Using Culture To Change Enterprises

Efficient and practical

Generally speaking, enterprise management can be divided into three levels: material level management, institutional level management and cultural level management.

Material management includes office environment, bonus payment and so on. Institutional management is mainly the rules and regulations of the company; cultural management is the most profound thing of enterprise management, and its prominent feature is human starting point and highly embodies humanism.

The importance of these three levels of management to enterprises is increasing progressively, and management is divided into these three aspects. It is not that the three are independent but mutually permeable and complementary.

In order to achieve long-term stability, enterprises must make achievements in these three aspects, especially the core cultural level.

From exterior to interior is a process of cognition and a process of change.

The development of Chinese society in modern times is a good example. First of all, the most superficial artifacts have changed, and then the relative internal system has changed, and finally, the pformation of culture.

The same is true for enterprises. Office supplies such as utensils are easy to change.

At the institutional level, the company rules and regulations are relatively easy to change.

But in the deepest culture of enterprises, it is difficult to change, so as a manager of an enterprise, if we want to lead the whole enterprise to achieve greater breakthroughs, we must face it.

Promoting enterprise pformation

Richard Barrett, a famous business management scientist, has found that there are three basic requirements for the pformation of enterprises through the study of hundreds of enterprises: first, the leaders of enterprises must actively drive the change process.

Leaders' actions should always be consistent with the vision, mission, values and behaviors of the organization, and set an example.

Secondly, the vision, mission, value concept and supporting behavior of an enterprise should affect all decision-making processes.

Its values and behaviors should be reflected in every aspect of the organizational structure, system and process.

Finally, in order to achieve sustained high performance, we must conduct a comprehensive examination of organizational culture by measuring the performance indicators of individuals and organizations.

The pformation of enterprises is a whole process, and the pformation of corporate culture is the basis and foundation for the pformation of enterprises.

First of all, because the original corporate values, behavior and other corporate culture will restrict or constrain the pformation of enterprises. Secondly, the inertia of thinking, behavior and management concepts formed by the original corporate culture will also seriously affect the pformation of enterprises.

How to establish an enterprise culture adapting to the new changes of internal and external environment, and then promote and promote the pformation of enterprises, is a problem that must be solved in the pformation of enterprises.

One of the main reasons why some companies fail to develop their greatest potential or even fail is that they do not detect their own culture. They do not have the mastery of those factors that can affect their cultural fluctuations.

To achieve the overall pformation of enterprises, we must infiltrate the values of enterprises into all aspects of the enterprise.

They not only have to drive the decision-making process in an all-round way, but also respond to every system and process.

It should not only play a supporting role for leaders, managers, employees' personal behavior and enterprise's behavior, but also be reflected in it, that is, a cultural mechanism.

However, efficient and practical business managers do not pay much attention to the "soft" aspects of exploring the inner world, self role, psychological factors in decision-making when they can not see the culture and emotions.

These methods generally do not exist in their management philosophy.

Therefore, there is a problem that will be highlighted here. Many managers make strategies for changing enterprises according to their own judgement and expert's advice, and seldom pay attention to the intangible culture and the way of employees' inner acceptance. But these things are gradually formed and have strong inertia in the continuous development of enterprises.

Ignore these, even if there are good ideas and good prospects, it can only get a result of twice the result with half the effort.

Therefore, in the process of pformation, every decision should match the consciousness level and belief structure of the executive and employee. Before making a decision, it should be clear that this decision can create a positive fluctuation for the contemporary corporate culture, so as to formulate a reasonable pformation plan of enterprise culture.

As Richard Barrett said, "just like giving people the same thing, you should arrive at the place where others are at first, and send others to where he wants to go."

In an enterprise, culture is invisible, but it is the deepest.

Before the pformation of enterprises, we must take into consideration the current corporate culture and formulate a set of cultural pformation plans according to the cultural characteristics of their own enterprises.

Of course, this cultural pformation plan is not dead, it is different in different regions, different industries, and different periods.

For example, the private sector and the public sector are different. The banking sector and the IT sector should also be different. The method used in Europe is not necessarily feasible in the US, and it may not work in Japan if it is feasible to get China.

The formulation of the plan is tailored to the history and characteristics of the enterprise itself.

So how can we formulate a suitable pformation plan of enterprise culture to serve the pformation of enterprises? Richard Barrett has drawn the following three basic elements according to the research of eight years.

1, it is not feasible to adopt a "one size fits all" approach in the design of the cultural pformation plan of an enterprise.

A set of solutions may be applicable in some cases, but may not be applicable in other cases.

2, only when cultural pformation becomes part of the whole enterprise pformation process, cultural pformation will be meaningful.

If there is no change in the basic structure, process and salary system of an enterprise, people will not change the existing mode of work.

3, only when leaders focus on and do their job in cultural pformation can cultural pformation be possible.

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Shaping enterprise flexibility

In the past few years, a series of natural and man-made disastrous events in the world have aroused people's attention.

Therefore, IBM provides customers with "on demand" enterprise services, backed by "business flexibility", ensures that enterprise services play a role in all conditions; HP promotes the concept of "flexible growth enterprise" and so on, and introduces things based on flexibility into enterprise management.

From the core point of view, building a long-term and continuous flexible plan is about strengthening the adaptability of enterprises and creating a culture of coordination, cooperation and collaboration.

Just as adaptability is a prerequisite for overcoming the function and operation of terror, cooperation, coordination and cooperation are the cultural prerequisites for enterprise flexibility.

In the increasingly complex interconnected world, the problem of flexibility does not stop at the boundaries of the organization. It involves a complex network which is related to the overall dependency. The network is part of the framework of modern enterprises.

In the past few years, it has become apparent that the emergency system risks faced by enterprises are difficult to reliably identify in the departmental ideology currently existing in our enterprises, and the idea of departmentalism does not apply to flexible management.

Obviously, there is no cultural role in the discussion of flexibility that we have seen so far. Culture is of great significance for creating a sustainable and complex enterprise system that thrives in a globalized operation environment full of risks.

But the fact is that many large and medium-sized enterprises do not take cultural issues into account when improving their own flexible plans.

If we want to build a truly sustainable enterprise or institution that can operate and provide services under pressure, then we must deal with the lack of cultural construction.

In this regard, Richard Barrett has developed a flexible roadmap for flexible investigation and development of enterprise wide flexible implementation strategy, which is flexible diagnosis.

Flexible diagnosis refers to the overall assessment of the operation of an enterprise, including important network alliances, core business value chains, key business processes, strategic operation nodes, key operational nodes, important assets, historical threats and key business areas related to the current high risk and high risk issues.

The goal is to evaluate the core competence of an enterprise.

The roadmap is as follows:

1, the core competencies include risk management, crisis management, business continuity planning, security and safety, corporate social responsibility and sustainable development.

2, the enabling capabilities include: cultural value assessment and system wide change capability, value management system, performance management system, leadership development plan, and decision support system.

3, cultural diagnosis.

Cultural diagnosis includes the assessment of cultural values of cultural pformation tools to identify the degree of value and cultural fluctuation within and within every business or functional unit.

The goal is to monitor the concept of operational value and identify factors that can affect corporate culture under certain pressures.

4, flexibility and culture.

A comparison between flexible diagnosis and cultural diagnosis is made to identify which is the biggest risk facing the core business chain from the perspective of culture, structure and operation.

5, recognition is fast and successful.

The findings of flexibility and cultural diagnosis will find short-term and long-term opportunities to enhance enterprise flexibility and enhance corporate adaptability.

From this we can identify opportunities for rapid success and implement them.

6, identify the goals and objectives of flexible strategies.

Based on the results of the diagnostic procedure, the analysis of differences, and the vision and mission of the enterprise, the strategic objectives and objectives are identified, so as to enhance the interdependent network of enterprise flexibility and its high value concept.

7, formulate and implement the road map.

(1) cultural pformation, with a focus on reducing cultural fluctuations and strengthening cooperation, coordination and collaboration -- team cohesion.

(2) structural pformation to mitigate information flow and information processing in times of threat or stress.

(3) business pformation reduces risks and enables enterprises to pfer more flexible and appropriate responses to external and internal operational environments.

(4) performance detection pformation, providing internal and external potential threats, risks and weaknesses early warning, including value concept management.