Readers with experience in enterprises, especially those who have worked in some large-scale enterprises, must have a deep understanding of the various processes, which are often vast and huge, and even become a problem that many professionals must face.
So how does the process come about? In fact, this is also a symbol of enterprise management progress, because with the process, a variety of processes can run naturally, so that the enterprise can get out of the human system, with the help of the system to run in an orderly manner.
However, for enterprises, the process is a process of continuous refinement, so there is a continuous layer of increase, and there is a continuous accumulation of processes, which eventually makes the process of some enterprises become an obstacle to the development of the enterprise, so that the advanced experience in enterprise management has become a resistance to the development of the enterprise.
This is also the reason why many people in the workplace feel miserable when they talk about the process. Why is this so? Is there a good way to change this? Can you play to the advantages of the process and avoid its drawbacks? In the real enterprise management, is there a successful case of process use, and the process is used just right, so that it can really become a long-term help for the long-term stability of the enterprise?
In fact, such an excellent company is Huawei, which we often hear about. It is indeed a benchmark for national enterprises in the mainland, and it has maintained excellent development under any adversity. A very important part of this is due to the process, which is Huawei's enterprise management philosophy.
In this sense, Huawei's experience needs to be continuously summarized and passed on to more other enterprises, so that other enterprises can have a clearer understanding of the process, give full play to the advantages of the process, and let process management escort the development of the enterprise.
Yang Yong, winner of Huawei's "Gold Medal Team Award", is an R&D and process expert, and after he left Huawei, he has been committed to promoting the concept of process management, and passing on the core concepts of process based on Huawei's superior experience to serve more enterprises.
Now, with his book "Process is Organization: Huawei's Business Management Logic for Efficient Growth", he provides us with the experience gained by dismantling Huawei's three core processes, and applying them to solve the problems encountered by many other enterprises.
For example, many enterprises mentioned above will face continuous accumulation and redundancy when using process management, resulting in process jamming, and the author also gives a detailed process sorting solution.
In this book, the author provides a detailed explanation of process planning, so that all business leaders can truly understand the role of process. In this solution, the author mainly emphasizes that the "backbone of the process should be stable, but the end should be flexible", which can not only give full play to the advantages of the process, but also will not cause various problems due to the rigidity of the process.
What to do exactly? The author also gives detailed process dismantling steps, so that enterprises can have the clearest understanding of the process, be able to deal with the symptoms, and effectively solve the problems that cause the enterprise process to be stuck.
For any business leader, or reader who wants to be a business leader, knowledge of the process requires a detailed understanding. Through this book, based on Huawei's experience and the process improvement of a large number of other enterprises, we will complete the understanding of these contents, and sort out the real role of processes in enterprise management. #企业管理##企业##流程管理#