But in some small start-ups, this phenomenon may be better, and problems are often easily changed from top to bottom. However, once an enterprise forms a certain scale, it is difficult to carry out thorough reform if there are problems, because at this time, various interest groups have been formed within the enterprise, and large enterprises with a certain scale often have relatively stable business and strong ability to resist the risks brought about by market changes, so the management's own willingness to change is not so strong.
When it comes to whether an enterprise is willing to reform, the role played by enterprise managers is also a very important factor. The reason why small companies are easier to reform than large enterprises is that small enterprises are often managed by their founders, so they will be easier to change. But large enterprises, especially those that have been established for a long time, are often managed by professional managers, and their own demands are to make money. If it does not involve self-interest, the willingness to reform is often not so strong.
Of course, with the continuous development of the times, many managers of enterprises are also aware of this problem. We began to pay attention to the construction of corporate culture and the design of management system. For example, many enterprises began to flatten management, try to reduce barriers in the management process, and solve some big enterprise diseases from the system, such as bureaucracy and so on. Advocate an internal equal working atmosphere and so on.