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Corporate Culture: Survival Of The Fittest

2011/8/4 13:47:00 37

Corporate Culture Survival Of The Fittest

Any successful enterprise must have a unique and consistent corporate culture.

Not long ago, I chatted with a friend and mentioned the culture of several well known companies. I found it interesting to compare the three companies.

The three highly successful companies are FedEx (FedEx), GE (General Electric) and Google (Google).

FedEx the essence of corporate culture is "employees are

Comrade in arms

FedEx founder Smith joined the US Marine Corps. After three years of Vietnam War, he established the culture of the company he founded. His leadership idea came from the military regulations of the Marine Corps.

He understands that the core of FedEx is the first-line stevedore, who deeply understands the needs of the working class in society.

The first item of his creed is "man". He puts people in the most important position and treats his team members as if he were a comrade in arms.

Because a person who is not good enough to dismiss is like a wounded comrade in arms on the battlefield.

This kind of culture is very important for a company like FedEx, which is supported by a large number of loyal employees.

Similarly, I can recall that Starbucks (Starbucks) is also such a culture. The first tier salesperson is respected enough. Seattle's headquarters is called Global Service Center (Global Service Center), which serves global stores.

In addition, China's seafloor fishing also has a similar people-oriented management philosophy.

For the front-line employees, almost equal to the industry of products and services, this culture is feasible and invincible.

GE's corporate culture is "the last straw".

Elimination system

"And widely circulated.

GE may be the opposite of FedEx.

Its strong last knock-out system enables all employees to be good enough to complete their targets, but there must be some people who want to leave the company.

For FedEx, this is a "devil company".

Not only the final elimination, but if it is not the first or second place in the industry, the Department will even be disbanded.

For GE, it is neither absolute technological innovation nor the first line of dealing with users, but through the continuous acquisition, management, growth or closure process, this culture has also achieved great success in the commercial field.

The internal cultural characteristic of Google, a well-known technology company, is "loose breeding".

Google is another extreme.

It does not engage in the final elimination, nor does the staff have too much management.

However, the severity of its entry makes it difficult for many people to understand, or to let people laugh off their teeth, or even let people have their fingers.

Google Secretary also needs a global interview story, which is the most typical representative of strict entry.

Google does not depend on stores, and does not rely on front-line staff to face customers, nor does it rely on the way of final elimination to maintain staff excellence, but it is necessary to ensure that innovation is the core competitiveness of the company.

Many successful high-tech companies in this industry are basically the same way of thinking.

Three completely different companies, completely different corporate cultures, but all have achieved.

Success

。

There is a common point behind this, that is, their corporate culture serves their industry.

Different industries need different cultures.

Survival of the fittest.

If Internet start-ups, especially technology driven Internet Co, want to be successful for a long time, they need to pursue a culture of "hiring only the best talent".

What can not be forgotten is that for Internet companies, the core is to create valuable services, multipurpose servers and few users. This is the essence of the Internet. Therefore, the best strategy is to employ the best talents, but strictly control the number of people.