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How To Make Execution More Vigorous

2008/11/14 9:35:00 41893

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The topic of executive power is already old teeth and new teeth. There are a lot of theories about how to effectively execute them. But I still see too many business executives complaining about the lack of executive power.

Many CEOs have asked me whether the problem of low executive ability is a system or not.

Usually, they will get an answer like this: they can not, and effective implementation is more than "system" and "human" factor.

First of all, we must be clear about whether executive power is effective. It is not a matter of a certain individual or a department below. It is a matter that runs through the enterprise from top to bottom. The chairman of the highest level can not get rid of the relationship between the most grass-roots gatekeeper.

We have conducted a survey, the reasons for the low executive power of enterprises are 40% because of the lack of effective management processes, mechanisms and assessment. 20%, because the implementation strategy and tactics are not clear, 15% is the lack of executive ability of the practical operators, and 15% because the staff's sense of responsibility is not enough. 10%, because of poor information communication leads directly to the execution of the aliasing.

It can be seen from the data that 60% is because of the reasons of management, and always complains that the executive power is not good, but it is precisely these middle and top managers.

Former general electric CEO Jack Welch said: "if you choose the right people, give them the opportunity to display, and reward as a carrier, then there is almost no need to worry about their execution."

The simple words cover three important information:

First, choose the right person to ensure that the company has enough executive power.

Moreover, "giving them the opportunity to show" indicates that the development strategy of an enterprise must be linked with people, so that there is no need to use large quantities of materials and materials.

Third, with remuneration as a carrier, it means that enterprises should have an effective incentive mechanism for rewards and penalties.

And who will do these three things?

Of course, the top managers!

Therefore, executive power is a system of links. In the past experience, I summed up the four core of the execution system. If execution is effective, it is necessary to create an enterprise's own execution system, and to create an executive power system, we must do the four core in a solid way.

strategic planning

The most important prerequisite for effective execution is the need for detailed strategic planning.

When I chat with many CEOs, I always like to ask such questions: "how did your company make its strategy?"

Most of the answers are always strikingly similar. Wherever there is potential for development, I will go wherever I want.

When I ask for more details, basically I can't get any information.

This can only illustrate one problem, that is, the strategy is not very detailed.

To give a simple example, when the US Army orders the charge, it always tells the members how many degrees to the southwest, or which hour scale of the clock axis to move forward.

The strategy needs data and meticulous management, because if you have the angle deviation from the beginning, then, like two rays with common endpoints, the difference is very small at first, but the gap will increase with the increase of the length of the ray. So the execution deviation is generated. So how should we make the strategy to maximize the prevention of "execution deviation"?

It is suggested that the following steps and contents should be taken when formulating strategic plans:

1, detailed analysis reports, including market and competitor situations, are used to explain why the strategy is formulated.

2, data-driven goals and implementation deadlines are accepted and practicable and acceptable by all.

3, the goal is effectively decomposed to the most basic and single responsible person.

4, a clear target assessment standard, a clear assessor and assessment time;

5, what threats do we have to implement this strategy and how we can deal with possible crises?

6, ensure that the whole staff understands strategies and individual responsibilities.

Yes, each of them is very complicated. Because it is too simple, the executive will do very simply, so the deviation will be greater.

Only fine strategic management is the basis of efficient execution.

Staffing

After having a comprehensive strategy, we must find the right people to do the right thing.

The implementation of an important strategy requires the participation of managers from various functional departments. There is only one purpose: everyone must understand the significance of this strategy and the responsibilities of its own functional departments.

Most private enterprises have problems in their organizational structure from the very beginning. Because of the establishment of Posts and unnecessary departments and processes, people have seen a very simple reimbursement and no relevant signature.

In this way, the purpose of the enterprise in selecting and employing people is very vague. I don't know what the recruits want to do. They always feel that this person has not played their potential after coming, and there is not a good training and development mechanism for the enterprises. The old employees can not grow up, and the new employees can not be trained.

P & G is definitely the world leader in human resources management. They recruit fresh graduates every year in famous universities. Through online answers, group discussions, layers of interviews and so on, a series of strict and scientific screening is carried out. The ultimate entry into the company is the "super potential stock" of the elite. These people will then be arranged to practice in the field and follow a veteran employee who performs well. After a period of almost "cruel" toss, they will be given the sole responsibility or continue to work in other departments. So, P & G's middle and high level are basically promoted at the grassroots level. The employees feel that their career is ahead of schedule, and their loyalty is very high. Although the pressure is high, the treatment is very rich. Day

Many foreign enterprises are like this. Employees start from recruitment is an important consideration for strategic planning, employees can get skills training, and companies also give career planning that matches the company strategy, and execution is naturally in place.

"Selection, education, use and retention" in human resources management is an important part of the execution system, and is the first factor to consider in the implementation of strategy.

This is especially important for the management of middle managers. Most of the work of strategic management, such as goal data analysis and decomposition, target assessment criteria setting and evaluation, need to be done by them. They are both the pmitters of the strategy and the instructors of the implementation. From the day of strategy determination, the middle managers must take the initiative and guide the subordinates without any objection. Without any excuse, even if the subordinates believe that the strategy is wrong, they must resolutely carry out the strategy. Reviewing and improving the strategy is a high-level matter. However, the phenomenon of "setting up a set of things and making a set of things" is still too numerous for our private enterprises.

Therefore, if the middle level loses its chain, it will be as good as bicycles, and the direction is right and the pedal is hard to work.

Operation mechanism

With a comprehensive strategy and suitable people filling in the right position, then we must have clear, data oriented, efficient workflow and performance appraisal.

In the operation system of an enterprise, the work process is to define what each person must do. Performance appraisal is to tell everyone what standard it is to achieve and how to achieve it. After that, what reward can the person get or fail to get?

Putting this in front, employees will have a clear direction of their goals and efforts.

Fast food giant McDonald's is a typical operator. Its requirements for employees are not very high. Almost all of those who have regular features and a little common sense and enthusiasm can be competent, because McDonald's has a complete set of training and operation manuals to guide the work from the manager to the dustman. You only need to strictly follow the responsibilities described in this job, and this has executive power.

Enterprises must follow the guidelines of streamlining, efficiency and cooperation in formulating work processes, remove unnecessary links, save manpower and material resources, and closely cooperate with all relevant departments through performance appraisal, all in order to achieve the goal of enterprises, eliminate the phenomenon of buck passing, kick ball, and idle jobs, and finally link the results of assessment with remuneration to see who can not get through with money.

corporate culture

If you look at these above, you will surely say that not all jobs and examinations can be computerized.

Yes, so our executive power system needs these fourth cores, that is, corporate culture.

Corporate culture is easy to make people feel illusory things, it is difficult to fathom.

In fact, it is simple and popular. Corporate culture is the way of doing things by enterprises.

And this way depends largely on the way of doing things at a high level. The boss is strict with the work and emphasizes discipline.

Of course, corporate culture can be cultivated. It takes a long time to organize and accumulate behavior. Rather than starting from today, we should be "enterprising, pioneering and innovating". It will become our culture tomorrow. Corporate culture is the accumulation of behavior and its influence on behavior. It is by no means a few loud slogans.

Mechanism, process and assessment are to enable employees to be in place when the boss is away, and the corporate culture is the moral standard and master emotion that implants employees' thoughts and directly influences their behavior habits.

Cultural management is a high level enterprise. It is the result of constantly guiding the implementation in the process of imperceptibly. This is a dynamic management rather than a more elementary pressure management.

The implementation of strategic goals requires execution, and efficient execution requires continuous improvement in organizational behavior, efficient work processes, reasonable staffing and pay linked pay mechanism, supporting and promoting.