Grasp The Future And Lead The Company To Success.

< p > how to find and identify the rhythm of the times? How to "track the rhythm of the times"? How can we see the trend of the spring tide and how can we wait for the coming tide? < /p >

P has accumulated some small experience in our daily work.

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< p > the change of times has determined that understanding and grasping the future is the necessary ability for an enterprise to succeed. < /p >

< p > < strong > the new era of commercial characteristics < /strong > professor Yu Guangsheng of Fudan University uses the concept of "commercial experimental drama" to describe our new business era.

In traditional theatres, actors and spectators have clearly defined roles; in the new western experimental plays, otherwise, everyone in the theatre, including the audience, is a drama man.

The stage is interactive and the role is uncertain.

The same is true of industrial management. In the past, the boundaries of industries were clear, and the roles of enterprises, customers, suppliers and so on were clear.

Just like Zhang Jindong, chairman of Suning, felt that "the new ten years are not competitors, but rivals."

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< p > < strong > to grasp the future, we should start from now and start from scratch. < /strong > < /p >

< p > < strong > [correctly understanding the value of prediction] < /strong > many people tend to erroneously believe that "a href=" http://www.91se91.com/news/index_h.asp "> market /a > is hard to predict accurately, and there is no need to predict".

But what they don't realize is that a person can't improve his predictive power by escaping predictions.

The reason why prediction is important is not because it is accurate, but because of prediction, you can compare and analyze the difference between prediction and actual results.

Only after repeated predictions, comparisons with reality, differences and reasons, can you build up a real market insight and judgement.

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We need to make future decisions in the light of past realities when we capture the "future of the future", /strong, and the world without foresight and reality. P strong

Therefore, policymakers must learn to discover and investigate the "future that has happened".

For example, pay attention to and think about events that have occurred but do not conform to their original ideas, so as to understand the new reality.

For example, we are concerned about actions that are destined to fail despite loud applause.

For example, sharp attention to some of the old lessons that have been forgotten quickly become meaningful again.

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< p > < strong > grasp the future, the key lies in weekdays. < /strong > as CEO, decision-making is the most important duty.

However, CEO will never be able to gather all the information before making decisions.

Harvard Business School case studies show that CEO often has less than 10% of the information it has made when making decisions.

In order to improve the quality of decision making, < a href= "http://www.91se91.com/news/index_q.asp" > CEO < /a > we must learn to collect as much and consciously as possible knowledge and information in any daily activities that may affect their decisions, and be ready to make decisions at any time.

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< p > < strong > explore the future, follow the rules < /strong > < /p >.

< p > < strong > grasp the future three disciplines: < /strong > How can you make yourself more forward-looking? Gary Hamel's advice is: 1. embrace instead of evading the omens of future changes.

Leaders often miss future opportunities, not because the future is unpredictable, but because the future is terrifying.

2. learn from the fringe.

Strong winds arose at the end of the green duckweed.

The edge of the market, the edge of traditional architecture and the edge of control are always the places to be born in the future.

3. on the basis of observing trends, rehearsal has different future scenarios.

In this way, once a certain plot emerges, you can react more quickly and seize the opportunity.

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< p > < strong > [case: looking for new opportunities outside the industry] < /strong > when the HD camera (Red camera) resolution reaches 4000 x 4000, which industries will be affected? Beauty and cosmetics industry! "Never Underdressed" online magazine beauty director Joanna Magari (Joanna McGarry) said that cosmetics companies are experimenting to cater for Red camera products, so as to ensure that products can withstand the test of high-definition close-up shots.

For example, Smashbox Cosmetics has launched the halo effect Halo Effect HD Foundation; the Sheer and Perfect Foundation foundation of Shiseido (Shiseido) contains excellent pearl powder, which can restore the tone difference of skin color.

< a href= "http://pop.sjfzxm.com/popimg/xm/index.aspx" > Chanel < /a > (Chanel) has also launched the youthful vitality Foundation Series Vitalumi e re, which is the first optical effect foundation at present. The Fuji Corp has developed Astalift photosensitive analysis foundation (Light Analyzing Foundation) which contains components that can adapt to the change of light.

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To grasp the needs of customers is to seize the future < /strong > carefully study those enterprises that succeed in spanning the development cycle and achieve continuous excellence. There are rules to follow in building market insight: 1., they will do their best to understand the subtle, subtle but important changes that happen in the market, customers and industries; 2., in the face of new changes and new demands, no matter how difficult they seem to be, their first response is always to find solutions and firmly believe in finding solutions; 3., in the face of chaotic future, they will not attempt to succeed at P.

It will respond quickly and make timely adjustments based on feedback from the market and customers.

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< p > it is not enough to identify opportunities only. To grasp opportunities, we need solid enterprise capability to shape {page_break} < /p >

< p > enterprise capability refers to the combination of processes, tools, knowledge, skills and organizational design needed to achieve specific results.

Only if the business strategy matches the capabilities of the company can we really grasp the opportunity and achieve the desired results.

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< p > < strong > the four obstacles affecting the landing of enterprise strategy < /strong > strategy is the effective combination and disposition of resources and capabilities that enterprises can have and control in a specific environment in order to achieve long-term goals.

"Long-term plan" and "resource and capability allocation" are the core elements of enterprise strategy.

However, there are four obstacles to strategic landing in the reality of strategic management.

1) obstacles to understanding.

Strategy is only a wishful thinking of senior executives. Most employees outside the executive level do not understand or understand the strategy of the enterprise or differ from those of their executives. 2) mechanism obstacles.

We hope that people can consider long-term development, but our assessment indicators encourage us to focus on short and fast things, rather than long term, and balance the long and short term. 3) resource constraints.

Enterprises attach importance to strategy orally, but in actual allocation of resources, they seldom consider injecting enough resources for strategic projects, especially human resources and financial resources. 4) management obstacles.

Observe the operation and management system of an enterprise. More than 95% of the management energy is spent on carrying out daily business and analyzing the difference between goal and plan in daily operation. Seldom enough energy and time are put into the analysis and judgement of the situation, as well as the planning and layout for the future.

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< p > < strong > HUAWEI's practice: strategic management and capability system construction. < /strong > HUAWEI's success is first strategic success.

The success of strategy lies in its strategic commitment based on the enterprise purpose, mission and long-term goals.

HUAWEI has always had a clear understanding, clear direction and management logic, both in the choice and pformation of the business field (what to do or not to do), the combination and expansion of competitive strategies, the formation and expansion of competitive advantages, how to do and how to win, and the growth and accumulation of competitiveness.

In the general environment of opportunism in China's enterprises, HUAWEI is even more valuable.

At the same time, HUAWEI's three points of practice deserve our learning: first, based on the accurate judgement of the market, industry, technology and other situations, the general situation and the trend, we should consider and form an integrated and systematic strategic framework to guide the behavior of all the employees. Two, we need to be vigilant in peace and danger and constantly make dynamic strategic adjustment and change. Three, we must unswervingly build the capacity system and platform, and build the foundation for the long-term stability of enterprises.

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< p > < strong > Tencent's practice: support those products that represent the future. < /strong > in the view of Ma Huateng, a Tencent leader, whether a new product is not profitable is not the most important thing. The most important thing is to know why this product is successful.

Therefore, even if faced with a new product that has already made money, he will first ask the product owner if he knows why this product can make money. If the responsible person does not know why it can make money, then this product is not viable. Success is only accidental, and has no comparability and continuity.

Conversely, if a product does not make money, but users like it, benign growth, even if there has been no profit, the company will persist.

Profitability and commercialization are just the outcome of a product's success.

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< p > < strong > the practice of New Oriental: with the change of environment guidelines, < /strong > in the face of changes in students' situation, the new requirement of New Oriental founder Yu Minhong to New Oriental teacher is: "at the beginning, we were adding fuel to the fire, students already had fire, we poured oil and students learned more positively. Now, your most important task is to dry and ignite the damp wood.

If you do not ignite the enthusiasm of your students for your future, your teaching will be of no use.

Now most children go abroad, not because they want to go to a good university, but to go abroad more freely than in the country. His concept of going to school is vague. "

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< p > < strong > grasp the future: two management practices that affect enterprise's pioneering and innovation < < /strong > 1..

With the development of enterprises, some organizational structure will be formed.

But no matter what kind of structure, enterprises will form an information filter.

This filter can effectively promote information exchange related to current business, but it may affect information communication related to new business.

2. job design and division of responsibilities.

Specialization has brought about the improvement of work efficiency and work quality, but the division of labor also makes the performance of individual employees in large enterprises have little effect on the overall performance of the organization.

Therefore, enterprises need to adopt more flexible job design, task arrangement and corresponding incentive measures to encourage innovation. Otherwise, employees will tend to focus only on tasks and responsibilities assigned to them, as well as jobs that can be rewarded.

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