Eight Tips For Chinese Enterprises To Change

Because I know that only the boss has changed from the depths of his soul.

Only when the boss who has changed from the soul is personally in command, and in strict accordance with the law of scientific change, that is, the "harmonious evolution road map" that I have tailored for Chinese enterprises, can Chinese private enterprises be able to overcome difficulties and overcome all difficulties and make radical changes.

One caution: the main body of change is absent.

Many rely on a product or service that has a relatively competitive advantage.

After the initial rapid growth, because of the lag of management mechanism, it soon fell into a strange circle.

The rush in the boss's mind is like an ant on a hot pot.

After recruiting ads, going to the talent market, hunting the company, searching for it, working hard, finally found one or a group of airborne troops.

The three cups and two cups fall late.

OK, there is nothing to say. Let's hope that all the hope of enterprise pformation can be placed on the airborne troops at first sight.

If the airborne force entrusted with the task of change is like Qu Yunbo, who is introduced by Kelon, at least he will have a bit of the killing power of his opponents.

Pitifully, the vast majority of the airborne troops did not have any luck. They had boundless responsibilities and unlimited power.

People who are accustomed to the rule of power and the rule of bosses are very unlikely to give them the sword when they are airborne.

"You are not familiar with the situation just now. We don't know much about you. We have a running in process with each other. Don't worry. I'll let you know when the time is ripe. I'll let you know that, I'm looking forward to it now. Who can solve my troubles for me?"

There is no reason to dispute that the airborne troops have to stand on their feet.

Without the power to be able to rely on the paratroopers of the parachute, it is difficult to make bricks without straw.

The boss saw a group of paratroopers, and asked one or a group of paratroopers.

One by one, a group of paratroopers went on and on, and soon after, the mud barracks were playing with the airborne troops.

Two commandment: the goal of change is vague.

All the year round, busy all day, the confused boss is eager to change, but what goal should be changed, and what are the pros and cons of the goal after the change?

There is no bottom in my heart.

Such a pformation of the target mold will inevitably lead to this mountain looking at the high mountain and the mountain without firewood.

For example, in order to plug all kinds of loopholes in the logistics process, enterprises have strengthened the monitoring of all links and the mutual restriction between departments and posts.

Originally, a person has the final say, and now he has to go through a certain examination and approval procedure. Several people have the final say.

The front line of work has been lengthened, and the speed is slow. People who are accustomed to it are feeling inconvenient, and the simple trust between friends and family is fading away.

At this time, if a business is missed due to internal control and restriction, then the opposing voice will ring on the plane.

"What's going on?

The more complicated it becomes, the more busy and busy it becomes, the more people get rid of the public mind, and then go on. It's strange that customers do not run away. "

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I was satisfied with the satisfaction, and I couldn't help but see the boss who was not able to get a bit of a mistake in his eyes. I was shocked. "Yes, customers are God, customers can't afford to be offended."

Stop!

Stop!

Or nephew playing lanterns, everything remains stable.

Everything is divided into two parts. Any change will not only benefit, but has no disadvantages.

The problem is not whether there are any disadvantages, but whether the advantages outweigh the disadvantages or the disadvantages outweigh the advantages.

When the boss can not fully and accurately measure the merits and demerits of a change in advance, he can not firmly establish a firm belief in the goal of change. When confronted with unexpected disadvantages, he will not see Taishan, and in turn, he will doubting goals and negating goals. All changes are undesirable.

Three precepts: the planning of change is improper.

To be honest, it is not easy to come up with a forward-looking and practicable plan, especially for enterprise change.

Foresight, innovation, experience, wisdom, tolerance of cold stools, and both bright and bad, one cannot win less.

Because planning is not easy, Chinese planning is basically a formality.

Because of formality, Chinese people are disgusted at the mention of planning.

"What's the use of planning? Plan is better than change."

"What plan is not planned," he said. "It's not just empty talk. It's also white. It's better to say nothing than to waste money."

"Empty talk can lead to a misunderstanding of the state, sitting still, never having a beginning, and never having a sense of urgency. You can always wait for a while."

"Don't mention it. The more you think about it, the more you dare to do it."

"No bow at all, no movement can be stopped. It will force us to move forward and force us to solve problems."

Because disdain for planning before change, everything is unexpected and unexpected. All of them are on the scene and blind people are the burden of the bronze worker.

At the beginning of the reform, there were not enough problems and problems to cope with. The problems of reform, all aspects, unheard problems, burning problems, and dangerous problems emerged one after another.

So exhausted, I wanted to take a rest and die.

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The four commandment: fall on the starting line.

　　這方面頗具代表性的連續劇是1、企業不惜重金請外來和尚（指咨詢公司、專家教授、空降兵）為之擬定一套內容完整、結構嚴謹、面面俱到、式式俱全的制度流程 →2、（假設）外來和尚們在理論聯系實際的基礎上，不負重托，不辱使命地拿出了一套切合實際，切實可行的制度流程提報給企業老板審查→3、老板評審通過 →4、外來和尚們組織企業全員培訓學習新制度流程→5、企業選擇良辰吉日頒布執行新制度流程→6、（由于新制度流程的涉及面太廣、內容太多、全員受老制度 流程的影響太深，因而，上上下下不可能于一日之間來個一百八十度的大轉彎）一時間，企業內有意或無意的違新章亂新紀現象層出不窮→7、法不責眾、刑不上老 板→8、上行下效，不了了之。

This series is representative, but it does not mean that all enterprises can start from the beginning to the end.

Quite a lot of businesses will stay at the boss's examination.

The boss is too busy. Under the background of the rule of man, the boss is doomed to be surrounded by all kinds of affairs. He simply can not afford enough time to read the system process manuscripts submitted by the foreign monks.

Desperate, desperate, and unspeakable foreign monks are going to suffer from the ridicule of those who are unaware of the truth in the enterprise: "a scholar, I don't know anything. I only know sitting in my office writing boring things all day long. I have talked about useless things for a long time, but the boss just can't listen to it."

Five commandments: can't really hit hard.

Although the resistance of enterprise change comes from many aspects, the most likely change is halfway from the obstruction of vested interests.

Who is vested interests?

It's nothing but friends and elders who have very strong ties with their bosses.

None of them are oil saving lamps. When they move around, they are too old to start the earth, and the boss knows them very well. He also wants to move them to a side.

But Chinese people have a strong sense of human feelings, especially when their relatives and friends and their elders followed their own difficulties together. How could they be so happy?

Therefore, for the first resistance, the boss will usually think of a paratrooper who has no background and any historical baggage to play a role as a hatchet man. He will kill himself with a knife and hide himself behind the scenes in order to achieve the purpose of combating relatives and friends.

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This is only the wishful thinking of the boss.

Perhaps at the beginning, the friends and elders who were hurt will vent their grievances on the parachute soldiers.

But after a few rounds, friends and elders will know that the roots are still on the boss's side. Without the support and approval of the boss, the instructions of the airborne troops will not be effective.

If a family member and an elder do not see this way, he will not have the ability to become a resistance to changes in the enterprise.

I once had a friend who was engaged in human resources management, and was invited to play such a role by a company.

The boss was very straightforward. "I will give you a high salary, you will be a beater to me, finish the appointed task within the appointed time, and then you will share your responsibilities with others. We will not owe anyone."

My friend told me that the original intention of the boss was not good, but the result was difficult, and the relatives and the veterans finally stood on the side of the boss.

Why do I ask?

He said that the reason is very simple: "on the one hand, when I move on, my friends and elders will revolt, and they will ask for help from the boss. The boss will not give any accommodation to his family, friends and elders, so he will feel that his boss has changed and become inhuman. On the other hand, I am not a fool, nor do I know how to protect himself. I will never disregard for a few grains of silver or my family. I really will encounter the fierce resistance, and I will give the boss behind the scenes to ease the conflict."

Think about it, too, is the king Wang of Kelon?

Since he did not have the courage to face up to a senior minister, he asked a fearless man to give up his sword.

The killing of a knife can not only make the boss more independent, but also make the enterprise shadow from the cage.

The boss will soon find that no one is reliable and no one is reliable.

Relatives and elders, though they are on the other side of the border, are thousands of miles away. Even the successor airborne troops quickly draw lessons from their predecessors.

What is the value of change to this step?

Of course, it is sad to know that the boss who killed a knife is sad, but at last he can understand a little bit of reason, at least he can not reconcile the contradictions with the vested interests.

The unreasoning bosses want the airborne troops to carry out reforms in a drastic way. They also do not allow airborne troops to offend relatives and friends and veterans. When there is a stir, they blame the paratroopers who are not good at communicating, and can not mix with their relatives and friends.

"I made you change well, but I didn't let you offend people. Now that you have offended so many people, I can't let all these people go to class.

I have to rely on them. I can only ask you to finish the class by yourself.