How To Build A Century Old Enterprise

"Team spirit is dispirited, morale is not strong, worry consciousness is indifferent.

This is a shock to me.

In the past, our team has a clear and unified values, with great loyalty and enthusiasm for the cause and work, and has spent many difficult years relying on the spirit of pragmatic cooperation.

Now these spirits are disappearing. "

He found that among the team members, executives who had made contributions to the development of enterprises had begun to appear careless, slow down their efforts, began to drop their demands and learning abilities, and turned a blind eye to the problems in management: they could not stop the bad phenomena around them, and put forward reasonable proposals in time.

Even more scarier is that many executives have not put all their energy on their work, and they start "when a day goes into a monk, it doesn't ask for a good day."

This is a terrible corrosive force, which has greatly reduced the execution of the once vigorous team.

Bureaucracy of organization has brought about complex and inefficient communication efficiency. More and more departments are being split up and thinner, leading more and more, and the management scope is smaller and smaller, and the execution effect is getting worse.

More ridiculously, some work communication needs seven or eight communication links.

Some employees even feel that they have psychological barriers when communicating. They should pay attention to the content of the e-mail, and be careful in making phone calls, for fear that they will be careless.

Ding Wu saw some center's organizational structure, functions repeatedly set up, assistant is popular, and many departments also appeared "commander of bare rod".

These phenomena have a direct impact on the enthusiasm of employees, resulting in a decline in executive efficiency.

"Everyone knows that we are facing a tough winter in the industry.

But I want to tell you from experience that the bad external environment is not fatal, and the team's loss of faith and spirit is the most terrible.

Now, some people in the team are still satisfied with the trivial performance at hand, and do not have the slightest sense of hardship in a comfortable environment.

The ancients said "born in trouble, died in peace".

Without the sense of hardship, the team will lose the ability of self reflection and indulge in a comfortable environment.

You can't grow and improve very well, so you can't keep up with the development of enterprises.

Ding Wu expressed his anxiety in the open letter.

In his opinion,

The competitive advantage lies in simplicity, efficiency and quick action.

Therefore, he realized that he must organize the company to lose weight and structure flat management, and to speed up the implementation.

In order to solve this problem, he thought hard, and also worked with experts and friends to find out the way to solve the problem by tracing the source.

He said, "management consciousness is the source of enterprise management. It is so important that we have neglected it for a long time.

I think we need to put up a mirror now and let the manager take care of it himself.

He believes that the company is like an individual, and that problems must be solved in time.

"If our

Without realizing this and letting it develop, it will be quickly given to the virus.

Bring about pathological changes, and then lead to large scale organization necrosis of enterprises, and the consequences will be disastrous.

He said, "I have a firm belief in making 361 degrees a respectable company."

For this belief, over the years, he has been working hard to build a platform for more people with common ideals and values.

At the end of the open letter, he expounded his position of change in the same tone as manifesto.

"Now, I need a group of people who have the same idea and mission as one to face difficulties with me and start again!"

After the letter was issued, he began to reform the organizational structure of the company. A number of executives who did not meet his requirements were persuaded away from each other, and all the unnecessary layers were cut down, and the flat change experiment began.

"Our organizational structure problems have been solved, and 361 degrees have achieved 100% professional managers.

The team is very good now. The general manager system, budget management and full authorization are implemented in each section.

Ding Wu told reporters.