2011 Strategic Victory And Humanistic Innovation

The first part: strategic thinking of victory.

How to get from

From the point of view of resource management, the matching of its business elements with human beings constitutes four dynamic situations of logistics, financial flow, information flow and human activity flow. They are permeated in the process of input, pformation and output, and how to measure the functional state and sustainable power of "business people", that is to say, enterprise management is ultimately human's operation.

Invariance is relative, and change is absolute.

As a manager of the United States has said, "there is no stagnant organization. It is always in the form of organization."

In this dynamic process, the material and non-material state of enterprises is also in a process of continuous change.

How to introduce change and continuous improvement is the 2011 strategic thinking.

From the angle of enterprise management strategy and management practice, it is an activity organized, planned, commanded and controlled through the practice foundation of modern people-oriented management, through the acquisition, development, maintenance and use of enterprises, and so on. It is also a practical operation mode consisting of human resource management and enterprise management. The motive force and significance of enterprise pformation is precisely the coordination of human relations in enterprise organizations, and the coordination of people and events; and from the aspects of suitability, adaptation and suitability to form a platform for sustainable improvement.

From strategy, strategy to planning and instigation, it is not only the effect of "capital accumulation and marketing first", but more importantly, it covers the most basic things (how people-oriented is done). It is time to review and reflect on it. The author believes that more tangible and intangible competition (the source of hard power and soft power), and doing well with internal and external strike, rigid and flexible, will give rise to opportunities and maintain steady development.

The second part: management "bottleneck" problem.

The "bottleneck" of enterprise management is usually corresponding to the process of enterprise life cycle, especially in small and medium-sized enterprises that are developing steadily.

In the past 2010, the author (Tong Tianyou) did not go to the ten enterprises in the Pearl River Delta to do interviews. One of them also did a diagnostic project. The business strategy and management of the enterprise were stagnant at the level of thinking and operation mode, and failed to fully design, demonstrate and grasp from the depth of strategy and strategy, reality and planning level; its thinking context and dynamic management failed to be directed from direct and effective feedback, and the lack of lateral collaboration support and communication resulted in the fact that the connection was not smooth, responsibility and internal friction were presented; this is the fundamental reason for the continuous and passive labor pains of the enterprise; and it is time for urgent delay.

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How to create a standardized management and program of action, especially in the people-oriented management and institutionalization construction, the deep cultural atmosphere of employees' status and connotation, is obviously lagging behind and becoming increasingly "bottleneck".

For small and medium-sized enterprises, how to break through and effectively break through the "bottleneck" is the urgent need for enterprises to study and solve problems.

The author (Tong Tianyou) entered into the improvement of the enterprise system management project after the completion of the diagnosis project, and reached a full consensus with the top decision-makers: how to make the target and behavior quality of the development and use of the enterprise fit the needs of the business strategy development of the enterprise today and tomorrow, which not only guarantees the sustainable development of the enterprise, but also makes the human capital of the enterprise relatively meet and close to the common "vision".

The general summary of the project management improvement of the enterprise system management: Based on the business philosophy and re refining and condensing strategy of the enterprise, and with the close cooperation of the consultant and project team and the joint efforts of all the staff, through the matching support of the enterprise organization, management methods and practice tools, the functions and functions of the human resource system management are further improved, and the subjective initiative and sustainable improvement of the field work are reflected to the maximum extent.

The third part: mutual encouragement, sharing and co creation.

The quality of an enterprise usually comes from the whole picture to every reality. Its decision maker's thinking mode can directly affect its management behavior.

There is no denying that the success of an enterprise has its unique aspects and its competitive ability to win others.

Looking forward to 2011, globalization and internal and external economic environment are also opportunities and risks. Enterprises can not avoid accelerating convergence to big market and industry competition.

For enterprises, it has entered the era of "strategic victory and human based innovation", making steady progress and seeking change. It is also a wise choice for policy makers.

The author (Tong Tianyou) shared with all the entrepreneurs (bosses) here, sharing and creating together: if we take the "red sea strategy" and emphasize the low cost and fast output capacity, if we take the "blue ocean" strategy, we will pay more attention to technological R & D and market development.

However, experience and practice tell us that no matter what strategy and operational strategy, the quality of human nature and the continuous improvement of management ability (step by step - - human capital team) will provide a strong competitive guarantee.