4+2 Rule: Evergreen Tree Managed

Why do some enterprises take the lead in decades of competition and always take the lead in the competition? What are the dazzling thousands of management tools and skills that really help enterprises to become great organizations? Are there really many business secrets in the world? All along, new management theories are just like a monsoon, hurry up and go fast, one or two years of experience, and managers who are puzzled in practice are often eager to dance with the wind. However, in the circle of wind rushing East and West, it is difficult to achieve the state of wind and waves.

The research team led by Prof. Nitinno Rya, Professor of Business School of Harvard University, has launched a five year "evergreen tree project" (EvergreenProject) since 1996. It has conducted a serious investigation and analysis of more than 200 widely recognized management practices of 160 companies in the 10 years of 1986~1996, and has drawn quite surprising results: the more than 200 management tools and management skills studied, most of them have no direct causal relationship with the performance of enterprises. Instead, grasping the most basic business elements is the key to achieving Zhuo Yue's performance.

The research group of the company has listed the strategy, execution, culture and organizational structure as 4 primary management practices. Talent, innovation, leadership and merger cooperation have been classified into 4 sub management practices. The research finds that those leading enterprises in the industry are exceptions in the 4 principal management practices, and are able to do more in 2 aspects of the 4 management practices. The research group calls this winning combination "4+2" the law of enterprise success.

The results of the study are just as simple as Gerd Bach's conjecture of "1+1". There are no new ways, but 8 old words that the ear has heard cocoon: strategy, execution, culture, organizational structure, talent, innovation, leadership, and merger and cooperation.

Such a long time puzzles the vast problems of managers. According to common sense, the solution should be enlightening and refreshing, but it sounds like a cliche.

Calm down and think about it, there is a sense of urgency.

In recent years, after the bombing of management concepts in academia and the industry, I have no idea that managers in strategy, execution, culture and organization structure, innovation and leadership are few and far between. These terms are often hung on the lips of many managers, but there are several ways to understand their true meaning. This can not just blame our frontline managers, but also the so-called experts and authorities who study and disseminate new knowledge.

Strategy, execution, culture, innovation...

Every book has any brick and is thick, and its version is dazzling. The emphasis of research strategy is "strategy decides success or failure". The claims of research and execution must be "send letters to Garcia", and "details decide success or failure", "innovation is the first driving force" and so on.

According to logic, if everything is the most important, Yudu is not the most important.

The most valuable achievement of the "evergreen tree project" is to clarify the major thinking of management decision making, and has identified 4 principal management practices in many management practices.

The 4 management practices of strategy, execution, culture and organizational structure are just like the basic framework of the building of the enterprise. 4 are indispensable, and the planning and design must be precise and the materials should be labelled with high marks. This is the most basic practice of enterprise management and must be done well.

The evergreen project also points out the alternative ideas of "4 election 2" in talent, innovation, leadership and merger and cooperation. They are like the walls of an enterprise building, which can be mud brick walls, concrete brick walls or glass curtain walls. The walls of the buildings are of course essential, and the specific forms can be chosen.

The "4+2" rule is so clear that the front-line managers are easy to understand and master, avoid eyebrows and beards, or suffer from chronic diseases of headache and pain, so that they can have management practices that are light, heavy, slow and urgent, and ensure sustained and long-term operation and development of enterprises.

People often lack confidence in foreign "monks chanting classics" and feel that they are not good at listening. They are hard to apply to their management practices.

The reason is that many management monograph is biased towards academic research, and is not closely integrated with specific practice, making it difficult for people to find no sense of effective implementation.

The evergreen project clearly shows the symbolic characteristics of effective strategies, execution, culture, organizational structure, talent, innovation, leadership and merger and cooperation, which makes the first-line managers get a very useful reference, and there are many refreshing conclusions.

It is not important for strategic management to determine the strategic direction. It is important to formulate and stick to a clear and focused strategy. Clear expression is conducive to continuous pmission to customers, employees and shareholders. A consensus is formed. Managers must resist the temptation of expansion and concentrate their efforts on core business development.

It is not important to carry out what is important, but how to implement it. First of all, the enterprise first defines which processes are most critical for meeting the needs of customers, and is very clear about the standards that must be achieved for their products and services, then concentrates energy and resources to strive for perfection in operation and execution.

Don't take culture as soft stuff, or think that the role of culture lies in how to add pleasure to work environment. Culture should be compared with operation and establish and maintain a performance oriented culture.

It is not important for an enterprise to take specific organizational structure. The important thing is whether the organizational structure can simplify work, whether it can achieve information sharing, knowledge sharing, and whether it can arouse the enthusiasm and creativity of middle managers and employees.

These clear, specific, and clear viewpoints have a strong guiding role for managers in implementing the 4 primary management practices of strategy, execution, culture and organizational structure.

In fact, the resources and capabilities of an enterprise are relatively limited. Various temptations and competitive pressures are often unpredictable. It is not an easy and great event to do well in these 4 management practices over the past ten years.

If there is no research result of evergreen project and its very convincing argument, it is hard to believe that talent, leadership and innovation are not the primary management practices of enterprises. It is also unbelievable that the 4 management practices must be done in a better way than any other 2 combinations. Any effort beyond the "4+2" rule will not bring extra rewards.

This is a new idea that subverts the traditional theory and inertia thinking. This kind of achievement of "setting things out of chaos" is more valuable for realistic management practice.

Similarly, these 4 items must be marked by management practices.

Firstly, in the Post Internet era, employees' continuity and loyalty to the company are more important than ever. Enterprises should cultivate and promote their stars, retain top talents, and seek more talents. A talented environment is more likely to attract outside talents.

Second, the enterprise should look for new product creativity or technological breakthrough that can promote the whole industry change, proactively anticipate the subversive events in the industry, eliminate the existing products without hesitation and apply new technology to improve all business processes.

Third, CEO has great influence on the business performance of enterprises, but it has nothing to do with CEO's personal characteristics.

CEO should have the ability to establish contacts with employees at all levels and encourage other managers to follow suit, with the ability to detect opportunities and problems as early as possible.

Fourth, enterprise connotative rolling development is necessary, but through acquisitions and mergers, enterprises can also become winners.

Enterprises can enter new businesses that can make use of existing customer relationships to supplement their core strengths through mergers and cooperation, and enter new businesses that can fully utilize their strengths.

In the actual management practice, the 4 secondary management practices need not be comprehensive and outstanding. On the basis of doing the 4 main management practices, enterprises will choose their 2 combinations according to their own resources and capabilities, and combine their business environment.

For many managers, he learned and contacted many modern management theories and knowledge through various channels, but he always felt that many foreign guns were equipped with guns, but when he really went to war, he did not know how to deploy firepower. It seemed that everything was good and everything was important.

I don't know if master is not thorough enough, or is the apprentice not learning home.

The research findings of "evergreen project" are supposed to coincide with the time. Many managers who have been exploring in confusion have a sense of insight. These findings just sort out all kinds of management theories and knowledge. Management thinking also has a concise and clear overall view. It really deserves the motto of "road to Jane". At the same time, it also has the correct value orientation for a variety of management tools and techniques. These seemingly complex and diverse management tools and techniques are powerful weapons for implementing the "4+2" rule, and are essential support and guarantee for management practice.

Like the other scientific discoveries, the success rule of "4+2" is once again verifying a truth: the road to Jane is simple but not simple.