The development of an enterprise involves many factors such as the enterprise's business strategy, technology development, corporate culture, marketing management, and personnel management. Whether an enterprise can achieve long-term and sustainable development often depends on the person in the highest leadership position of the enterprise, that is, whether the entrepreneur is the best talent will play a decisive role. Because an entrepreneur's thinking and concepts will directly affect the company's business strategy, technology development, corporate culture and other factors related to the development of the company. The fundamental criterion for an excellent entrepreneur is whether he has agile thinking and advanced concepts. Only with agile thinking can he have insight into the development trajectory of an enterprise during its development process, and only then can he know how to follow the natural laws of development to make it more prosperous, that is, It is said that one can predict the future and control the destiny of enterprise development. Of course, those who control their destiny will definitely win, but quick thinking alone is not enough. If you want an enterprise to develop, you as an entrepreneur should have advanced ideas and form a corporate culture in the enterprise so that it becomes the common goal for the employees of the enterprise to unite and strive for the development of the enterprise.
A good entrepreneur is an excellent spiritual leader within the company. In the early stages of development of many enterprises, the leader's authority is mainly based on property rights, because he is the owner or major shareholder of the enterprise. With the socialization and decentralization of property rights, the proportion of equity he owns in the enterprise is getting smaller and smaller. At this time, his prestige mainly comes not from equity, but from his personality charm. Konosuke Matsushita has a strong influence in the company. In the early days, this influence came from property rights and entrepreneurship; later, this influence came entirely from management performance, his personality charm and the corporate culture he created. Panasonic only owned 2.1% of Panasonic's shares before his death. At this time, he was no longer a property rights leader in the company, but a spiritual leader. An enterprise not only needs property rights leaders, but also spiritual leaders. The so-called corporate culture is the externalization of the inner world of the main leaders of the company in the company. "Sun Tzu's Art of War: Planning and Attack" says: He who has the same desire from above and below wins. Ancient Chinese art of war also emphasizes: If you do the same thing with the crowd, you will not be successful; if you do evil with the crowd, you will not be able to lead it. They all have the same meaning. As long as the commander and the soldiers have the same likes, dislikes, and desires, there will be no unsuccessful cause and no enemy that cannot be eliminated. If the upper and lower are united and united, nothing can be conquered; if the upper and lower are separated, defeat is certain. If the same desire from top to bottom is an element in creating a military culture that meets the needs of war, then it is also a pillar in creating a corporate culture that meets the needs of competition. The key is that everyone in the enterprise has the same goals. The establishment of common goals depends on the consistent values ??of the enterprise and the pursuit of consistent interests. If values ??are different and people have different desires, common goals cannot be truly established. Therefore, the main task of creating a corporate culture in which top and bottom leaders share the same desires lies in establishing the values ??of corporate goals. Only in this way can business leaders transform from property rights leaders to spiritual leaders. Family businesses can change from relying on property rights leaders to following spiritual leaders. This is the growth trajectory of almost all family businesses. Behind almost all family businesses there is a person who has gone from property rights leader to spiritual leader. Family businesses are the work of this person, just like "Home" is the work of Ba Jin.
Entrepreneurs should have strategic awareness. The most important responsibility of an entrepreneur is to formulate business strategies. Whether a company can develop in the long term depends on whether it has formulated a clear and clear development strategy. Whether an enterprise can formulate a clear and clear development strategy depends on whether the entrepreneur, the leader of the enterprise, has a strong strategic awareness. Corporate profits and corporate sustainable development are important yardsticks for measuring entrepreneurs. Strategic awareness is one of the basic qualities that entrepreneurs must possess. To successfully lead your company to overcome new challenges and establish a direction for corporate development, you need to have a long-term strategic vision, tax-sensitive insight, good professional ethics and A global corporate leader who can inspire his subordinates. In the past 10 years, Chinese enterprises have mainly relied on the courage, professionalism and experience of entrepreneurial leaders to achieve rapid development in the rapidly expanding market. However, the internal organization and operation construction of the enterprise have not kept pace with the overall development of the company. Especially with the increasing uncertainty in today's economic environment, business leaders have become a tendency to give up on information analysis and rational decision-making. Many Chinese entrepreneurs have difficulty getting rid of the cycle of personal heroism.
A great business leader must be forward-looking about the market and must be able to make effective decisions in ambiguous scenarios full of uncertainty. If you wait until the situation becomes clear, you will most likely have missed your best opportunity. When our company was established in 1998, it was at a low point in China's real estate development process. At that time, most people lost confidence in the development of real estate and adopted a wait-and-see mentality to avoid real estate risks. But as a business leader, I think this is undoubtedly an excellent opportunity for our newly established company, the best chance to survive. In other words, while we face huge risks, there is also unlimited vitality and hope. So we made a series of development strategic decisions; first, seize the beachhead at all costs; second, always be the second best and not expand blindly to avoid disaster caused by difficulty in balancing follow-up conditions; again, step by step, we gradually expanded. , develop healthily in compliance with the laws of nature, and carry out phoenix nirvana at the appropriate time so that the enterprise can be reborn. Since then, our company has been developing in accordance with the decisions made at that time, and has achieved gratifying results to this day. At the same time, we also supplement it with the concept of advanced deeds to make the developed properties stand out among many properties. It has played a role in leading the transformation of Wenzhou real estate from low-level practical to high-tech intelligent. One of the projects we developed, Chengnan Longju, won the bid with the highest land price in the city. Everyone in the industry thought that we were doomed. They felt that I, a young boy who didn't know what the world was up to, was playing with fire. But soon they changed because of my application of advanced concepts and high-tech content, cultural integration, advertising planning and other measures, which made Chengnan Longju achieve unprecedented success. Therefore, we unanimously recognized me as the young marshal and Confucian businessman of Wenzhou's real estate industry, and the company has developed rapidly as a result.
The second is the vigilance of entrepreneurs. The biggest feature of today's era is change. Entrepreneurs with strong strategic awareness can always remain vigilant. While correctly understanding the strength of the enterprise and identifying the advantages and disadvantages of the enterprise, they can accurately analyze the external situation and promptly discover the enterprise's changes in the ever-developing and changing environment. opportunities and threats and formulate corresponding countermeasures. If entrepreneurs are lax in thinking, always satisfied with the status quo, and cannot see changes in the external environment, the crisis of the enterprise will soon come.
The third is the transformative power of entrepreneurs. The vitality of an enterprise comes from its innovation ability. Sun Wu, the sage of war, said in "Xu Shi Pian": Anyone who is on the battlefield first and waits for the enemy is lost, and whoever is behind the battlefield and rushes to fight is tired. Those who are good at fighting will harm others without harming them. This means that the party that arrives at the battlefield first and waits for the enemy will be active and calm, and the party that arrives at the battlefield later and rushes to fight will be forced and passive. Therefore, generals who are good at commanding operations always try their best to mobilize the enemy during the war without being mobilized by the enemy. Striving for the initiative and avoiding passivity has always been what military strategists relentlessly pursue and desire. The market is like a war. In the increasingly fierce market competition, if an enterprise wants to remain invincible, the key to achieving harm to others without harming others is to be on the battlefield first. The core is fast and new. It is not only a matter of speed, but also A matter of strength. The strength of an enterprise mainly comes from its technical level. Under the current fierce competition, it is ultimately a competition of technology. Innovation, especially institutional innovation, will inevitably lead to organizational changes. Entrepreneurs with a strong strategic awareness also have a strong ability to change. They can skillfully resolve the resistance encountered in change, minimize the occurrence of conflicts, and at the same time enable their intentions to be implemented within the enterprise.
The new situation created by China’s accession to the WTO brings both opportunities and challenges. In the face of fierce market competition, while rapidly developing the enterprise, entrepreneurs must work hard on connotative development. The core of this connotation development is: attaching importance to entrepreneurship and innovative corporate culture, so that corporate culture and entrepreneurship form an organic unity.
First of all, the development of an enterprise is its core competitiveness. Core competitiveness comes from technology, technology comes from management
, and management relies on corporate culture. Corporate culture may not be the most direct performance factor for a company's growth, but it is the most lasting determinant. Corporate culture plays a role in guiding, regulating, constraining, cohesion, and integration of corporate development, and has gradually become people's common sense. In other words, enterprises promote the all-round development of employees through the construction of corporate culture, motivate employees through the guidance, norms, and constraints of a culture, thereby enhancing the cohesion of the enterprise and improving the efficiency of the enterprise.
The important role of corporate culture in the survival and development of enterprises is the cohesion effect.
Corporate culture is like a link that closely links employees and the pursuit of the company, giving each employee a sense of belonging and honor; the second is motivation. Corporate culture focuses on the human factor, emphasizing respect and trust in everyone, and maximizing the enthusiasm and creativity of employees; the third is the coordination role. The formation of corporate culture enables employees of the enterprise to have the same values ??and have a consistent understanding of many issues, making the various activities of the enterprise more coordinated; the fourth is the restraint effect. Corporate culture has an invisible binding force on employees' behavior and forms a group ethics and code of conduct through subtle influence. The fifth is the role of image building. Excellent corporate culture shows the public the company's successful management style, good operating conditions and noble spiritual outlook, and is a huge intangible asset of the company.
Thirdly, the construction of corporate culture is achieved by people, among which entrepreneurship plays a very important role. Entrepreneurs are experts in management. When a company becomes bigger, it is necessary to unite more people around them to do something, and they become politicians.
Entrepreneurs must manage both products and ideas, so that enterprises can develop sustainably in the long term. Lenin once pointed out that after the route is determined, cadres are the decisive factor. The success, failure and development of an enterprise are closely related to the role of entrepreneurs and the realization of entrepreneurial spirit. In the current changing market environment, many Chinese companies must face international competition, which requires the establishment of a more solid team foundation to support the sustainable development of the company. The decision-making of far-sighted leaders is particularly important.
Indeed, the rise and fall of an enterprise is related to the thinking and ideas of its leaders. The process of entrepreneurs running a business is the process of continuous improvement of their thinking and concepts. If the leadership of an enterprise improves its thinking and concepts, the enterprise will develop; otherwise, the enterprise will decline and perish. In Wenzhou's clothing industry, Jinfa's bankruptcy caused quite a stir and was thought-provoking. Due to deviations in the business thinking and concepts of the company's leaders, Kingfa did not effectively manage the agents' payment settlement and cooperation agreements during the company's rapid development stage, resulting in payment arrears. Moreover, there were mistakes in decision-making and blind expansion of production investment. As a result, the company's capital turnover was poor and payment arrears were very serious. When the company's capital operation was difficult, the company leaders thought of illegal means such as evading state taxes. In the end, the boss of the company was imprisoned and the company went bankrupt. At this time, Jinfa was still owed three to four million in payment. As a rising star in the clothing industry, Xia Meng, because the boss is focusing on product development and scientific management, the company has adopted a series of measures such as internal division of labor, expansion, branch factories, and hiring of professional managers. The company's grade has been continuously improved, its strength has been continuously enhanced, and We have obtained cooperation opportunities with well-known foreign clothing companies. The words of CEO Xia Meng are even more thought-provoking. When an enterprise develops to a certain stage, it must shed its shell, that is, it must abandon some methods, systems, and contents that may have been very useful in the past but have now become constraints, and this involves entrepreneurs. thoughts and ideas.
In summary, corporate culture and entrepreneurship are interconnected, influence each other, and are interdependent. As an entrepreneur, you must consider the long-term and comprehensive development of the enterprise and set sustainable development mission goals for the enterprise; be able to make overall plans around the formation of the enterprise's unique core capabilities and outline the bright future prospects of the enterprise to employees; and at the same time, be able to influence and change the thoughts and behaviors of employees, guiding the formation of a corporate culture that is compatible with strategic development.