The first power: decision-making power
The quality of decision makers is the most unsystematic factor in enterprises. The story of a futures company changing its decision-making mode verifies the importance of introducing and selecting decision makers, and the practice of this enterprise is worth learning. Decision-making mechanism is the fundamental guarantee of decision-making ability, and enterprises need to establish decision-making initiation mechanism to avoid individual's unsystematic judgment. Jack Welch, CEO of GE, established an internal hearing system, which is a model of micro-decision-making mechanism. Establish an effective feedback system when making decisions. When the risk gradually increases, enterprises can avoid the serious consequences caused by the Cao Singapore incident. Information system is the core component of decision-making. Therefore, enterprises must attach importance to the construction of information systems, and take Coca-Cola Company as an example to establish an effective decision support information system.
The second strength: leadership
After making the right decision, the importance of leadership is highlighted. The connotation of leadership includes: first, to make enterprises succeed continuously in the market; Second, it has the ability to guide the direction and direction; The third is to know people and employ people; Fourth, leaders have good qualities, including honesty, integrity and responsibility. There are many examples of successful leaders in history, such as AT&T, Johnson & Johnson and Tong Ren Tang, and there are also negative teaching materials, such as Mainville Company and WorldCom Communication Company, which produce asbestos. The ideal situation in a leader's mind is to find the best person and do what he wants. Therefore, leaders should use the best talents, cultivate team spirit and fully empower them. Leaders need to learn from the successful examples in China's history, such as Liu Bei's leadership over Zhuge Liang; Liu Bang's leadership over Sean, Xiao He and Han Xin.
The third power: management power.
The essence of management is order. Therefore, enterprises should pay attention to the workflow, especially the establishment of "main coordination unit" and "key control point". After monitoring the indicators of process tasks, there is also a task flow around standards. This requires managers to attach importance to the handover link and distinguish responsibilities, thus improving work efficiency. When cultivating management power, we must pay attention to the design scheme of power structure and choose control and coordination system to solve conflicts; There is a policy before there is a system, and the system is established by implementing policies. The beauty of management lies in flexibility. Huainan is orange and Huaibei is orange. For any enterprise, there is no best, only the most suitable. The so-called most advanced management mode that many enterprises seek does not exist. This requires the continuous updating and adjustment of the enterprise guarantee system, and maintains the long-term value of the enterprise by updating the business model.
The fourth force: execution
A correct understanding of decision-making intention is the basic requirement to ensure execution. An executed decision can only be called a "decision", otherwise it is an irrelevant idea and suggestion. In the sense of effective decision-making, execution is part of decision-making. Due to the variability of decision-making, there is a general problem of insufficient communication between decision-makers and executors. This paper summarizes several simple and easy methods for your reference.
1. Policymakers should change their ideas, realize the essence of the integration of decision-making and implementation and the communication needs it brings, and communicate actively. Senior executives are welcome to inquire.
2. Take the handover of decision-making and implementation as an important link in the whole decision-making process, and clearly stipulate the time and content of handover in management, the power and responsibility of the executor to ask questions, and the responsibility of the decision-maker to answer questions and provide instructions.
3. Practitioners should form good habits, first of all, the habit of complete records. In the process of communicating with decision makers, try to record the information you hear completely and accurately. The second good habit is to ask immediately if you don't understand. Being brave in communication is a responsible performance, not only for yourself, but also for your opponent and boss. However, in the process of implementation, we still have to deal with the shortage of resources and the challenge of crisis, which is actually a kind of survival wisdom. The well-known story of the ancient people who besieged Wei and rescued Zhao from all sides has been the best practice of actively controlling the crisis. When it comes to execution, planning and coordination are the premise and guarantee of execution efficiency. Details create resources, and details determine quality, which requires us to grasp details in order to achieve efficient implementation.
To sum up, decision-making power+leadership+management power+execution power = enterprise performance.
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