Once upon a time there was a mountain, there was a temple in the mountain, there were three monks in the temple, this is a story that has been familiar since childhood, what inspiration did you have? This little story tells us a big truth: to solve the problem, we need to grasp the essence of the problem, and we cannot complicate simple problems. Essentially there is a question of how to get the resources, the people, and how to get them.
The first approach: mechanism innovation
Let the three monks engage in a relay race, each one picks a section, everyone is not tired, the water is quickly filled, this is a collaborative method, called "mechanism innovation"
The second approach: management innovation
The old monk made a new temple rule, who picks more water to eat more and add a dish, who picks less white rice, the result of the three monks are desperately trying to carry water, this method is called "management innovation".
The third approach: technological innovation
The three monks discussed that it was too tiring to carry water every day, so they used bamboo on the mountain to make a pipe to divert water to the temple, which is called "technological innovation". The innovation allowed the three monks to stop worrying about draught.
First, understand the current situation of the enterprise
Bosses like to say that they can clearly measure the current business --- i.e. profits and losses. But companies making money today are likely to be due to informed decisions made many years ago. Now the company's managers may make the wrong decisions, which will cause the company to suffer for the next decade.
Most poorly shaped organizations have habitually turned a blind eye to their shortcomings. They endure disasters not because they cannot solve their own problems, but because they are unwilling to face up to their own problems. They look directly at their mistakes and see them as advantages and necessities.
Like people and plants, organizations have a life cycle. But there is a difference between tissues and people and plants, and their life cycles are unpredictable. The decay of the organization is avoidable, and stagnation is also avoidable. Organizations can constantly update themselves.
The Nine Rules of Organizational Change
First rule: The organization must have a plan to effectively complement and develop talent
Organizations must formulate policies to supplement talents, and organizations must formulate positive and constructive career development plans.
The second rule: a good environment must be provided for the individual
Organizations that wear out the personality of their members will seriously damage their ability to change.
The third rule: Organizations must have a fixed system of self-criticism
Create an atmosphere where anyone can express themselves directly. The truth-teller should have one foot in the horse's pedal.
The fourth rule: the internal structure is flexible
Social specialization and division of labor are central problems of modern organization, and most organizations are structured to solve problems that no longer exist.
Fifth rule: The organization must have a proper internally activated system
On the one hand, renewal is a bit like a creation—it requires a lot of, varied factors that combine and recombine infinitely. Easy communication facilitates this recombination, which in turn hinders recombination.
Sixth rule: People are subject to their own procedures, and organizations must somehow avoid this
The more rules and regulations, the fewer ideas people have. People by nature like to do things according to convention. Sometimes the organizational procedures that people have developed to achieve their goals have hindered the achievement of these goals in long-term practice.
Seventh rule: Vested interests may arise in all personnel institutions, and organizations that can be constantly renewed have ways to eliminate such vested interests.
We usually associate vested interests with rich and powerful people, but vested interests exist in various sectors in organizations. A smart manager should look at the long run, and keeping the organization alive is the most important vested interest of everyone. If the organization does not remain vibrant, all people will suffer losses.
Eighth rule: Organizations that are able to constantly update should be interested in their own future, not their own history
Innovation is the philosophy that guides all the affairs of the organization, and the development plan must be based on this philosophy of innovation. A research program is a forward-looking approach, and if the entire organization does not have the habit of looking forward, the research program is unlikely to thrive.
Third, the ten rules of evergreen enterprise foundation
1. Goal
The need for great ideas when starting a company. Very few companies have a great idea when they start. Many companies, such as Hewlett-Packard and Sony, did not have a specific idea when they first started. Others have just failed miserably. In fact, this great idea that was developed at the outset often makes it difficult for companies to work around.
2. Leadership
Companies with great development must have far-sighted leadership, not to develop the company needs far-sighted leadership, but to have far-sighted leadership to determine the long-term development of the company.
3. Profit
When the most successful companies are created, they can make great profits. The truth, however, is that while they make a profit, their profits are not the highest of all companies.
4. Values and culture
Long-term companies share a common core value. But values vary depending on the company culture. There is only change in what exists that is eternal.
However, core values can exist for more than 100 years, and many core values have already done this.
A company based on long-term development is the place where every employee works most. But only if you adapt to the company's culture and ideas, the company becomes a good working environment.
5) Highly successful companies often implement their important steps through several smart integrated plans. They used many measures, but only those that worked well.
6) Companies should hire CEOs from outside to spur change in the company. Many companies also have internally transformative factors.
7, the most successful companies are committed to winning the competition. Their opponents are themselves.
8, when making decisions, it is not all either-or, and there are also times when it can be both.
9. Evergreen companies have factors that make them evergreen, but this is not a factor, but a way of doing business.
10. At the critical moment, the company should keep a cool head, and only a cool-headed company can avoid risks.
Fourth, the ten genes of the enterprise from excellent to excellent
1, the leaders of these companies have humble and professional personal qualities.
2) People are not the most important assets, but some people are the most important assets.
3. Face up to the reality of threats. They must have the confidence to win in the end, but they must also confront the problems that pose a threat in reality.
4) There must be a belief that they can make themselves the best company in the world.
5. Form a culture of discipline.
When companies hire disciplined employees, hierarchies and bureaucratic management are unnecessary.
6. Technology promotion
Technology alone is not the main thing, but more importantly, the root cause that makes it great or weak.
7. Process
The transition from good to great is not instantaneous, but an uninterrupted process of transcendence. The companies studied took at least 15 years to make this transition.