Look At The Survival Crisis Of Modern Enterprises From Myth

To be an enterprise means risk and crisis. Even the most mediocre entrepreneur can understand this.

It is also risky to make films, but it is also necessary to consider input and output, but the difference is that as long as the audience is recognized, the failure will not exceed their psychological endurance.

As far as myth is concerned, there are a lot of serious injuries, such as the India plot with superfluous details, though the spectacle is magnificent but rough, the dialogue is too rigid, and the connection of the plot is unacceptable.

But judging from the comments on the Internet, "myth" is still a good movie. Several failures do not mean unsuccessful.

Some netizens even said, "I have been fooled by the myth."

On the day of October 1st, the national total box office of myth reached 10 million yuan, refreshing the 8 million yuan single day box office record for the first time in September 23rd, and the movie box office's over 100 million yuan has become a foregone conclusion.

However, it is far from that.

Whether it's a big business or a small business, whether it's a global group or an unknown small private workshop.

On the way to success, the business encounter can be called "ambush".

The crisis comes from every corner of the enterprise: strategic decision-making mistakes, blind international diversification, emotional investment impulses, major technical defects or quality problems of products, inefficient organization structure, management confusion, entangled lawsuits, media exposure and so on.

These problems can be turned into a real crisis when conditions are ripe.

The wind rises from the end of the green duckweed.

It is also very necessary for us to know how to circumvent the survival crisis of enterprises when we know the truth and sound the foundation management of enterprises.

In fact, when we analyze every crisis faced by an enterprise, we will find that every crisis has its precursor signs. The key lies in whether the problem has been paid attention before it has become a crisis.

That is: whether the enterprise has set up a pre crisis warning system and a crisis management system after the outbreak of crisis.

Many well-known enterprises at home and abroad have provided us with many lessons from how to establish crisis warning and crisis response system.

Generally speaking, it can be summed up as follows: first, we must establish a strong sense of anxiety within the enterprise.

Ming; two, set up an inter departmental crisis management organization, analyze and study all kinds of potential crisis forms related to the organization, formulate policies and Countermeasures to prevent crises, and put into practice the organization's system and operation mechanism to avoid crises as far as possible; three, establish effective social information feedback mechanism, monitor the changes of the social environment, analyze and predict potential crises, and be ready to grasp the opportunities in the crisis; four, formulate specific strategies and tactics, write specific written plans for crisis management, and maintain the internal circulation channels of information, minimize the destructive impact of the crisis on the reputation of organizations, and establish effective communication channels; five, establish good interaction and cooperation with the outside world, and improve the external living environment of enterprises. The reason why HUAWEI boss Ren Zhengfei "HUAWEI winter" has aroused strong repercussions in the industry is that the awareness of enterprise development which has been publicized has created a strong common sense among the industry.

In short, there is no myth to be an enterprise.

If it is allowed to have a myth, it must be a story that has passed.

Because of myth, forever is just a story.