No enterprise is perfect, which means that on the one hand, the organization is not perfect in space, because when the enterprise is big, even if faced with the same problem, everyone will see a different side, showing the scene of Rashomon. At least in the chairman's office, what you may see is that despite the twists and turns, the prospects are bright, the current strategy is clear and steady. There is a lot of confusion and hesitation in the middle of the enterprise. When we go to the front line of business to understand the actual situation of employees' daily work, we often poke a loophole, and disjointed places abound.
On the other hand, the organization is not perfect in time. At almost any point in time, enterprises have a lot of problems, and entrepreneurs and managers can only get used to struggling. Enterprise growth is not linear, but everything has a window period. Therefore, enterprise managers must comprehensively consider various factors and grasp the pace of enterprise growth, that is, when to grasp what and what to release? When should it be tight and when should it be loose? What must be done and what can be put off? Management is a slow variable, just like a flywheel, driven by the accumulation of quantity and inertia. So a lot of problems in the organization are not solved, but disappeared.
Growth is not equal to development. Where does development come from? According to the factors related to the formation of enterprise's sustainable competitiveness, enterprise's sustainable success = strategy * organizational ability. From the perspective of organizational function, this paper goes beyond the will, ability and governance of employees, but analyzes the ability of the organization, that is, from the aspects of organizational process and organizational level. Therefore, we should make a fuss about organizational advantages and improve from organizational bottlenecks.
First of all, the organizational capacity building of enterprises should first make a fuss about their strengths and consolidate the foundation of settling down. Answer the following questions (take the port as an example):
1. What business are you in? What is the nature of the business?
Answer: Ship berthing, cargo loading and unloading, collection and distribution, and cargo storage. Its essence is to ensure safety and efficiency.
2. What are the skills behind making money in this business?
A: There is market demand. First of all, the most important thing is to build a large-scale coverage function of berthing tonnage, a port dredging function such as multimodal transport, a large-scale warehousing function, bonded, futures delivery and other regulatory functions. Function is an essential basic competitiveness. Secondly, the dominant logic of safety and efficiency, including process transportation, cargo safety and operational efficiency.
3. What key activities must enterprises carry out in order to accumulate such skills?
A: Functionally, one is channel upgrading and the other is railway dredging. In terms of safety and efficiency, we will continue to build a risk classification management and control system and a single-ship project efficiency improvement system.
4. In order to complete the delivery of key activities, which departments and personnel must take responsibility?
A: First, the top leaders should focus on their functions and solve the bottleneck. Second, the leaders in charge and the Safety and Quality Department promote the risk classification control system, the leaders in charge and the dispatching department pay attention to efficiency, and the departments in charge and the warehousing department pay attention to the control and management of the shortage of goods.
Secondly, to improve the bottleneck, there are many problems that need to be improved. However, as an enterprise organization manager, it is necessary to judge and improve the selection and timing of the project.
So, how to manage the growth of the organization? This requires specific methods. Dr. Feng Long gave two points, one is to take the gap as the goal, and the other is to seek development in imbalance.
First of all, aiming at the gap, Dr. Feng Long pointed out that there are only three sources of the gap: from customers, from competition and from oneself. This is also very similar to the three-view work method I summarized, and I have a great sense of identity.
Questions from customers: Why did customers choose us? Why don't customers choose us? Why do customers keep choosing us? Why can customers only choose us? In this way, we are determined to create customer satisfaction and eliminate customer dissatisfaction.
Query from competition: Who are our competitors? Who will be our competitors? Where should we compete with it? How big is the competition gap and what is the root cause of the gap? Use this question to make up your mind to seek a breakthrough.
Ask yourself: How big is the gap between an enterprise and its ultimate ideal? How big is the gap with the current level? Why is there such a gap? Why does this gap persist? Use this question to make up your mind to change yourself
Taking the gap as the goal is a process of self-confrontation, which needs to be implemented in stages and managed well.
Secondly, seeking development in an unbalanced way requires entrepreneurs to strike a balance between external opportunities and internal capabilities. This requires entrepreneurs or managers to make internal resources conditional, that is, to take the employees, customers and suppliers you have trained as conditions for opening up the market and turn your experience in opening up the market into resources at any time. In this way, we can break through the challenge to the balance of opportunities and resources.
Of course, the role of management itself is limited, and it is impossible to solve all problems. If you don't succeed, don't leave all the problems to management problems.