The Soft Power Of Enterprises Is A Spectacular Iceberg.

The grandeur of icebergs is not due to its outward glory, but to the wide and thick undersea.

Deng Zhenghong, the founder of the enterprise survival management expert and the enterprise's future survival management thought, believes that the soft power of an enterprise is also like an iceberg. It will not bring hundreds of thousands or millions of benefits directly to the enterprise. But in the long term development, the soft power of the enterprise can bring the invisible benefits to the enterprise far more than the economic benefits. It is not measured by millions or tens of millions.

When the Japanese government summarized the rapid development experience of the Meiji Restoration period, it published a white paper. One of the words was thought-provoking: "the three elements of Japanese economic development: the first is spirit, the second is regulation, and the third is capital.

The proportion of these three elements is 50% of the mental, 40% of the regulations and 10% of the capital.

This shows that capital is not the key factor, and the soft power of culture is the most important factor.

DELL (MichaelDell), a new model of computer sales, has a unique sense of corporate culture.

He said: "how can we maintain the spirit of challengers when we grow at an unprecedented speed?

So far, the most mysterious aspect I have encountered in management is culture. "

In 1932, in his documentary "afternoon death", Hemingway first compared literary creation to iceberg floating on the ocean. He said, "the grandeur of the iceberg movement is because he has only 1/8 of it on the surface of the water."

In literature, words and images are so-called "1/8", while emotions and thoughts are so-called "7/8".

The former two are concrete and the latter two are in the former two.

Later, when we are studying any literary works, we always have to make clear the "7/8" of underwater, first of all, because this part is the foundation of iceberg.

Western scholars have made a simile: management is like an iceberg floating in the sea. The part that exposing the water surface accounts for 1/3, which is roughly equivalent to the tangible management of management organization, system, technology, means and methods. Hidden in the water part, it accounts for 2/3, which is roughly equivalent to the intangible management of values, interpersonal relationships, cultural traditions, customs and habits of the members of the organization.

Traditional management focuses more on visible management, which accounts for 1/3. Corporate culture focuses on intangible management, which accounts for 2/3.

This analogy is expounded from the difference between corporate culture management and traditional enterprise management.

Deng Zhenghong, the founder of enterprise survival management expert and enterprise's future survival management thought, uses this analogy to illustrate the core factors of soft power of an enterprise.

Corporate culture is like an iceberg floating in the sea. The part that exposing the water surface accounts for 3/4, which is roughly equivalent to material culture, behavior culture, system culture and other tangible corporate culture of enterprise culture. Hidden in the water part, it accounts for 1/4, which is roughly equivalent to the invisible way of enterprise's core idea.

Most people value the corporate culture exposed on the surface of 3/4, but they ignore the core idea that is hidden in the water and occupies only 1/4.

This division is also more in line with the 80/20 rule. The core concept is a key minority in the corporate culture system, and it is also the most crucial factor determining the soft power of the enterprise.

From the day of birth, enterprises, like children, have something different from others. For example, they have their own looks and personalities, and then form moral consciousness, ideological form and ideal vision in the process of development. This is like an enterprise forming a "road" in the development process, and it is also an enterprise that accumulates and shapes its own soft power.

It seems that the external performance of the soft power of enterprises is very extensive, basically covering all aspects of the enterprise, but the most important thing is to pay attention to the way of management, cultivate the spirit of enterprise and shape the image of an enterprise.

Therefore, the soft power of enterprises is the most valuable asset of an enterprise. Although it is intangible, it can not be seen, but it can be felt by heart.

Konosuke Matsushita is a master from visible to invisible. The tangible achievements of Matsushita are today's achievements. The cultural atmosphere of Matsushita is attracting more pilgrims.

He has such a deep philosophical saying: "when there are 100 employees, I must stand at the front of the staff and take the lead and give orders. When the staff increase to 1000, I must stand among the staff and ask the staff to help each other; when the staff reaches 10 thousand, I have to stand behind the staff and be grateful; if the staff increase to 50 thousand to 100 000 people, they will not only be thankful but not enough, so they must lead their hands with the pious spirit of worship."

Deng Zhenghong believes that the core secret of an enterprise that survives for more than fifty years is not the product that people usually think of, but the soft power of their enterprises.

The core of the survival of enterprises lies in the soft power of enterprises. This is the soul of the future survival of enterprises. The soft power of enterprises lies in the insistence and application of core concepts. It is the core ability of enterprises to guide the operation and management by the core concept.

Collins and Paule, author of "evergreen", said: "Visionary Companies carefully maintains and protects core values, but all appearances of core concepts can be changed and evolved."

"The most important thing is not to confuse core concepts with culture, strategy, tactics, homework, policies or other non core practices.

After a long period of time, cultural standards must be changed, strategies must be changed, product lines must be changed, objectives must be changed, authorities must be changed, management policies must be changed, organizational structures must be changed, and reward systems must be changed.

Finally, if the company wants to become a Visionary Companies, the only thing that should not be changed is the core idea.

The core value foundation of Visionary Companies is stable, but it will not change with the trend of the times. In some cases, the core value has remained unchanged for more than 100 years.

The basic purpose and survival reasons of Visionary Companies can be used as guiding lights for thousands of years, just like the stars on the horizon.

Deng Zhenghong's theory of soft power of enterprises points out that the core of the core concept represents the origin of things and belongs to the category of "material".