Crisis Assets: Quilts For Enterprises To Spend The Winter

Besides the resources needed for normal strategic implementation, enterprises also need to have "reserve assets" that are needed to accumulate uncertainties and risk factors, which is the crisis assets.

It can also be developed and operated, but when the main strategy of the enterprise is needed, its operation should be subordinated to the needs of the main strategy, and when necessary, it can be "safe", thus forming a protective layer of the main strategy of the enterprise.

In the normal operation, enterprises do not put all their cash into the main strategic business activities, leaving some redundancy.

This can only be a critical way of emergency rather than a normal business operation.

Otherwise, once the capital chain breaks, it may lead to the collapse of business operations.

Cash assets can also be invested in projects with low risk and quick realisation, such as treasury bonds and low risk blue chips.

It refers to some business projects other than strategic investment, that is to say, some businesses of enterprises are not required by strategy, but these businesses can reserve certain strength of enterprises. When enterprises' strategic projects need support, enterprises can sell these businesses and get cash in support of the main business of enterprises.

We can often see such a situation when we run a business well. When the business is good, the company will be singing and dancing. If the business is in trouble, what is the trouble? First of all, the inside of the enterprise has been mixed up.

Such a situation is actually related to the usual human resources policy of enterprises. If the human resources policy implemented by ordinary enterprises is only a form of interest to employees, the relationship with employees is only a kind of interest relationship, and employees naturally do not have "obligations" and enterprises to cross difficulties together.

So the so-called organizational assets here are embodied in a personal care beyond employees, respect for employees, concern for employees, the combination of employee's personal career development and enterprise's business. This kind of "Humanistic" accumulation is also a kind of "reserve" of enterprises. When enterprises encounter crises, they are released to help enterprises tide over difficulties.

The relationship between assets and business activities of enterprises, such as suppliers, customers, collaborators and other stakeholders, is the same as organizational assets. If an enterprise is purely a bargaining relationship between suppliers, customers and collaborators in the day-to-day business activities, there will be no obligation and motivation to help the enterprises when there is a crisis in the enterprise, and even the phenomenon of "pushing the wall down" is likely to happen.

Only those partners who are good partners in the eyes of stakeholders can be equally rewarded by the other party.

The accumulation of moral assets is the social responsibility of enterprises to the society. Drucker, a management guru, takes the management of corporate social responsibility as one of the three tasks of management.

In addition to obtaining benefits from the production of products, enterprises must also link with the society, such as providing tax revenue to the state, providing social opportunities for work, but may also bring harm to society, such as eliminating pollutants.

A company that can contribute to the society at the same time of gaining its own interests can be loved by the society. When it has problems, it is willing to let it stay, whether it is the state or the society. Guo Shina, former president of IBM, recalls that when he joined the IBM, he was concerned about the troubled IBM, including the United States President Clinton.

In contrast, the Enron group, the US energy giant, who has entered the top 10 of the world's top 500, tried to cover up the company's dilemma through false accounts, but it quickly collapsed after being discovered.