How To Plan The Internal Management Of An Enterprise?

Private enterprises should establish a systematic strategic development plan.

Strategic planning is the guiding light of enterprise development and the baton of unified staff behavior.

There is a Scotland proverb: "for a ship without a heading, any direction may be against the wind".

If an enterprise wants to take advantage of wind and waves in the commercial war and expand the territory, it must first ensure that it keeps on moving on the right route.

So what is the guarantee to do this? The answer is strategy.

Since the beginning of the new century, various uncertainties have aggravated the confusion of business: information technology has made many enterprises "heroes of thousands of heroes" for a long time, and also made many enterprises frustrated and lonely. Globalization has pushed those who are "happy" in their backyard to the international stage of "wolves dancing together"; this time the US subprime mortgage crisis has created the closure of many private enterprises. Many private enterprises have come to realize the importance of strategy, and "survive by what" has become an important issue for many entrepreneurs to think.

The purpose of the strategy is to find out the living space for the enterprise to settle down in the future. It guides the principle of resource allocation within the enterprise, and defines the path of the enterprise growth and the direction of joint efforts.

After the development of private enterprises to a certain stage, strategy has become the primary issue of entrepreneurs' thinking.

Strategic formulation is not only a matter of the boss of an enterprise. For any enterprise that wants to become stronger and bigger, it must have its own strategic planning department or personnel, and there must be a group of people to do this to avoid confusion and subjectivity.

Private enterprises should have the ability to co-ordinate resources.

Any enterprise has limited resources. In order to stand out in the fierce competition, resources must be integrated and optimized.

The practice of traditional business units that existed in enterprises before and activities to disperse enterprise resources must be stopped.

Enterprises must choose a variety of business solutions based on highly strategic consistency so as to ensure that resources can maximize their effectiveness.

Imagine a brightly lit room, the bright light emitted by several kilowatt bulbs throughout every corner of the room.

If we compare the divergent light with the light emitted by a handheld laser pen.

The magic and energy of focus are obvious.

What makes the laser light pen supplied by only two 1.5 volts smaller than the power of several kilowatts of light? The reason is very simple, because the light pen produces a dazzling light spot mainly by condensing the photons emitted synchronously. This effect is nonlinear, that is, the use of limited resources has produced a great multiplier effect.

Liu Chuanzhi, President of Lenovo Group, once said: as far as the enterprise strategy is concerned, any excellent strategy is not based on one's own assumptions. It requires the leaders of enterprises to conduct a thorough analysis and study of the macro economic environment and the characteristics of the industry development based on the mentality of execution, and based on this, combined with the resources of the enterprises to determine feasible strategic plans.

The formulation of enterprise strategy must be combined with its own resources. Conversely, when implementing strategies, enterprises must concentrate their limited resources on the implementation of strategic actions, which will inevitably create exponential growth in performance.

Private enterprises should strengthen talent management and train management team.

If enterprises want to develop, they can not do without strategy.

No matter how scientific and rational the strategy is formulated, and how the various non human resources and strategies are matched in the enterprise, the implementation of the enterprise strategy is inseparable from the people, and the most important is the right people.

There are two sources of talent: external introduction and internal training.

From the perspective of the process of private enterprises, most of them are using low-cost labor force or using their relatives, and the quality of employees is poor.

It takes a long time to cultivate talents from within.

There are also difficulties.

If recruited from the outside, it is faced with the conflict between the airborne soldiers and the elderly.

When the private enterprises are at home, they are made by some old people, and these yuan are always the players of the company. However, the management ideas and ideas of some old people are far behind the development of the enterprises, can not keep up with the pace of the times, and often live by the old people, making it difficult for the foreign airborne soldiers to show their talents and thus impede the process of the enterprise.

If an enterprise wants to make good use of its talents, it must deal with the relationship between the veteran and paratroopers.

In addition, we must deal with the relationship between the new and old employees.

Old employees often rely on old age, and if they are friends and family members of senior executives, it will be more difficult to deal with them.

Some private enterprises have paid high salaries in the Ming and Qing Dynasties, but because of the internal relations, these high officials can not stay.

One of my clients is a very good owner of private enterprises. When he talks about this problem, he is full of bitter water. When he says human feelings, feelings and family ties, he has to think about it. He has to let the enterprise continue to develop, it is difficult! {page_break}

No matter how difficult it is, enterprises must solve this problem themselves, so as to train a high-quality and high level management team.

Another client of mine has done relatively successfully in this respect.

At the beginning of the enterprise, there are only five people. After several years of development, they have become the leading enterprises in the industry.

Enterprise bosses see the malpractice of talents in the management of enterprises, and take the lead in retiring to the second tier, only to be chairman of the board of directors.

The other four veterans were all retired. One of the directors was just 40 and the chairman was just 50.

In the words of the chairman of the board, it would be better to give preferential treatment to the directors rather than allow them to interfere in the affairs of the enterprise.

The management team selected by the board of directors has been traveling lightly, bringing the company's rapid development to make it a leader in the industry.

But there are also such bosses, who are very demanding in terms of talents, and hope that the top ten of their employees will be left behind. As a result, the hired professional managers will leave just after the probation period. The manager of a processing factory will be changed for half a year on average, resulting in a backlog of production and workers leaving. The factory of the original more than 2000 people is only seven or eight hundred.

And some key positions can not attract the boss's favorite people, some things can only be handled by the boss, so the boss has become the most busy and tired person in the company.

In fact, which bosses want their subordinates to be versatile, but no one is perfect. They should use their strengths and avoid their weaknesses.

This requires the boss to go out, learn more about management knowledge, improve their self-cultivation, broaden their horizons, so that they can solve many problems that plagued the development of enterprises, and enable them to develop simultaneously with enterprises.

Owners of private enterprises should strengthen their self-cultivation and keep pace with the development of enterprises.

The owners of private enterprises are the soul of enterprises. It is no exaggeration to say that the life and death of private enterprises hang on the boss.

The level of bosses directly affects the fate of enterprises.

The boss is not born to be omnipotent. If you want to lead an enterprise to be a centenary enterprise, the boss must keep pace with the times and constantly improve his management level. Only in this way can he lead a high level management team so that he can lead the enterprises to move forward better and faster in modern management ideas and management methods.

Nowadays, many bosses recognize the importance of learning, take part in all kinds of tutoring classes, training courses, and some other specialties such as EMBA of famous schools.

Knowing the owner of a private enterprise, he graduated from a prestigious university, and after a certain scale of business, he read EMBA of Peking University and took part in Tsinghua senior manager's tutorial class.

His management team gathered professional managers from famous enterprises abroad.

When asked why these professional managers join the private enterprises such as scale and welfare far less than the original enterprises, their answers are basically the same: they are determined by the boss, the boss is a level and discerning person. Following such a person, the business must be successful.

One of my client bosses is very good at learning. Although he is very busy, he has to go to college every week to attend lectures, and encourage his staff to learn and reimburse the cost of learning.

In the process of consulting the company, the boss stayed with our project team when he had time, and constantly discussed our plan. In his words, he followed us to learn, and repeatedly asked his staff to make good use of this opportunity to consult and study well with us.

His company is in the development stage. I believe that under such a boss, the enterprise will develop healthily.

Private enterprises should improve their internal management system.

The development of enterprises is too fast, and the internal management can not keep up with the imbalance between productive forces and production.

And this imbalance is a systematic project, not upgrading a single module can be improved.

Enterprises should redesign their organizational structure from the perspective of strategy so as to make the organization more suitable for the requirements of the strategic development of enterprises and organize the operation more efficiently.

Then, according to the new organizational structure, we comb and optimize the operation process of enterprises, identify risk points and conduct risk control.

Enterprises should synchronize the management of various modules and links such as finance, human resources, marketing, operation, procurement and so on. When carrying out internal reform, we must vigorously promote the promotion of corporate culture, let employees understand the necessity and urgency of enterprise reform, and adopt various methods to mobilize the enthusiasm of employees, not only to minimize their resistance, but also to let employees know what benefits the management upgrade will bring to enterprises.

Private enterprises should strengthen the construction of enterprise culture

If the system is a mandatory measure, corporate culture is to create an atmosphere for employees to accept the rules and regulations of enterprises.

Private enterprises use most of the system in management. They are compulsory measures. However, when enterprises develop to a certain scale, the effect of using this method alone is not ideal.

With the progress of the whole society, the overall quality of the staff has been improved, and the demand for the spirit is more urgent.

Corporate culture is not just a few slogans, but the essence of the enterprise is spread to every employee, so that employees and the real integration of enterprises, proud of the enterprise.

Enterprises with good corporate culture have a very good mental outlook on their employees, and the resistance to enterprise reform is small.

China's state-owned enterprises have done relatively well in terms of corporate culture. The organizations at all levels of the party, the regiment and the trade union have been comparatively established, and they have grasped tightly in their political and ideological work.

Now some private enterprises are often interested in those who come out of state-owned enterprises when they hire foreign talent.

This is the result of the accumulation of corporate culture in state-owned enterprises for many years.

An enterprise is like a person with a soul.

And whether the soul of an enterprise can be vivid and vivid depends on the support of enterprise culture.

In short, when private enterprises develop to a certain stage, management upgrading is imperative. However, upgrading is a systematic project. It is a matter of great importance to the overall situation of enterprises and to everyone.

Experience tells us that if any reform is to succeed, we must first change people before we can change the way we do things.

People and basic conditions have not improved, upgrading can only be "in situ".