CEO Must Manage Three Internal Strengths

The essence of management lies in the integration of the two sides. In the book of success, the author wrote vividly: "what is management?

Like a square, like an arc, it is like a copper coin in the Qing Dynasty as the currency of circulation: the inner circle. "

Now I will try to figure out the taste again and feel that the name should be given to management. It is called "the unity of the square and the square," Peter.

Dulake said, "management is the principle".

That is to say, the essence of management is square, and the most original thing is standardization, process and rasterization.

Management is to make "standard". "CEO", a famous international hotel in the industry, has always wanted to find a Chinese restaurant with potential Chinese restaurants.

At one time, he came to a restaurant already famous in the neighborhood. He ate at that restaurant for two days, and every time he ordered the same three dishes: stir fried vegetables, fried fish, tomato and mustard soup.

He met the owner of the restaurant with interest, and said with great admiration, "I have stayed in your store for two days.

To my surprise, the same dish that came out three times at different times has almost the same flavor and style. This shows that the kitchen technology is very particular and the operation standard is in place. "

The CEO is so old that he sees the standard; the boss is also very expert in what he does.

Every man has his own standards and everything has standards.

Taylor, the originator of western scientific management, began with standardized research. The first automatic production line of Ford automobile was derived from standardization of parts. The essence of the global ISO quality system was launched by standards; the most fashionable ERP was nothing more than the integration of information and program standardization; the rapid rise of PC as an industry in the global economic field depended on standardization to activate the entire industrial chain; one of the secrets of international companies was that they had the ability to generate and replicate internal standardization, which embodied in the process of process standardization, standardization of procedures, standardization of work and standardization of working terms.

No wonder there are "first-class enterprises to do standards".

Therefore, no matter how the modern management evolves and how the concept is fashionably renovated, its core is still good standards.

In this respect, it is precisely the weakness of domestic enterprises. The management of the company is to play the "process". If the standard is a point, then the process is a chain.

The ultimate achievement of managerial wisdom lies in the integration of cross cutting and vertical cutting, making the process short and effective.

People often like to compare China's manufacturing industry with India's software industry. One of the differences is that the process management of Chinese software companies lags far behind that of India enterprises.

Taking the CMM5 assessment of the international authoritative software industry as an example, there are only 10 domestic enterprises and 50 as many as India.

In fact, an important feature of modern management is the "play" process to a great extent.

大到一個企業戰略：IBM賣掉個人PC業務，本質就是縮短流程，裁掉了價值鏈中的累贅部分PC，集合優勢做好企業市場；中到企業內部生產鏈的切合：如何充分利用現有資源極度豐富的條件，考慮把自己的后院變成他人的前庭，把自己的弱項交給別人成為強項，聚焦自己最有效部分，最直接地靠近客戶，如戴爾；小到公司內部的細微末節：為了適應外貿服裝行業對交貨期日趨縮短的新需求，最近筆者所在公司正在地調整現有訂單流程，借助于ERP信息集成優勢，強調一次把事情做正確；首先把客戶的原始訂單信息吃準，去掉多余程序，最后將原來的入庫單、出庫單、送貨單、提貨單四張單據，合并為一張裝箱單；這樣簡單明了，不失為一條提高效率的絕佳路徑。

When people find that a person makes a needle, and its efficiency is far less than that of dozens of individuals and the division of labor, the volume of production is faster. It is astonished to find that the industrial economy has replaced the agricultural (manual) economy, the social division of labor.

Efficiency comes from division of labor.

One of the core tasks of the organization is to weave a raster like organism, to think of the "human" as the "spiritual component", and to embed it into the executor in front of the standard. In front of the program, it is a faithful and strict connector. Just like the employees of McDonald's, the execution of the operation process is strictly controlled according to the technological temperature, and there is little room for implementation.

The concept of raster management is not contrary to the humanization of management. It is the two aspect of the same problem.

Because smart organizations will follow these iron rules: giving power to people and organizing power; giving people space and organizing space; giving people rules, organizations will be efficient; giving people benefits and organizations will have benefits.

Therefore, the organization puts a living person in the grid, and should scientifically set up controllable space, including the right, responsibility and profit that people feel.

There are always two objectives in the development of modern management theory: how to manage more scientifically and how to be more humane.

If the latter is considered to be more bright than the former, it is so wrong. "

That's what management master Hamel said.