Professional Manager "Three Door"

There are always some owners of small and medium-sized private pharmaceutical enterprises. With the growth of business volume, the team is growing more and more, and more and more business needs to be dealt with.

With the intensification of competition in the pharmaceutical market, they also realize that professional managers are required to operate the business to ensure sustained growth and healthy development of the company.

However, in the western countries, the relatively mature professional manager system has become completely different from the Chinese medicine industry.

In order to solve the so-called "authorization crisis" or "trust" after authorization, domestic pharmaceutical companies often perform the following three episodes.

Only relatives are not virtuous men.

Proximity is the priority, and the relationship is far away.

Plot: a few years ago, the chairman and President of a medium-sized private pharmaceutical company (business owner) talked about the introduction of talents. He said, "when I choose the factory director and other backbone, I always focus on the talent coming out of the place where the chairman is born. These people, even if he doesn't do it any day, is not worried about what's wrong with him because I can reach him in a home with a phone call."

These words make us understand the root causes of many puzzled questions, such as: why does the enterprise hang around for many years but never see dominant growth?

Why did the enterprise produce a large number of substandard products imported from the international first-class production line, and the problem has not been solved?

Even now, the company has worked hard and has been listed on the basis of good government background, but the market sales and management situation has not improved significantly compared with many years ago.

Analysis: the boss chooses professional managers (even the general cadres in the enterprises) as the first element in the so-called "trust".

It is understandable to consider the issue of trust when employing people. But if trust is the only factor, after the establishment of the so-called trust relationship, we will not consider the problems of professional ethics, work attitude and work ability which will have great influence on the performance of enterprises. This will inevitably have a negative impact on the development of enterprises, thus failing to achieve the purpose of using professional managers.

This way can not even be called the introduction of professional managers in a strict sense.

Only employ, do not authorize

Official posts can be given, silver can be granted, and examination and approval rights must not be given.

Plot: the chairman of an old Chinese medicine enterprise has always been happy to introduce senior professional managers.

But all the professional managers who have rushed to the company and prepare for a significant job are not going to fail.

Why?

The answer is: the chairman's way of employing is typical "giving money to officials but not giving them power".

The chairman of the board has formed an unwritten rule inside the enterprise. Regardless of the size and expenditure, the finance department only recognizes the signature of one of the chairman, and others are not in the line of sight of the financial department.

A manager who applied for a job was asked to appoint a letter of appointment to the boss and clarify his terms of reference after he arrived at the enterprise. He hoped that he could have a free hand without the sword of "Shang Fang Bao". But when he arrived at the finance department, the result was still "resisting the purpose and not obeying".

For this phenomenon, the boss always uses "fun" to prevaricate.

Analysis: Generally speaking, there are two kinds of organizational structure design patterns for foreign pharmaceutical enterprises when they introduce high-ranking professionals. One is called "presidential system" and the other is called "cabinet system".

In the "presidential system" mode, the choice of professional managers is mainly "military type" auxiliary talents, and the "cabinet system" mode is the main choice of enterprises.

However, when the majority of pharmaceutical companies choose professional managers, the first thing they think of is: "since the introduction of professional managers at a very high cost, the introduction of talent should be the more senior professional background, the better the ability to operate."

As everyone knows, small feet wear big shoes, not only tired feet, but also a great waste of shoes.

For professional managers, the right to examine and approve positions is the most basic need for their work. Only professional positions without real power can not play a role in practice.

For short-term training.

After burning three fires, go away!

Scenario: a private business owner who works as a health care product, when introducing professional managers, first gives the new manager a 1~2 name as his deputy or assistant as a pretext for the new manager to carry out his work and so on. All activities of professional managers are in his own hands.

When the new professional manager burns the "three fires", the general newcomers will always show their best skills to get the trust of the enterprises. When the plan, the ideas and resources of the integration are completed, the honeymoon period between the enterprise and the new employee will soon be over.

At this point, waiting for the results of new professional managers is basically a "Huashan way".

Every time a company introduces a high-ranking professional manager, it needs to reformulate (not amend) an enterprise's internal management procedures such as organizational structure, job description, workflow, and assessment methods. However, the service life of each program is basically the same as that of the new professional managers.

Analysis: in this drama, the boss of a private enterprise employs a professional manager and asks for a consulting company. He only hopes to get some new ideas or strategies from professional managers, and there is no long-term cooperation idea.

Because the cost of hiring professional managers is far lower than that of consulting firms, it is necessary to expand the horizon by hiring professional managers.

It is hardly known that the competition of enterprises has reached the stage of system competition. It is not helpful for the development of enterprises to rely solely on one move, the two way or even the way of stealing learning.