In a family, the cost of communication, management, implementation and landing is very low, but an enterprise is not composed of blood family members after all, and it has its own development law. In my opinion, this "family culture" is more of a kind of "lazy politics". I won't particularly emphasize this point, that is, everyone will say that my company is like a home. Because of the particularity of China culture, we always want leaders to be like parents and colleagues to be like brothers and sisters, but this view and pursuit will bring another very bad place in management, and it is possible to talk about performance, principles and rules. The decision-making power of this kind of enterprise is highly centralized, even "centralized", and the boss has the final say at any time. Grassroots employees, in particular, mostly pursue stability and are afraid of change, so this culture will cater to most of these needs, but in this way, it will easily lead to the loss of their work passion, low team morale and mental state. So I have always insisted that the company should not be home.
But many enterprises still emphasize family culture, which depends on the background of "family culture". I really appreciate talking about "family culture" under the premise of an identical governance structure, consciously abiding by rules and company system arrangements, because it shows that managers care about employees.
But if we talk about "family culture", we are ignoring the rules and only talking about intimacy and friendship, then I am opposed to it, so I basically manage it according to governance and rules. Then talk about the care and love for employees, which is a better enterprise.
Because of the complex relationship of "family culture", it is inevitable that enterprises will have difficulties when they need to change. Huawei, for example, does not respect "family culture", but emphasizes "wolf culture" and "military culture" with efficiency as the first priority.