3C enterprise success theory

1. Reach a * * * consensus.

? High-level full discussion, PK, brainstorming

Step 2 be clear

? Background: The development path of the enterprise is clear to the top, but not to the middle and grass-roots employees.

Reason: Top management often changes the company's strategy, which leads employees to be confused about the strategic direction and priorities.

Solution: The top management clearly defines the business type, target customers and priorities of development areas, and communicates them to all employees to improve strategic clarity.

3. Strategic decoding (cascade)

1) path should be specific.

2) Cooperation and division of labor between departments

3) Plan the time reasonably and define the distribution ratio of main business and innovative business.

Lecture 6: How to ensure the team to execute the strategy better than the competitors?

Challenges faced by changes in external environment

1. Strategy ≠ Implementation

There is a gap between strategic planning and implementation.

2. Resources ≠ Implementation

Case: Large enterprises are rich in resources and lack of execution in transformation.

3. Performer = person

The ability of middle and high level to integrate resources determines the efficiency of implementation.

Tools include: culture, process, system, system and so on.

Constructing the core of organizational ability;

Through many methods and management means, let the huge team move in the same direction under the guidance of the leaders and with the wishes of the leaders.

Tuyere theory

1. During the early exploration, the enterprise found a tuyere to fly quickly (blue ocean). If it can't give the pig wings in time to build a strong organizational ability, the pig will also fall (Red Sea).

2. The organization becomes bigger: the internal communication cost is high and the internal consumption of resources is high.

Burning money theory

The financing capacity has decreased, losses have been incurred, and the scale has expanded rapidly.

Investors are not fools.

Private equity funds focus on enterprises: the imagination of the industry and the execution of the core team.

The greater bottleneck restricting the success of enterprises is organizational ability.

1. Organizational capacity adjustment is more difficult than strategy.

Strategy: adjust the plan

Organization: Adjusting People (Humanity)

2. It takes longer to adjust organizational capacity.

Strategy: 3-6 months

Organization: 2-3 years (larger scale, longer success time and longer adjustment time)

3. Organizational capacity adjustment covers more people.

Strategy: core executives

Organization: All employees