First, the corporate atmosphere is impetuous.
For example, some enterprises look large and grow rapidly. But the so-called growth is through capital operation and blind expansion. The acquired enterprise is only a simple addition and integration of financial statements, without any substantial integration. In fact, the growth of enterprises is fat, not muscle. The employees in the enterprise are impetuous, anyway, they just spend money on it in buy buy. It is not clear what are the core competencies of enterprises and individuals. Ask any question two or three times, and there will be no answer.
Second, the enterprise level is complex.
Some enterprises have complex hierarchical relationships, and in order to promote business, many reports have to be made. Employees spend a lot of time doing PPT, so PPT is very good, and candidates are also very imposing on the spot. But if they keep asking why, they won't think clearly. Many people spend a lot of time guessing the boss's thoughts and settling relationships. Let me give you a hint: unless you have worked in this enterprise all your life, or just want to work in this type of company, these abilities are of little value to the outside world.
Third, the business of the enterprise lacks challenges.
Especially some ToB enterprises with stable customers and small industry competition. It is characterized by the simple repetition of post work, so many candidate projects have been done, but they have not accumulated continuously in any industry. Each project lasts for several days to several weeks, and the working ability has not improved for two or three years. It's a bit like an inefficient preparation. Doing the same type of questions with the same difficulty repeatedly will not substantially improve your cognitive or examination ability.
Fourth, do not pay attention to methodology.
A large number of companies do not pay attention to methodology at the enterprise level, but only care about results. Therefore, employees talk about experience after coming out, but they lack the methodology to do things and solve problems. It is difficult to transfer these experiences to other companies and other positions. More can't cope with challenging and creative work.
Fifth, the talent density is not high.
This is actually the most crucial point. This is like the reason why we like key middle schools. Teachers are on the one hand, and more importantly, the school has a high density of talents and excellent students. Everyone influences and inspires each other, which is the biggest growth motivation. Good enterprises, whether recruiting graduates or experienced people, are very concerned about the quality of talents. And high talent density will attract more outstanding people to join, forming a positive cycle. The candidates of these enterprises have good ability and growth.
Accordingly, the characteristics of a good enterprise are also obvious:
First of all, this field is developing rapidly.
I have always emphasized that the track or channel comes first. As long as enterprises and individuals are in the main channel of rapid development, whether it is capacity growth or income growth, it will not be bad. So good companies first appeared on the main channel of the times. When the main channel changes, it is also a time window for enterprises to eliminate and change.
Second, it is in a relatively leading position in the competition.
For example, the industrial internet, branch holding company is riding the dust, competitors in other real estate fields, market value and business scale can differ by one or two orders of magnitude. In the fierce competition, leading enterprises must excel in management and organization, and everyone of them is the beneficiary.
Third, there is a formed methodology accumulation.
Unsuccessful enterprises vary widely, and successful enterprises are always the same. In addition to the distinctive corporate culture, the accumulation and precipitation of methodology is very obvious. Leading Internet companies like ByteDance use methods and tools to carry culture to support its rapid expansion without dilution. Methodology determines the language of employees in this enterprise, and also determines the decision-making and deliberation mechanism. Behind the performance and financial figures, methodology is at work. Employees of these enterprises also unconsciously learned to work more efficiently and cooperate more orderly, which is a lifelong gift.
Fourth, a good corporate culture.
Everyone was absorbed in their work and didn't take the time to repair the relationship. As has been emphasized before, the time spent on relationships can not gain lasting value, but can only cope with temporary conflicts and gain short-term benefits. People who focus on relationships are not friends of time. The less time you spend on relationships, the more time you spend on serious things, and the faster your comprehensive ability will improve.
Fifth, the talent density is high.
This point cannot be overemphasized. The talent density of a good company far exceeds the industry average. Higher talent density makes relatively simple corporate governance possible, which will continuously improve the performance of enterprises and attract more high-level talents to join. This is a virtuous circle. People living in such an environment will improve their vision and ability far beyond the industry average.
Based on the above analysis, we can easily draw the conclusion that career planning is to choose a platform and a company. As long as we focus on our career goals, strive to join the right company and enter the right position, the career will naturally develop in the direction we expect. So when choosing a company, don't be casual, let alone just stare at the immediate interests.
Because every choice at this moment is an important node in life.