wisdom.
The strategic system must grasp the threefold law of penetration
Macro operation law, macro environment of the general trend, big change, big integration, big direction, big logic, macro development law is not only to analyze the macro data indicators, but to grasp the macro level of the economic, political, technological, institutional, industrial and other levels of the development trend and change trend, this is the identification and grasp of the big opportunity and the general direction.
The law of mesoscopic development contains two dimensions, the first is the law of industrial development, mainly the development cycle of industrial development trend development context development factors, understand the industrial driving factors, success factors, successful paradigms and development opportunities, find the general direction of the future industry, find the key links of the industrial chain, find the commanding heights of the industry, the second dimension is the law of spatial development, mainly the regional spatial development strategy, especially the industrial policy and industrial development law based on regional endowments and foundations. Find the big opportunities in this policy and law, find the point and grasp based on the fit, and find the key to the future.
The law of micro-change contains six dimensions, the first is the dimension of the development model, that is, the problem of endogenous growth and epitaxial development; the second is the dimension of industrial portfolio, whether it is specialization or related diversification, or pan-diversification, whether it is upgrading or transformation or transformation or cross-border or digitalization; the third is the dimension of the industrial chain strategy, whether it is the card position industrial chain or the whole industrial chain, whether it is a long tail or a smile curve, whether it is an air supremacy or a commanding height, and the logic of the ecosystem and platform system The fourth is the dimension of capital strategy, how to design the combination of industry and finance at different stages, and can't do capital operation without listing? The fifth is the dimension of business design, how to build the core business model, and finally the dimension of resource capability, how to match resources, and how to build capabilities.
Ninth, the strategic system is designed based on the value creation system of entropy reduction, and the seven major mappings ensure the efficiency and effectiveness of the operation of the system
Recently, I have seen many people talk about Huawei's entropy reduction theory and practice, resisting entropy increase to achieve entropy reduction this direction and law is no problem, but can not be rigid, especially without considering the external and internal environment of the enterprise directly on a set of management systems, which is not right; there are also many people talking about Haier's quantum mechanics management practice, fully delineating small business units, releasing the more free creativity and driving force of grassroots and front-line employees, building a top-down empowerment system, building a bottom-up value mechanism, which can not be rigidly set, Especially in the case of directly releasing all the enterprise business attributes and organizational management requirements without considering the situation, the consequences of death will occur as soon as they are released.
The rigid set does not thoroughly understand the theoretical logic and practical logic behind it, and it is difficult to directly get started with a system to optimize business practice, which requires the organization to have a very strong learning ability, adaptability or organizational IQ, organizational wisdom, which is not something that ordinary organizations can have. We are now talking about digitalization is also a truth, can not come up to want to design and transform from the system level, so that if it is not good, it will become an entropy increase of the system, which is counterproductive. The entropy increase at the traditional business level is mainly due to the lack of innovation vitality and internal drive, the lag of product and service update iteration, the lack of vitality in personnel stability, the relatively bloated organization and low efficiency, the lack of business growth without new business layout, the inertia of the organization and the serious inertia of personnel, such as the fact that most large enterprises are the manifestations of entropy increase; the entropy increase in organizational management mainly includes: imbalance of rights and responsibilities, loss of control and control, low management efficiency, stagnation of performance, confusion of responsibilities and permissions, ineffective system processes, or redundancy and so on.
The essence of enterprise system management operation is to resist entropy increase, entropy increase let us know that once the organization loses order and driving force, the organization will face death and demise, so there are many enterprises that emphasize internal stability, the essence of this stability is the meaning of people's peace of mind, business stability, but this so-called stability can not let the organization maintain vitality to maintain growth, once it begins to consider stability, the organization begins to transform into a closed system, more and more become a closed system, This closed system will inevitably change in the direction of entropy increase, that is, tend to stop value creation, stop orderly operation, and finally move towards dead silence and extinction, which is the inspiration of entropy increase in management.
But many people actually can't really understand what is entropy, what is entropy increase, I see a lot of people talk about this concept, but they have moved a bunch of theories over, they are also confused, how disorder is entropy increase, disorder is not more free and flat networked, isn't it good? Entropy is a physical concept, so how to understand the physics concept of entropy, the object of entropy is a closed system, the closed system is not open system, that is, does not communicate with the outside information, energy, matter, elements of the exchange and interaction of the system, such a system will always be from a highly ordered to chaotic disordered trend of operation, the so-called order in the thermodynamic theorem there is a temperature difference and potential energy difference, we can understand as order, but disorder is no temperature difference no potential energy difference, There is no self-operating and self-organizing driving force inside the closed system, it is quiet, it is dead, this is in the state of disorder, in the state of disorder there may be discrete and chaotic internal actions, but it is all chaotic disorder, if the order and driving force are lost in the enterprise, then there may be people in the enterprise who are busy, but this is typical busyness, there is no order and purpose of the busyness, this is typical Brownian motion, this is the useless work, belongs to the chaos and disorder, What increases is the ineffective ability, and this degree of confusion has a tendency to increase, because there is no order, so chaos, this is the essential connotation of entropy, and the increasing trend of chaos is entropy.
Understanding entropy and entropy increase, we understand that the essence of the operation of the enterprise system is to enhance the efficiency and effect of system value creation by resisting the increase in entropy, the design of the enterprise system is to establish a similar living open ecosystem, and the strategic system is based on the integration of the system cognitive law, from the gene, structure, environment, elements, value, mechanism and other aspects of the enterprise system to design, reconstruct, innovate, alienate, influence, and ensure the value creation of the enterprise system, and realize the process of this value creation more efficient, more economical and more sustainable Break through the shackles of time and space, laws, innovation, systems, culture, technology, environment and conditions. Combining the law of entropy increase and the essential characteristics of open systems, this paper proposes seven major mappings of enterprise strategic system design from the level of system theory, which are the laws that strategic system design must follow and grasp, and they are treasures that must be infiltrated and applied.
1. Initial sensitivity, a small change in the core elements or subsystems of the system will lead to the entire change of the system; this is used in the enterprise management has three references, the first is to be cautious about the changes and changes of key elements within the enterprise system, may be a change in a key position, a change in the technical backbone, a change and signature of the management system, a change and signature of incentive policies, the appointment of a key personnel, etc., will have a fatal impact on the entire organizational system of the enterprise.
2. Imbalance, the establishment and change of system order is the result of the joint action of multiple dimensions, elements, subsystems, each dimension, element subsystem is unbalanced, the effect of reaction efficiency effect is unbalanced; the enlightenment brought by this is differentiated treatment, organizational collaboration, personalized design, different business sectors, different organizational units, different management teams within the organization are unbalanced, this imbalance is reflected in multiple levels such as ability, resources, information, collaboration, talent, etc., and the implementation of change within the organization. Factors such as the synergistic combination, differential treatment, and individual design of different element systems must be considered.
3. Self-organization, the elements, subsystems, environment, mechanisms, and laws within the system have self-replicating, amplifying, fissioning, and combining self-organization laws, and new rules and laws can be derived from within. Self-organization is a very important concept, even in the intelligent era of business model innovation, business value creation, business form evolution of the most important internal driving law, self-organization emphasizes the internal elements, links, combinations, synergies, roles, alliances, etc., for enterprises in the strategic level to emphasize the ecological, platform, development, symbiosis, synergy and other strategic conception, in the organization to emphasize the internal evolution, collaboration, innovation, mechanism physique, team building.
4. Self-similarity, different stages, different forms, different environments, and different conditions of the system will produce similar behaviors, laws, performances, mechanisms and operations. In the same type of system in the external different environment, it will show the same laws, practices, operations and performances at different stages, so as to provide the system with different environments and conditions of the law rules to learn from, in different stages of the internal environment and conditions, the internal elements and subsystems of the system will directly show similar laws, practices, operations and phenomena, so as to provide measures, programs and mechanisms for the system to resist negative changes.
5. Lag, between things within the system, cause and effect, reaction, contradiction, positive and negative, logic, behavior will exist in the time lag. The internal elements of the system and the subsystem are located in different times, spaces, environments, conditions, structures, and organizations, and under the same external exchange or internal collaborative stimulation, different reactions will occur, and the reaction time and reaction effect will be different.
6. Node attraction, the elements, subsystems, and environments in the system will have a certain stay and aggregation at a certain time node or causal node, and even produce more effects and effects in the node. Node attraction is the characteristics of the key nodes inside the system, and when a strong mechanism, condition, environment, and utility are nurtured and operated within the system, the surrounding elements will gather to form an operating mechanism and achieve a certain goal. Just like there is an innovative technological breakthrough in the organization, it is possible to form a technical detachment, carry out a stage of technical concentration, and complete a similar research and development project.
7. Adaptability, the elements, subsystems, internal laws and mechanisms within the system will automatically adapt to the external and internal environment, will match the environment, and even complete the adaptive transformation under the pressure of the environment. Adaptability is the basic attribute of system survival, will self-transformation to adapt to changes in the external and internal environment, this adaptability may be top-down, may also be bottom-up, in the enterprise system is more common, such as a policy change, may not be experienced by the top, but the front line has already begun to transform adaptation or even use.
10. The value and evolution of strategic system design, the ecological evolution path of enterprises from million to 10 billion in the intelligent era
If the strategy is said to be deep and mysterious, it is mostly a half-hanger without digestion ability, or it is simply a mysterious fool, strategy belongs to the category of management science, need to follow the laws of management, economics, finance, sociology, enterprise development, strategy is an objective learning in the practice of enterprise development, need to be constantly tested in practice to seek truth, what use can talk about strategy? Finally, is it not about products and services? Yes, the strategy must be implemented on products and services, because customers need products and services rather than strategy, business is so simple, with your products and services to meet customer needs, create value for customers, you also realize your own business value. You see, this is the relationship between walking and feet, and we can't try to figure out where to go, what road to take, and how to go by studying the foot.
Strategy is different values and purposes, generally speaking, everyone's understanding of strategy is to seize the opportunity, get out of the predicament, achieve greater business goals, seemingly simple in fact, not simple, Amazon has lost money for 20 consecutive years, it is reasonable to say that it should have been forced, but Amazon slightly adjusted the structure, it achieved profitability, this profit led to its valuation became the second largest company in the United States, can absorb infinite capital resources, this is the power of its strategic design, which is not only a matter of cash flow, but also a problem of technological change, The problem of business leadership and future insight has given Amazon infinite value creation capabilities, Airbnb has done five or six years of shared hotels, valuation has caught up with Hilton, where do you go to reason, this is the problem of ecology, is the problem of system, is the problem of opportunity, is the problem of value, is the problem of structure, is the problem of innovation, is the problem of subversion, is the problem of seizing the commanding heights.
For the understanding of the value of strategic design, in addition to the understanding of seizing the opportunity to get out of the predicament, the six stages are actually progressive, according to the different development stages and scales of the enterprise, according to the evolution of the enterprise strategy and the difficulty of a value and level of differentiation, it is easier for everyone to understand.
Strengthen competition, promote innovation: from the level of products and services to think, strengthen the competitiveness of products and services, is the market viability and market advantages, is to better meet customer needs, to obtain customer recognition, the key point here is innovation, this product and service level of innovation, must rely on technology, delivery and experience, if you are a product of enterprise service, then your product technology is not strong, use it well, whether the delivery is efficient and smooth, how about the customer experience, Whether your after-sales service can keep up with the core competitiveness, the difficulty here is the innovation strategy, upgrade strategy, combination strategy and integrated service strategy of products and services, especially professional companies, once they cannot grasp the rotation of the times, there is a systemic risk, so it is necessary to find the law from a higher dimension.
Resist entropy increase, stimulate vitality: is from the entire enterprise system to think, no matter what size and stage of the enterprise to prevent the internal entropy increase caused by the dead silence, resist entropy is to enhance the vitality and efficiency of the enterprise organization, put to the individual member level is to enhance the personal effectiveness, vitality has efficiency is not up is the group of gangsters, strategic design is to inject new missions, new visions including new values, new performance, plans and tasks for the organization, in order to complete this mission, The organization needs to do the redistribution of elements and resources from the inside to the outside in an open environment, so as to achieve changes in internal order and potential energy, so that this change matches the strategic goal, that is, to improve the efficiency and value creation ability of the organization, and to stimulate vitality is not to look busy, but to really produce results, which is a systematic arrangement.
Innovation model, reshaping value: the model here mainly refers to the innovation of business model, once the enterprise develops to tens of millions of stages, simple single products and services have been difficult to support the company's market goals and layout requirements, which is one is that the optimization and upgrading of the original products and services at a higher level requires greater research and development and cost investment, and the other is that the original products and services need to be configured to support the development of new related businesses or peripheral businesses. This requires a greater value creation system to support the value realization of corporate debt and equity, otherwise the business can only stay in place and retreat, this is no way to do things, the business system itself has the inherent driving force of evolution, people in the organization are sometimes forced by the system to go forward, and do not advance or retreat This is the essential law of market competition, then the business model is not that you design a model or a system on the end, the essence of the business model is to achieve the value creation of enterprises at a higher level, From single-cell to multicellular organisms, many people think from the combination strategy of products and services, which is only part of the right, the dimension of thinking I give is the business model, the operation model and the profit model.
Correction of order, re-establishment of the structure: once the enterprise develops to the scale of the billion-level stage, the internal business and management will face the peak of the first entropy increase, at this time the business and management have reached the limit of the system, this limit comes from the oppression of the external market, to break through this limit, we must start from the inside of the enterprise system, this stage is not the time when the organization plays a role, the enterprise needs to reset the internal structure of the system, why reset the internal structure, Because the original same business was brutally developed into different types and directions, the original same organization was divided into different mountains and teams, the original order under the pneumatic mountains and rivers became bargaining discount rebates, at this time the system has been cancerous, some subsystems are degenerating, some subsystems are leaving, some subsystems are mutated, and the internal structure has been chaotic and does not listen to calls. At this time, the organization is facing the first organizational level of structural reconstruction, the logic of this reset is the new strategic design, under this strategic design, the system needs to complete from functional positioning to collaborative configuration, from disorderly growth to orderly growth, from operational logic to co-evolution, from centralized control to unit division, from straight line authorization to matrix authorization, this is not a simple structural reset.
Preset genes, reengineering system: a billion and billion-level enterprises, has the typical characteristics of complex systems, the ideal complex system must be open interaction, network collaboration, order-driven, innovation emerging, efficient operation, value creation, virtuous cycle, but the characteristics of complex systems also bring chaos, uncertainty, non-linearity, blind spots, uncontrollable elements of the increase and accumulation, this stage of the enterprise is most difficult to be affected, guided, promoted and optimized, The core orientation of the strategic design at this stage is to build excellent genes for the system in the early stage of the system, inject the underlying rules into the system, so that the system is in the most efficient state of value creation, and the external is in a state of continuous ecological evolution, the so-called development gene, the underlying rules should go deep into every cell of the system, is the spiritual driving force and rules of enterprise development, the core is the reset of the strategic system, and the industrial strategy, industry-finance layout and technology strategy of the enterprise system in a higher value creation dimension are clear. Clarify the open interaction, value synergy and energy transformation of the enterprise system and the larger industrial ecology, which is the highest program, and at the same time introduce cultural concepts, institutional systems, and operating mechanisms, such as mission, vision, and values (cultural expression of the strategic program), such as innovation, entropy reduction, value, openness, and synergy of the system, such as the design of functional strategies and management mechanisms.
Ecological evolution, domination rules: tens of billions of enterprises are an ecology, hundreds of billions of enterprises are to break through the ecology to become a multi-dimensional heterogeneous space-time and business empire, we only talk about the two levels of ecological evolution, the first level is through the self-evolution docking into the larger ecosystem, as a key network node in the ecosystem, this node undertakes the major functions and missions of the system, through the self-system of genes and rules reset, let their own enterprise system into the external larger ecosystem, the formation of a more open, Networked, distributed interaction mechanism, more efficient to achieve value creation, maximize the effectiveness of enterprise systems in the ecosystem; the second level is to influence the guidance and even dominate the greater internal and external ecology, let yourself become the leader of the ecosystem, let the system operate in accordance with the self-preset rules, such an ecosystem needs to have the ability to build the business environment, the ability to build commercial infrastructure, the ability to control the edge of the external network structure, the ability to realize and maintain the infinite relationship link, The ability to design interactive systems and the ability to nourish and promote high-value self-organizing phenomena and mechanisms within the ecology.
The six levels of strategic design value provide a systematic evolution path for enterprises in the intelligent era from the perspective of enterprise ecology from millions to tens of millions to billions, which is summed up by combining the common characteristics of the industrial age, the information age, and the intelligent era, of course, the intelligent era is more fragmented, complex, chaotic, ecological, distributed, unpredictable, and more strategic forms based on intelligent features will emerge.
11. The call of the system evolution strategy, the evolution of the nine strategic crises in the intelligent era to help enterprises grow efficiently
What changes does the intelligent era bring to strategic design, the traditional strategic consulting methodology needs to innovate to adapt to the needs of enterprise strategic design in the intelligent era, this problem is too big to require a change in the strategic design paradigm, this change from the phenomenon of thinking is that after the large-scale application of intelligent technology, at the business level, operation level, in the product and service level, in the business model and profit level, there are earth-shaking changes, the continuous changes in these objective phenomena have promoted the development paradigm of enterprises, development logic, The continuous change of operation logic and profit logic has become an objective fact, any enterprise in the intelligent era needs to establish its own development ecology, this ecology may not only be our reference to Amazon, Tencent, Ali, Google and other Internet giants network ecology, but this ecology is definitely beyond our understanding of the three-dimensional space, because the higher dimensional virtual reality integration of time and space, this traditional industrial system and intelligent technology, digital technology will jointly evolve a new more organic, more ecological, A smarter paradigm of development.
With the increasing symmetry and asymmetry of social information, the information transmission, operational efficiency, intelligent decision-making and digital transformation at the overall business level brought about by digital technology will bring about a rapid increase in the efficiency of the use of resource elements, a rapid increase in the growth efficiency of enterprises, and a rapid change in large-scale distributed operations and production methods of enterprises, which will bring more complex and dynamic changes to the development environment and changes factors of enterprise strategies. In this era of change, we not only consider the large-scale distributed network collaboration and the transformation of the whole society's data intelligence on the paradigm of enterprise development, but also take the initiative to recognize the strategic crisis caused by this era, of course, the crisis is the opportunity, the crisis is the direction, and the crisis is the driving force of survival and evolution. From the perspective of enterprise strategic evolution, we will gain insight into the nine strategic crises and strategic transformations faced by enterprise development in the intelligent era, and from the dimensions of environment, system, paradigm, structure, cognitive innovation, ecology, time and space, and chaos, we will gain insight into the nine major crises and evolutionary logic that enterprise strategic innovation in the intelligent era must take into account.
Crisis: A crisis of excellence in the enterprise (isolation and bondage)
Evolution: From the pursuit of excellence and leadership to the pursuit of co-evolution of ecosystems
There is nothing wrong with the continuous pursuit of excellence of enterprises, and there is nothing wrong with the continuous breakthrough of enterprises to continuously upgrade their strategies, but enterprises cannot isolate themselves, cannot damage the interests of partners for self-interest, and cannot continuously exploit and damage the interests of the development ecology for their own higher and faster, enterprises on the road of pursuing excellence, but also to drive and drive their suppliers, partners, and alliances to progress and upgrade together, so that their industrial ecology can operate in a higher-level value creation system. In the past, we always mentioned hidden champions, mentioned the pursuit of excellence in the pursuit of excellence, this is based on the development of the strategic thinking model of competition, everything is oriented to market competition, and even the understanding of competition as your life and death, the supply chain as control and exploitation, the understanding of partners as tools and weapons, in the more open, shared, common prosperity, collaborative intelligent era, this kind of thinking paradigm completely based on the theory of competitive strategy should be changed.
Any complex product in the intelligent era is inseparable from the support of a whole supply chain and industrial chain behind it, under the leadership of large-scale collaborative manufacturing, an excellent product needs the joint efforts of a whole ecology, without the common prosperity of the entire supply chain system, any intelligent product will not be successfully produced, the hardware manufacturing field is so, the network ecology is even more so, without the joint efforts of multiple UGC, there is no endless prosperity and evolution of various content platforms. Whether you are making a product or building a platform, it is inseparable from building your own ecosystem, even if it is from the cooperation of the supply chain, you must start to establish your own ecosystem, and the overall evolution of the ecology requires a more intelligent and scientific rule design, which is the foundation of our evolution strategy design.
Case: In essence, Xiaomi is building an ecosystem based on the MIUI system to connect rice noodles together and then establish its own business model. In 2018, Xiaomi first proposed at the MIUI Intelligent Ecology Conference: "To establish a business ecosystem", the concept of the Xiaomi ecosystem: rice noodles are fundamental, aiming at the ant market, not controlling quality, all-round resource mutual assistance and empowerment, speed + IOT. Xiaomi's ecosystem is centered on mobile phones, the first product selected for investment that year is "mobile power" and then "headphones", these mobile phone peripheral goods have become the second layer of Xiaomi's ecosystem, and then Xiaomi has successively invested and incubated related products of smart hardware, such as Millet bracelets, Xiaomi air purifiers, Xiaomi water purifiers, alarm clocks, balance cars and sweeping robots and other products, these intelligent hardware products around the third layer of Xiaomi's ecosystem, follow-up Millet also invests in life consumables such as toothbrushes, Products such as towels and suitcases, which have become the fourth layer of Xiaomi's ecological circle, become lines through the connection of points and points, form chains between lines and lines, and practice in circles around, so far Xiaomi has formed a solid and unbreakable ecological circle.
Crisis: Paradigm Crisis of the Enterprise (Breaking through the Shackles of the Hierarchy Paradigm)
Evolution: Evolution from a system level to a higher ecosystem paradigm
We understand the paradigm crisis, first from the understanding of the model crisis, starting from the understanding of the business model, the simplest is the upgrade of the business model, the continuous evolution and upgrading of the business model, is a big paradigm change, almost all enterprises have to go through the continuous upgrading of the business model, but most of the enterprises are in a traditional paradigm to do innovation, such as steel to make manufacturing and other materials to do innovation, real estate to cultural tourism entertainment to do innovation, manufacturing to integrate services and technical service innovation, Internet companies are innovating towards cross-border and exponential growth, and few enterprises can break through the spatio-temporal dimension, cognitive dimension, system dimension, gene dimension, dynamic dimension, and structural dimension to evolve towards a higher dimension of development strategy.
Evolution from the flat-layer system to the ecological system, which is the typical path and characteristics of the strategic evolution of the intelligent era, must break through the shackles of the existing system environment, conditions, elements, and relationships to a higher level of system evolution, this evolution requires a deeper understanding and understanding of the operating rules of the higher level system, just like traditional manufacturing in the process of large-scale intelligent customized manufacturing evolution, it is necessary to have a very deep understanding of the intelligent revolution, intelligent scenes, intelligent experience, customer experience, and innovative needs. More to know the technology, innovation, ability to build the path and methods, just like different enterprises in the promotion of digital strategy, in fact, most of them have not figured out what the digital strategy suitable for the enterprise is, what kind of development form will be formed after digitization, how is the system operation logic after this complete digital intelligence, this is the state after the system transition, it needs some strategic cognition and penetration, of course, this trend is unstoppable, the trend of the era of digital intelligence, Calling for an ecological system paradigm is the essential appeal of our system evolution strategy.
Case: The reason why Amazon has developed so fast is inseparable from the "flywheel theory" behind him, which is the overall operation logic of Amazon drawn by Bezos with a napkin, which later evolved into the core idea of Amazon operation, which they believe can start from any point but have no end point, that is, the infinite model. Amazon's "flywheel theory" is the underlying logic of Amazon's business model, the internal mechanism of evolution from the e-commerce level system cabinet to the larger ecosystem. This theory consists of seven factors: "growth", "supplier", "product selection", "user experience", "traffic", "lower cost", and "lower price". This is a closed loop that can start from any point but there is no end, the Amazon platform to do is to provide consumers with more selection and convenience in the selection process, and the rich selection and convenience is to achieve a good customer experience, when the goods can obtain consumer terminal recognition, buyers continue to accumulate, sales rise, the production cost of the product can be greatly reduced, and lower prices, but also let consumer satisfaction further improve, this circular process continues to occur, Amazon's platform continues to grow along this flywheel-like cycle.
Crisis: The Crisis of Equilibrium of Firms (Entropy Increase and Death)
Evolution: From the pursuit of strategic homeostasis and equilibrium to the pursuit of strategic potential difference and change
In the past, we always emphasized strategic stability, strategic stability, strategic equilibrium, this stability and equilibrium from the internal point of view is the stable operation of organizational management, stable development of business processes, stable rotation of personnel structure, from the external point of view, emphasize the stable relationship of the supply chain, emphasize the stable cooperation of the resource side, emphasize the stable demand of the customer side, this stability is not static, emphasize a dynamic balance, emphasize not too many conflicts and contradictions, emphasize the stability of the order, this dynamic balance looks at a very ideal state in the past.
Now this dynamic balance do you dare to want, because the supply chain will not be stable, even if you want but the other party does not want, the internal operation will not be too stable, because you do not change there is no order, you do not change the efficiency can not keep up, the business structure can not be stable, because new products and services can be pushed to the market at any time, can not tolerate your reaction lag, this is the characteristics of the intelligent era, the rise of C-end, customer-centric era, the supply chain and even the industrial chain must respond quickly. This requires enterprises to learn to take the initiative to seek innovation and change, maintain the internal and external potential energy difference, the external potential energy difference is to always pay attention to the feedback of market customers on products and services, and then according to the market demand to force the internal organization to quickly innovate and adapt, or even lead, this is the internal potential energy difference, with the climate and environmental field "falling" state to describe, always maintain the potential energy and vitality of change.
Case: In 2016, Huawei founder Ren Zhengfei personally visited the production site, all the major product line executives were absent, more than 2,000 R&D personnel swore an oath to the front line of the ceremony is to create momentum, research and development belongs to introverted work, is to deal with science, and sales belong to extroverted work, is to deal with people, let R & D personnel leave the comfortable domestic R & D position, the probability of success in foreign sales activities is extremely low, but Huawei created this trend, R & D personnel go abroad to become a natural behavior, Whoever opposes the trend will be under pressure. Huawei is a master of momentum, through the momentum, Huawei reversed the passive situation and achieved the purpose of talent flow.
Crisis: The Crisis of Mediocrity of Business (Innovation is King)
Evolution: From the slow incubation of innovation inside to the active drive of innovation inside and outside
We all know the importance of innovation, but how many people understand the pain of innovation, the instability and persistence of innovation for the organization is the root cause of enterprise resistance to innovation, this fundamental reason is deeply rooted in the heart of the founder's core team, because innovation will bring changes in business structure, will cause changes in organizational structure, and even the rotation of power structure, corporate culture and concept of change, the pain here is not clear in three words, so many people talk about innovation as soon as they come up, This itself has no in-depth understanding of innovation, enterprises are not only organizations, but living organizations, enterprises are composed of people, in the final analysis, people's subjective initiative determines the changes in enterprise organizations.
Therefore, most enterprises hope that innovation will be nurtured from within the organization, wait until a certain time and fire, and emerge on their own, rather than promoting strong change to force enterprises to painfully innovate. This concept is to move the time, good innovation, appropriate innovation, suitable innovation can make the enterprise glow with new vitality, sustained growth potential and more dynamic organizational culture and institutional system, the frequency of changes in the intelligent era environment is not the rhythm of the past, market demand and business innovation are always emerging, if you can not drive innovation, management innovation, application innovation from the outside, internal initiative, then the enterprise will soon be replaced by more advantageous competitors, which is objective without a little exaggeration, Innovation will become a permanent function built inside and outside the enterprise, and no one can escape.
Case: In 2018, PepsiCo's second-quarter earnings call, its CEO Indra Nooyi mentioned that PepsiCo will set up an innovation department, The Hive, which will be responsible for the incubation of new products and the management of new brands, which will adopt innovative sales methods and marketing methods, and will also target more vertical, segmented consumer groups, which is considered to be an important way to balance large brands and small brands, in fact, in addition to PepsiCo and Coca-Cola, Many large companies are adopting this approach to balance traditional and innovative businesses.
Crisis: The Chaotic Crisis of The Enterprise (Nothing can be seen clearly)
Evolution: From the uncertainty of the chaotic system of the enterprise to the evolutionary rules of grasping the overall laws of the system
Chaotic system from the system theory level to understand is full of a variety of nonlinear causal, unbalanced, uncertain, for enterprises in the intelligent era, this kind of internal and external environment chaos brings more uncertainty and see clearly, can not see the market trend, can not see clear customer demand, can not see the growth drive, can not see the outlet of capital, can not see the next innovation to deal with, this is too terrible, this infinite uncertainty for enterprise management to bring a variety of closures and confusion, and even cognitive level of the black hole, I really don't know in which direction I should allocate my capability resources.
If the external chaos and uncertainty bring confusion about the direction of development, then the greater chaos within the enterprise system makes the strategic manager unable to find the real start and layout and grasp, direction, principle, so many managers begin to use the part to drive the whole, to amplify and emphasize the importance of a certain plate, model, team, structure, to affect the operation of the enterprise system, which is very difficult, that is, to use the power of the part to guide and control the operation of the whole. Why can't we think beyond the level of the overall system about how to manage the chaos of such a system?
Case: Last year, I analyzed the top-level thinking of Tencent's investment strategy, first of all, Tencent's open and fair ecological platform strategy, the cornerstone of this ecosystem is Tencent's "social + content"; secondly, the enterprises that invest in this ecosystem can obtain the required traffic, content, technology and other aspects of empowerment from the ecology, and then produce synergy effects; and finally, to give the invested enterprises enough freedom and flexibility to maximize the realization of business value. It all boils down to the symbiotic and co-prosperity attributes of a networked ecosystem, rather than belonging and possessing. So the core concept came out: openness and inclusiveness, co-prosperity and co-prosperity, freedom and self-driving, which is the development concept of the ecosystem, open and inclusive, mutually beneficial and co-prosperous, free and self-driven. Extended reading: (Martin Lau also responded at Tencent's 2019 annual investment conference: "Tencent does something through investment choices, which can not only allow Tencent to specialize in the business it is good at, but also establish an ecological chain through partners to gain the opportunity to enter new areas." ”）
Crisis: The Structural Crisis of the Enterprise (The Contradiction Between Hierarchy and Network)
Evolution: From the pursuit of structural stability to the pursuit of structural efficiency and value
When it comes to structure, it is inseparable from the business structure and organizational structure, then the business combination structure and organizational structure are interactive, but also mutually determined, in the past we were all business structure to determine the organizational structure, now not necessarily so, may be the organizational structure in turn determines and affects the business structure, just like everyone is familiar with the amoeba business method, this method can be derived from the organizational level of different businesses, but also to promote business innovation. We focus on the characteristics of the organizational structure, especially the distributed networked organizational structure and vertical management structure, in the past we have emphasized a matrix management structure, that there are both vertical control and authorization, and horizontal coordination and intersection, this structure can meet the control and synergy effect at the same time, it seems to be ideal.
The intelligent era has brought a variety of organizational structures and business structures, the most typical of which is the distributed network structure, the structure without central node control, and the ecological network structure, there are multiple central control structures, and there is also a cross-structure characteristics of both vertical hierarchy and horizontal networking, which is inseparable from the business and organizational characteristics of large-scale network collaboration and large-scale network connectivity in the intelligent era, which is a structural problem that every enterprise must face. Intelligence will inevitably break the original vertical control authorization from top to bottom and horizontal limited collaboration of the organizational design principles, future-oriented organizational design, must be able to achieve large-scale network expansion of the business, but also to achieve collaborative large-scale network operation, but also to achieve large-scale multi-channel connection feedback from customers, but also to achieve the overall control of the organizational structure preset.
Case: Haier network stage, the Internet is in the big explosion stage, the rapid development of information technology, so that the traditional industry has been greatly impacted, the previous large-scale production model in the minds of consumers has no market, consumer customization needs are more and more, want to keep the market, must achieve zero-distance interaction with users, to obtain user needs. Zhang Ruimin proposed that Haier should achieve the "three noes" realm of "enterprise without boundaries, no leadership in management, and no scale in the supply chain", and initially built and operated a platform-based organization through "enterprise platformization, employee customization, and user personalization". Founder and CEO Mr. Zhang Ruimin mentioned in Haier's internal speech in 2016: "The entire enterprise should change from a controlled organization to an investment platform, and everyone is no longer a passive order executor, but an entrepreneur on the platform." The entire organization has changed from a traditional organization to an Internet organization. "It's a very difficult self-subversion.
Crisis: The temporal and spatial crisis of the enterprise (the constraint of time and space on development)
Evolution: The evolution from spatiotemporal layout strategy to spatiotemporal design strategy
Space is the extensibility of material existence, time is the continuity and sequence of the material movement process, enterprise development can not be separated from the layout at the space and time level, in the past we said that the space strategy is the layout at the regional and market level, the time strategy is from the layout of the industrial development level, summed up is to lock a space-time layout, select the industrial strategic layout ideas, and then implement the strategic layout, space and time layout thinking is the core logic of our strategic planning, Now we not only consider the layout of three-dimensional time and space, but also consider the industrial layout in the context of Internet virtual time and space and even time virtual reality integration, the essence of the strategy of the intelligent era is to integrate virtual reality together, integrate network collaboration, data intelligence, ecological integration, and virtual reality together, and make a strategy through the shackles of time and space.
In the past, we always talked about Internet +, which is actually the cross-border innovation of the real economy and the Internet economy, evolved more business forms, reshaped the entity business from multiple levels such as cost, efficiency, service, delivery, etc., and now the online economy and the intelligent economy almost occupy the leading position of the economy, at any time big data, cloud computing, Internet of Things, blockchain and other technologies continue to develop, the integration of virtual reality economy will become the dominant form in the future, this trend is irreversible. This requires that when we do strategic design, we must put intelligent technology and digital technology throughout the strategic system, which is not an integral part but a penetrating feature and attribute, and even becomes the main strategic dimension to consider, because the so-called intelligent ecosystem is based on intelligent technology and digital technology, and this system will be the first nature of future strategic design.
Case: Professor Zeng Ming summarized the six transcendences of intelligent strategy in "Intelligent Strategy": the reconstruction of the operating model: from manual decision-making to machine decision-making. Restructuring of business models: from B2C to C2B. Competitive advantage upgrades: from network effects to synergies. Reconstruction of strategic positioning: from market positioning to network positioning of points, lines, surfaces and bodies. Restructuring of the strategic system: from long-term planning to continuous iteration and optimization between vision and action. Restructuring of organizational principles: from management to empowerment. Specific examples suggest that you refer to the strategic evolution path and logic of Ali and Tencent, which will not be repeated in this article.
Crisis: The closed crisis of the enterprise (the development constraint brought about by the lack of openness)
Evolution: From building better connections to building distributed networks and ecosystems
Some people say that the reason for not opening up is to maintain the security and core competitiveness of the enterprise, the reason why only part of the open is also for the stability, security, culture and competitiveness within the enterprise, then I think that the non-open is essentially the value creation system of the enterprise is in a relatively inefficient and low-quality segment, only need to open a part to make a relatively stable value to meet the needs of the market, to maintain the sense of security and stability and comfort brought by this state. It's hard to maintain that right now, because the same type of products will quickly overwhelm you, customers will soon find better and cheaper products than you, and your competitiveness will soon disappear without a trace.
Understanding openness from the system level is that the system needs to be more open and the external environment to carry out the interactive exchange of materials, energy, and information in exchange for the survival and operation of the system more efficiently and more qualitatively, once the openness is lost, the system will continue to increase in entropy and finally reach disorder and dead silence, the requirements of the intelligent era for openness are more objective and strong, you must maintain the material, ability, information to follow and interact, so that your enterprise is in a process of continuous dynamic competition and dynamic evolution. This openness requires companies to build their own networks of resources, strategic alliances, and even ecosystems.
Case: During the recent 2021 World Artificial Intelligence Conference, SenseTime, Together with Boston Consulting Group, Deloitte Consulting, and Capgemini Consulting, jointly established the "Enterprise Innovation Ecological Strategic Alliance", which will comprehensively carry out in-depth cooperation in smart parks, smart commercial real estate, future communities, finance and insurance, intelligent manufacturing, smart grids, smart coal mines and other industries, and promote the widespread implementation of AI applications in enterprise digitalization. The establishment of the alliance will bring landable and reliable digital transformation solutions to enterprise digital users, and achieve symbiosis and win-win results with enterprises and ecosystems. While building an AI hub for enterprise digital transformation, SenseTime will also open up empowerment, and work with ISV&SI, digital transformation consulting partners, and digital intelligent hardware partners in the industry to jointly build an AI-enabled digital ecosystem around the SenseFoundry Enterprise Ark Enterprise Open Platform.
Crisis: The Crisis of Knowledge and Action of the Enterprise (Crisis of Cognition and Execution)
Evolution: From the pursuit of science and technology decision-making to the creation of organizational INTELLIGENCE and strategic management
In the past, we often said that the cognitive crisis of the enterprise, the need for cognitive upgrade, this cognitive upgrade is mainly for the executive team, now the cognitive upgrade is very easy, because new things and new models emerge in an endless stream, all kinds of new concepts and concepts are not poor, cognitive upgrade seems to be a norm, this normality has also caused a lot of enterprises are anxious, this anxiety is kidnapped by the so-called cognitive upgrade, often you have not digested the previous cognitive upgrade, the next cognitive upgrade rescue and attack, This one by one or even one piece of cognitive upgrade, so that the people who do business are dazzled and overwhelmed, do not believe you ask, many companies are caught in the whirlpool of cognitive upgrading can not extricate themselves.
Is cognitive upgrading important? Important is not important, the amount of information brought by the Internet intelligence revolution is explosive, the ocean of information seems to bring people unlimited opportunities for cognitive upgrading, but also for people to bring data and algorithms to build information barriers, unless your cognitive system is large enough, otherwise you will soon fall into a more rigorous information cocoon can not come out. Enterprises are even more so, dazzling business innovation, technological innovation, product innovation, so that enterprises do not know how to live by themselves, there is an entrepreneur once said that he spent a lot of time and has nothing to do with their own new and peculiar information ocean, took a lot of detours almost did not come out, and even lost the best time to start a business, so there is a strong basic cognition is to break through the information cocoon of the foundation, relying on a single person is not enough, need to organize the formation of a basic cognitive alliance, the process we always talk about scientific decision-making, But even without considering the complexity of the external environment,
Case: GE CEO Welch once said, "Toyota taught us about asset management; Motorola and UCombis helped us learn six sigma; Cisco and Trioloy helped us learn digitalization." In this way, the world's business essence and management intelligence are in our hands, and in the face of the future, we must continue to pursue the newest and best things in the world for my use", learning from the benchmark is to learn the underlying methodology behind it. IBM's learning strategy has helped IBM maintain strong organizational capabilities and competitiveness in countless market changes. An important factor in how many times IBM has survived the world economic storm is IBM's learning enterprise characteristics, IBM has built a complete learning strategy methodology with internal learning experience, strong knowledge capital and world-class top learning experts. Another typical case is that Huawei spent 4 billion yuan in tuition fees to learn from IBM without billions of profits that year, learning from strategy, management, organization, authorization, process, system, innovation and other aspects to achieve self-transformation.
12. Systematic evolution strategy, a theoretical metaphor and reshaping of a cognitive revolution, and the underlying logic of strategic evolution in the intelligent era
In the intelligent era, enterprises will face the most significant changes in strategic management, people who think that the environment is important will say that the internal and external environment of the entire enterprise development has undergone earth-shaking changes, people who think that technology is important will say that the intelligent technology changes brought about by the intelligent era will completely change the development paradigm of the enterprise, people who think that innovation is important will say that innovation is the underlying logic to promote the development and growth of enterprises, and that system management is important will say that it is necessary to design the strategic layout and development logic of the enterprise system from the level of complex systems.
These reasons and elements are important changes, the most core change in the intelligent era is the intelligent change of the whole society brought about by intelligent technology, this change is deeply rooted in all aspects of society, we mainly focus on the in-depth change in the field of enterprise management, the enterprise intelligent revolution is imperative, unstoppable, no one can stop it, whether it is Ali's centralized ecological intelligence change or Tencent's networked ecological intelligence change is a model of intelligent change. Enterprise strategic management will also set off a thorough change from the underlying philosophy to the theoretical basis to the system innovation and methodological implementation, which is not only a change in cognition but also a thorough change from the underlying logic to the implementation of tools.
In the above article, the author talked about the nine-dimensional cognitive upgrading theory that strategic management must control, including complex system theory, entropy theory, dissipative structure theory, mutation theory, essential thinking, philosophical thinking, qualitative change thinking, quantum thinking, Zen-void thinking in the cognitive level of strategic management and evolutionary logic, and also put forward fifteen of the most critical strategic thinking dimensions, including: system, chaos, entropy increase, dissipation, space-time, value, openness, change, design, structure, order, self-organization, imbalance, emergence, Based on the analysis of cognitive upgrading and thinking dimensions, a conventional evolutionary paradigm of strategic design is proposed from the level of system theory: building a high-level ecosystem; building a higher degree of open system; reducing chaos and complexity; building a strategic evolution innovation mechanism; optimizing the internal collaborative structure of the system; improving the driving force of innovation inside and outside the system; improving the intelligence of system nodes; and breaking the equilibrium of the internal development of enterprise systems.
Then, a six-level evolutionary paradigm of evolutionary strategy is proposed: competition strategy (strengthening competition and promoting innovation), efficiency strategy (resisting entropy increase and stimulating vitality), model strategy (innovation model, reshaping value), structural strategy (modifying order, restructuring structure), system strategy (preset genes, reconstructing systems), and ecological strategy (ecological evolution, dominating rules).
But this is not enough, in order to let everyone figure out why the intelligent era calls for the reasons behind the system evolution strategy, in the previous article I specifically studied the nine strategic crises faced by the development of enterprises in the intelligent era and the strategic response to the evolution of the game, insight into the intelligent era of enterprise strategic innovation and change need to be broken the dilemma crisis, namely the crisis of excellence, the crisis of equalization, the crisis of chaos, the crisis of structure, the crisis of paradigm, the crisis of time and space, the crisis of closure, the crisis of knowledge and the crisis of mediocrity. The nine major crises proposed to derive the nine values of the system evolution strategy design, that is, to promote the evolution of enterprises to the highest efficiency of value creation at the system level, and to promote the evolution of enterprises to a higher level of value creation ecosystem.
The focus of this article is to give the theoretical basis and cognitive deduction of the system evolution strategy system, the theoretical basis of the system evolution strategy, in addition to the support based on complex systems, ecosystems, quantum theory and other theories we mentioned earlier, there are also complexity science, development economics, institutional economics, evolutionary economics, innovation theory, Austrian economics and other theories, including scholars' metaphors for biological theory in business management. Combined with the objective characteristics and phenomena presented by the enterprise environment and development in the intelligent era, find part of the theoretical basis while doing application-level innovation, application-level innovation and value, application-level innovation is more conducive to us to do the real practical theoretical framework, which is the original driving force of theoretical innovation, which is the fundamental reason why I emphasize finding theoretical basis, not only theory, knowledge and action, value creation is the only test criterion.
Theoretical metaphors and underlying logic of cognitive change in the strategy of systematic evolution:
Complex systems: system evolution is the objective existence of open complex systems, whether it is the construction of the system architecture at the technical level, or the evolution of the ecosystem in the biological category, or the evolutionary logic and facts in the categories of economics, management, and finance, there is an evolutionary evolution of complex systems, and the intelligent era has exacerbated the complexity and chaos of enterprises, making enterprises present almost comprehensive complex system characteristics, which provides an objective basis and space for us to study the application of system evolution logic at the enterprise level.
System design: The biggest change in the intelligent era is the frequent changes in the internal and external development environment, and innovation has become the norm, no innovation can not adapt to changes in the environment, these changes include changes in policies, market and user changes, changes in resource elements, changes in technology and innovation, changes in information and cognition, patterns and paradigms, etc., frequent multi-dimensional changes prompt enterprises to frame a category and direction, must find unchanged from changes, find order from chaos, and then design, preset, embedding, and create Controlling and leading change is the source of systematic evolution strategy design ideas.
Nested evolution: the system contains a number of subsystems, the outside of the system and into the larger system, we can only from the small system, medium-sized system, large system, giant system, ecosystem level to do an atypical division, the change of the subsystem will not only affect other subsystems, once the fluctuation effect is amplified to a certain extent will affect the change of the entire system, of course, the overall change of the system will affect the change of the subsystem, the system and the system of functional nesting and influencing effects, It provides an evolutionary direction for our systematic evolution strategy.
Overall design: the enterprise system is no longer mechanical, static, closed, linear, balanced, deterministic, objectively the enterprise presents dynamic, open, non-linear, uncertain, non-balanced and other typical characteristics of complex systems, enterprises can no longer operate according to the simple preset plan and trajectory, but first from the overall level of the system insight into the operation logic, law, trend and demands of the enterprise, from the system level to manage the development and growth of the enterprise, it is necessary to preset the direction, paradigm, rules, mechanism, logic, logic for the system. Laws, structures and elements operate according to the logic of systematic evolution to achieve our value demands.
Core appeal: The strategic management of the enterprise is no longer to improve the efficiency of resource allocation, but to improve the efficiency of value creation, to achieve more and more efficient resource value innovation, that is, the core appeal of the system evolution strategy we talked about is to achieve the highest efficiency beyond all systems at the same level to achieve value creation efficiency, and to achieve the value creation paradigm of jumping to a higher level system.
Innovation: Innovation is the norm in the era of intelligence, the changing environment and the emerging innovation, to promote the dynamic evolution of complex systems of enterprises, from time series thinking, innovation within the system will be transmitted to the real system, promote the overall upgrade and transition of the system, the external innovation of the system will affect and force the enterprise system, promote the reshaping of the internal structure and role of the system, and the collaborative innovation of the system and other external systems will cause symbiotic evolution between the system and the system. It can be said that innovation at multiple levels and dimensions is the intrinsic driver of system evolution.
Entrepreneur: Entrepreneur's talent, expectation and originality is the key element to promote the rapid transition of the enterprise system, in the uncertain and chaotic environment, the entrepreneur's talent, expectation and originality is crucial, this insight and creativity can be used as the enterprise genetic inheritance, mutation, but also as an important rule and mechanism of system evolution, through the enterprise system, to guide the development and evolution of the enterprise system.
Gene method: the biological gene theory metaphor into the evolution of the enterprise system, different enterprise gene inheritance, mutation will show different states of development, can be found from the grasp of industrial genes, enterprise genes to find the core competitiveness and development of the core, in order to adapt to changes in the development environment, enterprise genes will also occur genetic and mutation, with the help of biological engineering, genetic engineering theory, to provide a genetic perspective of design, preset, change and even transgenic, reset the genetic composition of the enterprise system, This logic will bring evolution and innovation to the company's development strategy, business structure, industry-finance structure, and intelligent strategy.
Backtracking method: With the help of analogies and metaphors, from the system phenomenon back to the internal logic and deep structure of system evolution, revealing the internal operation logic, structural causation and mechanism of the system, the grasp of the deeper logic and the insight into the future development trend, will help the system design a more scientific and effective evolution model and path, backtrack the micro, meso, macro multi-layer deep logic, and find a law path closer to the system evolution.
Comparative method: The research insight of past successful experiences, patterns and laws can help us to recognize and understand some of the regularities of the evolution of enterprise systems, identify which strategic initiatives and innovations are valuable and continue to have a role, and then apply analogies and backtracking methods to gain insight into the deeper operating logic, structural causation and mechanism of the enterprise system, which helps us design a more scientific and efficient evolutionary logic and mechanism.
Complexity: Complexity represents the characteristics of non-linearity, uncertainty, imbalance, multi-dimensionality, continuity, dynamic change, unmeasurability, chaos, the external market is complex, the industry development is complex, the policy environment is complex, customer needs are complex, technological innovation is complex, the internal and external environment, elements, structure, and role of the enterprise are complex, only by placing the enterprise system in a more complex environment at more levels, can we think about and excavate orderly laws and unchanged logic from the overall level of the system. Only in this way can the rules and mechanisms that affect the system be preset, and can the possible internal structures and external paths be designed.
Regulation: the various subsystems and parts of the system can achieve interactive adjustment and structural change under certain conditions and interventions, so as to realize the operation of the system in a more orderly and efficient direction, this regulation is dynamic and the whole life cycle, grasp the regulatory properties, you can actively preset and condition the strategic management process of uncontrollable, uncertain and abnormal phenomena and deviations, for our active management system evolution process to provide theoretical basis and reference.
Learning: The evolution of enterprise systems requires the management of enterprise organizations, the management of complex and chaotic enterprise systems is not a person or a few people can be completed, must rely on the wisdom of the organization, and the management ability of enterprise organizations by past experience, the current period of reference and cognitive level, as well as the expectations of the future determined, so to improve the whole process of the organization of learning ability, cognitive level, IQ level is the root of the evolution of the management system, the establishment of learning organization, improve the organization IQ is particularly important.
The Origins of Systematic Evolutionary Strategies: Logic from Thought to Philosophy to Methodology (Part I)