Learning The Six Powerful Managerial Leverage Of Transnational Corporations

"We should face a basic reality. This is the gap between Chinese excellent enterprises and world-class enterprises. In fact, it is not only a strategic level but a holistic one." I do not know whether Chinese entrepreneurs are soberly aware that the real challenge of WTO lies in the "international rules and world-class operation" - the challenge is fatal.

When I was studying at the Business School of Columbia University, I participated in the research on competitiveness of hundreds of multinational companies in 12 countries.

Drawing on the standards of the national enterprise quality award, the study established an evaluation system for enterprise development from 6 aspects: 1. strategic planning, 2. performance management, 3. enterprise culture, 4. company management control, 5. marketing, 6. leadership and team.

On this basis, I have done some research based on the specific conditions of Chinese enterprises.

Strategy: the gap between the VS system and the strategy is centered on the "authoritative strategy" of the Chinese enterprises. The world-class firms takes the system and culture as the center.

At present, Chinese entrepreneurs are divided into two camps: one is the market politician centered on "authoritative strategy", the other is the strategic management camp centered on "system and culture".

What is a Strategic Manager? Seize opportunity is strategy, persistence is management, these two are organic unity, indispensable.

So far, almost all outstanding entrepreneurs in China have been born under the "dual track" system of planning and market.

In the "market" environment, they understand the competitive strategy of the "director of state", but they need to understand "politics" under the "aftertaste" of the plan.

Therefore, I would like to present a considerable number of entrepreneurs on the table call the "market statesman".

The entry of WTO into China will mark the end of Chinese entrepreneurs' reliance on power management enterprises, as well as the beginning of relying on institutions and exploring intelligence management enterprises.

Performance: shortsighted VS long term gap, Chinese enterprises manage staff's present, world-class firms manages staff's future.

Performance management can be summed up in two sentences: first, how do you bring your employees into full play to achieve your business goals? Secondly, how do you evaluate employees' contribution to the enterprise and then give feedback to employees?

This is a contradictory and unified two aspects.

The practice of world-class enterprises is to invest in the future of employees and get the company's future.

To this end, world-class enterprises have trained a large number of employees, encouraging team spirit and publicizing corporate culture. These measures are designed to enhance employees' confidence in themselves and the future of the enterprise, and to exert their abilities through expected management.

The problem of many enterprises in China is that they only focus on short-term results, pay attention to people's short-term performance rather than focus on capacity development.

When you get short-term evaluation from entrepreneurs, you choose short-term behavior, and your short-term behavior will encourage enterprises to evaluate you in a more short-sighted way.

This makes the vision of entrepreneurs and employees more and more short-sighted, and finally falls into a vicious circle.

When things are going well, the two sides are at peace, and when things go wrong, the conflict between the two sides will intensify, and the conflict will evolve into a "tyrant" and a "mob".

The culture of VS: the gap between tools and beliefs of VS. Chinese enterprises use their performance to pool their employees, and world-class firms uses culture to coagulate their employees.

The essence of corporate culture is what the enterprise uses to unite people's hearts. There are three elements for an enterprise to gather people's hearts: vision, core values and strategic goals.

The vision of many Chinese enterprises is often the great business of the individual entrepreneurs, the great vision is only the tools and appendages to realize the individual ambition of the entrepreneur, not the common pursuit of all the employees.

In some Chinese enterprises, core values are only means.

Some entrepreneurs often talk about people's heart and soul in terms of "people first" and "consumers are God". Once the interests are present, all benevolence and morality will stand aside.

Why do we generally feel that there is a credit crisis in the business circle? In essence, it is a win-win relationship between enterprises and employees and consumers, rather than a symbiotic relationship.

The "utilization" will only bring about a general sense of being deceived and frustrated, and the sense of being deceived and frustrated will lead to the moral crisis of the whole business society.

Many entrepreneurs in China can not get rid of the "rich mentality" in the strategic choice and formulation of enterprises.

This shows that: by spending money on technology and equipment to rapidly and innumerable mass, it is rare to analyze the value chain of an industry by spending time and energy studying the laws of industry.

Control of the VS process: the gap between the able person and the VS process. The Chinese enterprises use the ability management and control company. The world-class firms uses process management to control the company.

The control of our Chinese enterprises to the company is mostly done by people rather than by the system and process system.

Such a result will inevitably bring about the economy of the princes.

This kind of management and control can expand in quantity in the short term, but can not get quality improvement. Although Jinyu is out there, it has been hidden away.

First of all, the economy of the princes and the whole enterprises can still be small. If there is a big one, there will be a problem of resource sharing, which will lead to the overall diseconomy.

Secondly, the risk is enormous and relies entirely on people to manage. The boss must make greater efforts to pacify these people, otherwise these people may have another mountain top.

Thirdly, it can not cultivate employees' sense of professionalism, because they only have a sense of professionalism in accordance with procedures and procedures.

The management and control of world-class enterprises are carried out through processes.

For example, human resources, from recruitment to training, and promotion process, everyone will have very clear expectations. Everyone knows very well what will be rewarded and what will be punished.

Marketing: the use of VS awe gap gap, Chinese enterprises use the naive consumer, world-class firms to promote the maturity of consumers.

Zhang Ruimin said, "trembling with fear, walking on thin ice".

The truth behind this is that we can get wealth because we can provide consumers with value.

If we want to truly grasp the consumer, we must have an awe in mind and constantly understand and think about him, like the pursuit of truth.

However, our entrepreneurs have no fear of consumers in their bones. They think they can use strategies to get consumers, so they will use exaggerated advertisements to please consumers and gain growth with painstakingly "promises".

On the contrary, all world-class firms are committed to developing a mature market, working together with consumers, and even helping consumers become more rational and mature.

All world-class firms in the enterprise management, in the two value chain are intensive farming: one is the consumer value chain, the other is the value chain.

Consumers' value chain is not a point, but a continuous chain. Brand, advertising and service are all a way to satisfy consumers' value.

The business value chain is about the efficiency of the operation process.

When an enterprise is competing, it does not use a certain point, but uses the whole process to form a system to provide consumers with value.

Leadership: smart people, VS, the gap between the truth and the truth. Chinese enterprises emphasize the importance of being smart, and the world-class firms stresses the importance of doing serious things.

Many Chinese entrepreneurs have deep imperial complex and have strong dominating desire. They like to study "manipulation of human beings", like "good teachers" and "leadership" in their minds.

Of course, it is unfair for us to push all the reasons on entrepreneurs.

Speaking from the cultural tradition, the real biggest problem of Chinese enterprises is that people have not learned to be "led".

In a business, there is only one person who is not led by the company. Others should not only lead others, but also be led.

At this time, you will find that we often use the "leadership" approach to "be led": I am now obedience to you, not to admit that the level is worse than you, but because your power is bigger than mine, so I will vote for you.

When I have power, I will lead you again.

And the consequences of simply indulging in power will lead to the indulgence of human nature to power, resulting in the evolution of enterprises into a conspiracy organization.

The world-class firms emphasizes the principle centered leadership and emphasizes cooperation on the basis of equality of power and obligation.

They are building a strong leadership team that does not rely on any individual, and senior managers regularly spend time with employees, customers and other key personnel.

They emphasize the establishment of a systematic capability from planning to performance.

In this system, it is a team rather than an individual, and has become the core support of the core competence of an enterprise.