Corporate Culture Is The Golden Rule Of Management.

11 years ago, when Hengxin was founded, it just caught up with the fourth spring of China's private enterprises. The state policy is clear that the non-public sector of the economy is an important part of China's socialist market economy. The private enterprises that have survived the "wave of the sand" have entered a stage of rapid development.

At that time, most of the entrepreneurial teams of private enterprises also had very strong characteristics of the rivers and lakes.

Management at that time can only be regarded as a necessary derivative for the development of enterprises. It is nothing more than a division of labor. Each person has several functions and several lines of business. There are several simple rules and regulations that are great. The most important thing in enterprise management is self-management.

Therefore, for Chinese private enterprises, the initial management is "human system" management in a sense.

With the continuous growth and development of enterprises, when the enterprises get rid of the initial stage, business and teams begin to expand continuously, such extensive management mode can not keep up with the normal demand of enterprise development.

So is Hengxin.

As brands continue to break down and businesses continue to expand across the country, more and more professionals join Hengxin.

When the team size is bigger and bigger, as the founder of the enterprise, I realize that each employee's characteristics are different. It is difficult to rely on the original "small team temperament" to ensure the effective operation of the whole company. The initial simple and extensive management method can no longer support the rapid development of the enterprise.

At this time, Hengxin is faced with a problem of management upgrading -- the introduction of systematic management system: sound organizational structure, professional performance evaluation system, cascade personnel training mechanism, and standardized administrative management system.

When the scale of "human" has risen to a certain stage, it needs to be managed by "system", so as to achieve scientific, orderly and efficient operation and promote the benign operation of enterprises.

This stage can be understood as the second stage of private enterprise management -- system management.

There is a sentence called "law is not fixed", every system, every regulation has certain blind area.

The object of management is "human". When the enterprise is in the initial stage of development, it is undoubtedly one of the most effective ways to rely on the system and the organizational structure. But when an enterprise develops into a mature large enterprise, the situation is changed when the region covers the whole country and business expands overseas.

People and things that are easy to manage can be managed through rules and systems, but there are still more people and things that cannot be regulated by rules and systems. At this time, there is a common sense of value, that is, corporate culture.

The strength of an enterprise is not the number of 1+1 superposition, but the explosion of corporate culture under the common values.

In today's market economy, competition among enterprises has gradually been driven by the competition of hardware, brand, product, service, channel, technology and other hardware to soft competition between corporate culture and enterprise values, and corporate culture has become the soul of enterprise management.

We often say that three streams of enterprises rely on prices, second class enterprises rely on quality, first-class enterprises rely on culture, and only by constantly precipitating and forming a unique corporate culture can we fully play and embody the core competitiveness of enterprises.

This stage is the stage of corporate culture management of private enterprises, which is exactly the highest way of business management that I think.

Hengxin has developed from a small group of more than more than 10 years ago to today's family of thousands of people. From the original Hengxin diamond palace of the Wangfujing square (600859, stock bar) in the first place, to the IDO that basically covers the first tier cities, the provincial capital, municipalities directly under the central government and the developed cities in Beijing, and the new Oohdear of jewellery e-commerce, the realization of a multi brand strategy is relying on Hengxin's corporate culture to become bigger and stronger.

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The essence of the corporate culture of Hengxin is gratitude.

As an entrepreneur born in 70s, I am grateful to this era and Society for bringing us up to the trend of economic growth in the great development of China's reform and opening up. I am grateful to every staff and colleagues who helped me build today's the Great Wall to support Hengxin today. I am grateful to every customer, partner and even competitor, who are indispensable factors for Hengxin's growth and progress.

It is precisely because of this gratitude mentality that Hengxin has also formed a "thanksgiving" corporate culture value. Of course, those brothers and sisters who have joined the world and fight against Jiangshan still rely on "like-minded" to fight alongside me in Hengxin, and there are a large number of employees who have contributed to Hengxin because of the system and talent system, and more are those who recognize Hengxin's corporate culture and feel grateful.

Revitalize the enterprise, first of all the living people.

Enterprises should rely on human beings while retaining people depend on culture.

This is a changing world, but no matter how the world changes, human nature is always the same. It is a desire for freedom, equality and happiness.

In the complicated management philosophy, it is the kingly way of management to build an enterprise's perfect and perfect corporate culture.