Soft Power Of Enterprises: Resisting Change With Speed

In the Pyramid hierarchical system of soft power of enterprises, environmental contingency foresees the goal that enterprises can live in at the present stage, and the market is changing rapidly. The soft power of enterprises is characterized by specific deterministic guidance uncertainty, and the efficient, flexible and quick resource integration function can meet the changing needs of customers.

This is the relationship between the tactical sub minute and the second hand of Deng Zhenghong's soft power "axis running time model", which is based on speed to resist change.

Although value innovation is the highest form of the soft power of enterprises, the competitive environment needs more efficiency. Living below is the strategic goal of the enterprise at present. The integration of resources led by the environment is to meet the needs of customers quickly.

Today's society is changing rapidly, and the speed of change is accelerating. It is called "the 10 Speed era".

How to keep pace with the times and how to adapt to fast changing needs?

The only answer is quick response and strain.

Deng Zhenghong, the founder of enterprise survival management expert and enterprise's future survival management thought, believes that future competition is not only more important than quality, but also more important than price and service.

In the market operation and competition, business opportunities are fleeting. The first step is victory, and half a step behind is likely to fail.

Quick response, quick decision and quick action are the key factors for Taiwan Chi Mei to become the world's largest ABS manufacturer.

Citibank has shortened the loan operation time from 5 days to 15, increasing the volume of business and improving its performance significantly.

Darwin once said: "contingency is also a fighting power, and it is also an important fighting force."

"Napoleon is not the most powerful or intelligent species, but the most changeable species."

In the fierce market competition, we must not change because of change.

Many losers are stubbornly bent on fighting for the sword, and finally fail. How many outstanding people can change their contingency because of their flexibility, thus leading to the successful palace.

In this speeding and dynamic society, any static braking tactics will be out of date. Only by dynamic braking can we solve the problem.

When the opponent is unchanged, we must start to change; when the opponent slowly changes, we need to change quickly; when the opponent is fast changing, we must make a thorough change.

There are two main aspects of enterprises' resilience.

One is the ability to cope with internal changes; the other is the ability to cope with external changes.

For internal changes, managers should first make good job adjustment and adjustment of responsibilities, so that employees can adapt themselves to the external environment.

And the ability to cope with external changes.

External changes include changes in the market, competitors, environment, technology and so on. Enterprises should constantly adjust their management mode and stage strategic direction according to these changes.

Change is a continuous process. Therefore, it is a continuous process for an enterprise to cope with changes. It is not a change. Once adapting to a situation, everything is great, but changing and adapting constantly.

To maintain the quality of this continuous change, enterprises must cultivate low level soft power and gradually solidify innovation into the core content of enterprises in the continuous response, laying a solid foundation for further enhancing the soft power level of enterprises.

The foundation of the market competition is based on the core viability of the enterprise, and the core viability is supported by the core concept and core competence.

If the enterprise has continuously pursued the idea of change and innovation as the core idea, the core competence should fully show the individuality of enterprise pformation and innovation.

Independent intellectual property rights are the main hardware that constitutes the core competence of enterprises, and the independent intellectual property rights come from continuous independent innovation.

Because independent innovation not only enables enterprises to make a qualitative leap in product development, technological progress and personnel training, but also enhances the ability of enterprises to adapt to the market.

The domestic market is the foundation for the survival and development of enterprises, and the international market is a catalyst for enterprises to become bigger and stronger.

Unremitting independent innovation relies on faster market adaptability and sensitive strain.

Although the initial cost of independent innovation is very high, it avoids the high cost and continuous technological restraint brought by the introduction of technology, avoids the sales restrictions brought by market protection, and avoids the unfavorable factors caused by the massive outflow of profits to the sustainable development of enterprises.

Independent innovation is of great significance to the formation of the core competitiveness of enterprises. Only in this way can enterprises truly grasp the fate of their own survival and development.

Only by adapting to changes and meeting changes can we find the survival point of enterprises.

If a company keeps a fixed management mode and does not adjust its strategy and tactics according to the changes of external and internal factors, its competition in the fierce market will weaken or even fail.

This is the principle of "soft core of enterprise" changing at the core moment.

Now, it is an era full of "change": market is changing, demand is changing, target customers are changing, competitors are changing, production costs are changing, production and sales are changing, prices are changing, employees are changing, partners are changing, planning is changing, and changing is happening all the time.

The only constant change in the world is "change". Everything is changing.

In the face of ever-changing internal and external environment, how should enterprises respond?

In a word, that is to change.

We should not only discover changes, adapt to changes, but also seek to change and respond to changes.

Enterprises should be pformed into "responsive organizations".

In 2002, nearly 40% of the US CEO was dismissal, and the elimination rate increased by 25% compared with 2001.

In 90s, the dismissal rate of CEO was 3 times higher than that of 80s.

High position, high salary and high risk point out that CEO should have the ability to deal with various variables.

A highly responsive CEO should be able to grasp the speed, innovation, pparency and strength of competitors in the organization, be able to see the changes in technology, and create value and win customers. It is a good risk manager. These risks include interest rate, credit and price changes and the possible impact of government policy changes.

"Contingency" is "survival of the fittest" for political leaders; for leaders of enterprises, "change can make profits"; for every one of us, "contingency" means "improvement" from "change".

For any enterprise, in today's fierce competition, in the face of the changing market, only a quick and sensitive response and adjustment capability can the enterprise be invincible.

Therefore, rapid response and adaptability are the magic weapon for enterprises to win the competition.

However, enterprises should see what kind of ecological environment they are in, and find the most suitable space for your survival and development.

In 1997, during the financial crisis that swept across Asia, Samsung Electronics was also in deep trouble, carrying 17 billion dollars in debt.

However, Samsung Electronics has not given up, but is actively changing.

We should establish a structural adjustment department, which is responsible for large-scale structural adjustment, so as to complete the pformation from household electrical appliance enterprises to electronic enterprises.

In the global strategy, corporate culture, human resources, technology research and development, brand image, supervision mechanism, financial management, information management and other aspects have made corresponding adjustments, and achieved remarkable results.

Li Jianxi, chief executive and chairman of the group, said: "if we want to have world-class competitiveness, we must be brave enough to change everything except wife and son."

The change made Samsung Electronics fully make up deficits and increase profits. From 1999 to 2001, it made a profit of up to 11 billion dollars.

In 2002, Samsung Electronics has become the world's largest memory chip, flat screen display and color TV manufacturer, and the third largest mobile phone manufacturers. It has set up 89 branches in 47 countries, and announced that it will become the "leader of digital integration revolution" by 2010, and is among the top three in the world.

In 2005, despite the warming trend of global aviation industry, fuel prices surged, pport capacity and competition intensified, making the aviation industry still unable to get out of the shadow of the overall loss.

Even if there are all kinds of unfavorable factors, we can not prevent some aggressive airlines from flying against the trend.

In the United States, the number of passengers carried by Budget airline company, such as Southwest Airlines and JetBlue, has increased from 6% in the United States to 33% in 1990. In Europe, the old airline companies represented by French airways have also achieved impressive results. In South Korea, the Korean Airline has formulated and implemented the Grand Strategy of "global aviation leader". Through a series of investment, Brand Revitalization and service promotion activities, it has made new achievements on the basis of the world's number one freight volume in 2004.

These enterprises that have been in contrarian growth have brought hope to the global aviation industry, and the rising track of Korean air in steady development has become a hot spot for people to explore.

What factors drive the steady growth of Korean Air performance?

Zhao Lianghao, chairman and chief executive officer, explained that "the achievement has come from our active strategy, that is, we must unremittingly develop new markets, improve our infrastructure and establish strategic partnerships to meet the growing needs of our customers."

Indeed, the steady rise of Korean Air performance is inseparable from its positive development strategy in recent years. As early as 2004, Zhao Lianghao put forward the concept of "no change in the uncertain business environment and no survival", and formulated the grand strategy of becoming the world's largest air cargo company in 2007, reaching the world's top ten passenger volume in 2010 and providing world-class passenger services.

In order to fulfill its commitments, the Korean Airline has invested 10 trillion won in the purchase of long distance cargo pporters and the world's first Internet wide cargo tracking system, and has invested $53 million for upgrading cargo pportation facilities. Meanwhile, it has increased investment and business development in some fast-growing markets such as China.

Zhao Lianghao said that 2006 is the key year for Korean air to complete its grand strategy. To achieve the goal of providing the world's top ten passenger services and providing world-class passenger services in 2010, the performance of 2006 is crucial.

Air Korea will carry out its strategy of "changing contingency", through the implementation of a series of new changes and investment plans, as well as the rapid expansion of China and other markets, and create brilliant results on the basis of steady growth in performance.