The strategic transformation ability of an enterprise is greatly influenced by the external environment. In the process of transformation, enterprises should fully consider the influence of the external environment and improve their innovation ability and technical level in order to cope with the resistance brought by external influences to enterprise transformation.
I. Research on the Motivation of Strategic Transformation
(A) the external causes of strategic transformation
For a long time, the influence of external environment on the strategic transformation of enterprises has attracted much attention. Therefore, all levels and factors of the environment are the research objects that researchers are keen on, and the research on the driving role of environmental factors in strategic transformation has never stopped because of the changes of the times. Based on the long-term research on the external environment, some related scholars put forward six forces needed for the strategic transformation of small and medium-sized enterprises, namely, scientific and technological strength, operational standard strength, customer strength, supplier strength, partner strength and competitor strength. With their changes, due to different driving forces, the transformation mode of enterprises is also different. Some scholars have pointed out that technological innovation, global economic integration, international market saturation and other factors are the main driving forces of enterprise strategic transformation.
(B) the internal motivation of strategic transformation
Internal factors are also crucial to strategic transformation. From the perspective of organization theory, it can be summarized into two views: voluntary orientation and conscious orientation. Among them, the view of voluntary orientation can be regarded as a change caused by internal leadership, right? Self-guidance? And the transformation, that is, its cause is that it has predicted the future environmental changes, in order to adapt to this change in advance, to avoid losses in subsequent operations, so as to gain profits from the transformation. The concept of consciousness orientation changes due to environmental influences and changes.
Therefore, some scholars believe that what kind of transformation strategy is the most appropriate, the first thing to consider is why to transform. What are the reasons for the transformation? Strategic factors? With what? Operational factors? . Then some suggestions are put forward.
Second, research on the resistance of strategic transformation.
The process of enterprise's strategic transformation is full of uncertainties and risks, which means that unexpected obstacles will appear at any time in the process of transformation. Therefore, we can see from various studies that enterprises encounter various uncertain factors in strategic transformation, mainly because uncertain resistance has become one of the main reasons for the failure of enterprise reform. These uncertain resistances are complex and changeable, mainly including conventional resistance, employee resistance and technical resistance.
(A) the resistance of enterprise practices
After the thrust and resistance in the strategic transformation of enterprises compete with each other, the strategic transformation of enterprises is finally formed. Enterprises will show intermittent changes in different periods, mainly because the existence of inert forces in the organization controls the strategic transformation of enterprises. The main source of organizational inertia is the unwritten rules and regulations that have always existed in the organization, and it is not a legally effective enterprise practice. Enterprise members only abide by these practices out of habit or other reasons. This inertia is not only the experience and lessons accumulated by enterprises for many years, but also guides the development and survival of enterprises. On the other hand, if an enterprise keeps to the rules and does not break through innovation, it may stagnate or even be eliminated because of some routine behaviors.
In a word, convention is a double-edged sword, which can guide the orderly development of enterprises, but if enterprises rely too much on it in the process of operation, it will turn into an obstacle to the strategic transformation of enterprises.
(B) enterprise employees' resistance
In the process of strategic transformation, employees will have resistance from emotion to behavior because they lack resistance to inertia and are worried about whether their own interests can be guaranteed after strategic transformation. Staff resistance comes from enterprise management on the one hand and grass-roots employees on the other. The strategic transformation of an enterprise is closely related to the vital interests of every employee, so whether the strategy after transformation can be implemented smoothly depends on whether employees participate in and support this change during the transformation process.
(C) the technical resistance of enterprises
The transformation of enterprise management mode requires enterprises to have strong technological innovation ability, which is also the key to enterprise strategic transformation. In the process of transformation, enterprises need to develop and apply technologies that are beneficial to enterprises and have high returns, so as to make enterprises more competitive and sustainable for a long time. Therefore, whether an enterprise has the technical resources to promote its strategic transformation directly determines the success of its strategic transformation. If enterprises don't think about strategic direction, strategic mode and strategic opportunity, it is easy to lose the favorable opportunity of transformation. It can be seen that there is an inseparable relationship between enterprise technology and enterprise strategic transformation. New technology is an essential factor in the strategic transformation of enterprises, but what we need to lead the future development of enterprises is the potential technical resources.
Thirdly, the study of enterprise's strategic transformation ability.
(A) the strategic transformation of enterprises need to have the ability
Enterprises need to have the ability of strategic transformation, which is the premise for enterprises to complete strategic transformation. This ability is not only to adapt to the complicated internal and external environment, but also to make enterprises develop healthily and have certain competitive advantages. At the same time, the existing resources of the enterprise can be reconfigured on this basis, thus forming a brand-new business model. The ability of strategic transformation can be accumulated by itself or obtained from market transactions. The key to strategic transformation ability is the ability to choose, integrate, coordinate and innovate. The strategic transformation ability has different influences due to different stages, regions and adaptive abilities. According to the influence of different environments in which enterprises are located, the strategic transformation ability is constantly and dynamically adjusted with the change of external environment.
(B) Measures to build the strategic transformation capacity of enterprises
1. Intensify adjustment and actively promote the upgrading of industrial structure. The adjustment of industrial structure is an important content of enterprise transformation and upgrading. First, we should upgrade and create a number of basic industries and emerging industries. The second is to transform and upgrade a number of traditional advantageous industries. The third is to support and expand a number of key projects.
2. Independent innovation, and constantly improve the competitiveness of enterprises. As the main body of innovation, enterprises should give full play to their functions, not only to correctly guide and support various innovative elements to gather in enterprises, but also to promote the transformation of scientific and technological achievements into real productive forces. The first is technological innovation. The scientific and technological innovation and transformation of traditional industries should be highly valued by enterprises. At the same time, we should speed up the construction of regional scientific and technological innovation system and consider establishing parts productivity promotion centers in the region at an appropriate time. The second is supply chain innovation. The third is marketing innovation. As a new marketing channel, enterprises should use it properly and reasonably, shorten the marketing process through online ordering and offline delivery, thus reducing marketing costs and enhancing competitiveness.
3. Improve services and further optimize the development environment of enterprises. All functional departments should cooperate with each other to improve? Be kind to and serve enterprises? Consciousness, this is the real down-to-earth, serving the enterprise wholeheartedly. Provide convenient services for the transformation pilot enterprises, give priority to solving various problems involved in the transformation process of the transformation pilot enterprises, and give maximum convenience to the industrial structure projects involved. At the same time, the transformation of pilot enterprises can give priority to the special support funds issued by superiors. Take all kinds of small and medium-sized enterprises as the object, and form and establish a socialized service network. In addition, in order to solve the practical problems of difficult loans and high risks in new product development, technology development risk funds and credit guarantee institutions serving small and medium-sized enterprises have been established.
4. Combine and complement each other, and strive to improve the coping ability of enterprises. Strengthen the contact between enterprises and industry associations, and obtain information in time through associations. In order to correctly guide and develop the key breakthroughs in industries and fields in the transformation, enterprises unite with each other, integrate resources and form a form of complementary advantages. Priority should be given to promoting the merger and integration of industrial superior enterprises and inferior enterprises, forming a more competitive large group, realizing the rapid expansion of superior enterprises and promoting industrial optimization and upgrading.
5. Transform business model and re-engineer. At present, the competition between enterprises is no longer limited to the competition of products and services, but more is the competition of business models. China enterprises? Low cost? No longer adapt to the process of global financial development, the global financial crisis will lead a brand-new era, and the competition of China enterprises will enter a brand-new irreversible model? Business model? With what? Capital? Degree of competition.
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