In the process of enterprise consulting, I often hear some bosses say: When there is no relief throughout the year, it is always busy, the team is busy, all lines are busy, the management can get together once a month, and there is a lack of time to talk about things thoroughly.
Middle-level or grassroots employees will also complain: everyone is busy, and the company is in a hurry to set up a project, promote it urgently, and close it urgently. The second time I did it, it was probably still like this.
Busy, in fact, it is easiest to forget the purpose and goal, often half the work;
Busy, will inevitably stay away from the in-depth study of methods and efficiency, leaving the company into a low level of operation.
Busy, will cultivate lazy and bad people, with busy to cover up low performance.
Busy is an illusion, and when everyone is busy, it is like an illusion created by the collective. Everyone is adding to a bad state, and they are in full swing in tactical actions, operational details, and procedural etiquette. In the end, the collective harvested a low score of performance, and the boss came to carry the pot.
According to my understanding, business operation, this machine, two or three years or three or four business cycles down, for most enterprises: in fact, most things are repeated, either regular or predictable. 80% of the job content, the monthly routine work - the main work - is actually to build the wheel repeatedly - but require better wheel building again and again.
Since it is recognized that repeatedly building wheels is the norm and a reasonable existence, why is it not only difficult for most enterprises to appear more and more relaxed, but often appear more and more tired, and even worse and worse, from top to bottom are easy to get busy and useless?
Sitting on the train, I reflected on the fact that there may be several deep-seated reasons:
1, this enterprise has long been accustomed to doing things behind closed doors, lacking systematic research on the industry and benchmarking, and lacking the grasp of best practice experience of external similar positions/similar projects/similar behaviors. This point actually shows that the depth and motivation to participate in industry competition are actually not enough.
2, or do things behind closed doors, internally, mutual influence, upward and downward effects, there is no attention to internal needs, strategies, methods, processes and the use of information tools, to achieve orderly iteration, to remove the false and the true, through continuous review and summary, the formation of internal best practices on each front, to consolidate the real combat effectiveness.
3, in the corporate culture, or in the work style of the problem, with the collective creation of busy, cover up the professional breakthrough. Ultimately, organizational capacity building is not deliberately refined through "key things" or "major battles". Formation, busy together, bear together dilemma.
4, it may also be in the entrepreneur's personal style, in the name of grasping the big and letting go of the small, the enterprise operation is large and large, and the internal key obstacles have not been broken; in the name of focusing on the results, the optimization and supervision of the light operation process; in the name of attitude greater than ability, the investment in the professional post is insufficient. In the long run, all levels of the enterprise are busy with small things and urgent matters, hula around the idea of their boss, anyway, some people pay the bill, how to talk about it next time.
"Key Business Mechanisms driving growth" is a practical consulting technique to solve the above problems.
The character of managers is not to avoid the deep-seated causes of these problems; and the responsibility of managers is to use a relatively independent and focused attitude to help entrepreneurs solve these root rotten things.
For the purpose of improving competitiveness and performance growth, it is a technical task to establish a useful business mechanism so that most departments and key positions can obtain the rules of scientific operation.