1. Case accumulation type. This type is characterized by replacing the actual management problems of enterprises with empirical cases and applying the solutions of other similar enterprises to customer enterprises. The biggest disadvantage is that it ignores the uniqueness of each enterprise. Even enterprises in the same industry field may have different problems because of different development stages; Even enterprises in the same industry and development stage may have different problems because of different corporate cultures; Even enterprises in the same industry, the same development stage and the same culture may have different problems because of different regions. How can you blatantly copy and transplant?
2. behind closed doors. The characteristic of this model is to replace the actual management problems of enterprises with management theory and impose theoretical management ideas on customer enterprises. The biggest drawback is that it is too dogmatic. Management is not a natural science, and the laws of natural science are universally applicable, but management is not. Although management theory comes from refining and summarizing actual management activities, it cannot be directly applied to actual management. It is still necessary to integrate theory with practice in order to achieve practical results.
3. Professional tool type. This type is characterized by using professional tools to replace the actual management problems of enterprises and pursuing professionalism. The biggest drawback is that it ignores the actual situation of enterprises and equates professional tools with management. Management is the foundation, tools are the purpose, and I don't know how to put the cart before the horse. Tools are important, but without the foundation of management, they will drift away from the goal and the real needs of enterprises.
All the above phenomena, in a word, failed to keep the mission of management consulting to create practical value for enterprises. In the end, management consulting is lost in one-sided arbitrariness and destroyed in subjective extremes. How is it possible to succeed? Management-centered consultation: Consultation is like treating a disease, so is ever-changing medicine. Different enterprises must have different problems. Therefore, the primary task of consulting is to find the real core problems of enterprises, explore the causes and distinguish various key influencing factors, so that the obtained solutions can bring real practical value to enterprises. Therefore, for pragmatic enterprises, solving problems is the primary task of management consulting. If it doesn't help the question, no matter how perfect the plan, no matter how careful the logic is, no matter how sharp the answer is, it's all in vain. If we can grasp the key issues and think with theoretical principles, followed by professional methods and tools, supplemented by experience and lessons, we will get twice the result with half the effort. If the project is successful, customers can wait for a satisfactory day. Consulting should also be customer-centered. The connotation of customer-centered is that consulting companies can integrate into customer enterprises, feel their worries, think about their pain, understand their pain, try their best to empathize with them, and then make suggestions for customers from the perspective of management. Looking at domestic consulting companies, there are not many that can really take customers as the center. However, all consulting companies are called customer-centric, but in reality, the above three kinds of consulting phenomena are not uncommon, because some companies are just illusory. The consulting market is a mixed situation, and enterprises should not only listen to what they say but also observe what they do when choosing consulting companies. Listen to the summary of its successful projects and the lessons of its failed projects, and listen carefully to its propaganda; Listen more to the details of its specific project operation and less to its self-beautification introduction to protect the enterprise in a safe place. Consultancy is also a major event for enterprises. Although the amount is not large, it has a far-reaching impact. Therefore, we must not be careless and careless. If the consulting company can maintain the mission of creating effective value for the enterprise, the project will be successful; If the enterprise can choose a consulting company with management as its core, it will be safe. The style and characteristics of Mingde management consulting: Mingde takes solving the actual management problems of customers as its own responsibility, takes the effect as its goal, and takes methods and tools as its means, so that consulting activities can directly target the business objectives of the enterprise, and it is determined to become an "expert in solving management problems" and contribute its consulting value to the business objectives of the enterprise. The style and characteristics of Mingde can be expressed in the following figure: The style and characteristics of Mingde management consulting are simply "one center, three basic principles".
1. "One Center": Focus on enterprise management issues. Mingde focuses on enterprise management issues, emphasizes the practical value of consulting, and puts an end to boastful, empirical, theoretical, scholarly and instrumental consulting methods. Mingde pioneered the problem-based consulting model and tirelessly pursued the actual effect of management consulting. Mingde expects to expand the influence of the company with the help of the word-of-mouth power of many customers, and expects to complement each other's advantages with customers and grow together. At the same time, Mingde also knows that too much emphasis on the problem is easy to fall into the situation of "treating the headache and treating the foot pain". Therefore, in addition to a center, we should emphasize three basic principles to ensure that Mingde Consulting, which is centered on enterprise management issues, can achieve practical results.
2. "Three basic principles": goal-oriented principle, systematic thinking principle and interactive integration principle. 1) "goal-oriented principle". Mingde emphasized that the reason why the problem becomes a problem is not relative to the static point of reality, but relative to the future development goals. The problem becomes a problem because it has become a key obstacle for enterprises to achieve their future goals. If it is not solved, it will affect and hinder the realization of the goal, and even make the enterprise goal impossible to achieve. Therefore, for Mingde, an important criterion for finding, locating and solving problems is whether it can meet the needs of the enterprise's future goals. Mingde starts from the enterprise goal and looks for problems; Starting from the enterprise goal, locate the problem; Starting from the enterprise goal, solve the problem. So we can avoid talking about problems on the basis of problems. 2) "systematic thinking principle". In order to avoid the situation of "treating the headache and treating the foot pain", Mingde should adhere to the principle of systematic thinking in addition to the principle of goal orientation. The management of enterprises is complicated. Only from the perspective of the whole organization can we get rid of the false and keep the true, grasp the main problems and clarify their sources, so as to get effective solutions and bring practical results to enterprises. 3) "principle of interactive integration". Mingde resolutely opposes the way of closed-door consultation and adheres to the principle of interaction and integration in consultation. Mingde's advantages lie in its insight into enterprise problems, management knowledge, professional methods and tools, experience cases and its ability to promote the operation of consulting projects. Mingde needs to fully understand the business and internal information of the enterprise. And this is the advantage of customers. Therefore, the principle of interactive integration requires Mingde to have real interaction with customers and combine the advantages of both parties. Through the cooperation between the two sides, we can complement each other and find the most suitable solution to the problem. Disadvantages of the separation mode of "saying" and "doing" in consulting companies At present, the practice of management consulting industry is the separation mode of "saying" and "doing". The so-called separation mode of "talking" and "doing" means that management consulting companies appoint different personnel to participate in project negotiation and project operation respectively. Usually, due to fierce market competition, in order to win the project, consulting companies usually allocate their main strength to project negotiation, and even some companies are directly responsible by professional and experienced partners. This indirectly leads to insufficient investment in project operation by consulting companies, resulting in the following disadvantages in management consulting:
1. Consulting companies often have a style of emphasizing negotiation over operation. The intensification of market competition objectively urges consulting companies to invest more outstanding talents in project negotiation to enhance their negotiation ability. It is related to the life and death of the company, and excellent talents naturally go all out. Therefore, on the one hand, objectively, the time for outstanding talents to participate in the project is reduced, and the improvement of professional ability is suspended. On the other hand, it also reduces the time for outstanding talents to participate in the project and weakens the mentoring role of grassroots consultants. At the same time, because the pre-negotiation is shorter in time than the project operation, the personal effort is less than the project operation, the difficulty is lower than the project operation, and the personal sense of accomplishment is greater than the project operation, which makes it easier for outstanding talents to have a preference for the pre-negotiation and dislike the project operation. The longer the time, the greater the harm to the consulting company. On the one hand, the company's professional ability has slowed down, on the other hand, the growth rate of internal talents has slowed down. The more so, the more the consulting company needs to invest excellent resources in the early negotiations to make up for the lack of internal forces. After a long time, it has become a trend of external strength and internal weakness, and has since fallen into a vicious circle of continuous sinking.
2. With the increase of project uncertainty, the risk of customer choice suddenly increases. The consulting company's increasing investment in the previous negotiation link and the continuous improvement of negotiation ability make the judgment of enterprises more difficult and increase the risk of choice. Under the mode of separating "speaking" from "doing", consulting companies will appoint the best consultants to negotiate with enterprises, and with their professional ability and consulting experience, it is relatively easy to gain the trust of customers. Once the contract is signed, someone else will be entrusted with the project operation. From the customer's point of view, this consulting company was chosen because of its trust in consultants. Whether the project is effective or not depends on the ability and experience of the person in charge of project operation, and has little or no relationship with the consultant in charge of project negotiation. Even if the consulting company promises to the client that the consultants who negotiate the project will participate in the whole process, the client may face the situation of "the heart is there, the Han is there" and "only work and no effort". If an enterprise wants to successfully complete a management consulting project, it should not only inspect the consulting company itself, but also inspect the consultants responsible for the project operation. If it is important, Mingde thinks that the consultant in charge of project operation is more important than the consulting company itself. No matter how good the consulting company is, there are also consultants who are not suitable for enterprises. It will be harmful if the consultant is not human. Advantages of Mingde's integrated operation mode of "talking" and "doing": Mingde changed the "separation mode of talking and doing" into "integrated operation of talking and doing", and allocated the company's best consulting resources in project operation, instead of pre-negotiation. Let consultants continue to experience and grow in the project, accumulate Mingde's ability with the growth of talents, ensure the success of the project with Mingde's ability, win the reputation of customers with the success of the project, expand Mingde's influence with the reputation of customers, and gain the market with Mingde's influence. This is by no means the ability to negotiate and publicize. Thus, the vicious circle of continuous sinking is transformed into a benign curve of continuous spiral rise of Mingde. In addition, the integrated operation mode of "speaking" and "doing" can also bring the following benefits to customers: 1. Help to reduce the risk of customers' choice. From the date of project negotiation, the project manager appointed by Mingde for the customer began to contact with the customer. Customers can judge the ability and style of the project manager through multiple contacts and the performance of the project manager during the familiarization period. The integrated operation mode of "speaking" and "doing" helps customers predict in advance and reduce the risk of choice. 2. It helps to build mutual trust in advance. Under the mode of separation of "saying" and "doing", it is difficult for both parties to establish enough trust in the early stage of the project because customers know little about the project manager. Therefore, it has a certain adverse impact on the progress of the project. Under the integrated operation mode of "speaking" and "doing", due to the early intervention of the project manager, the two sides can establish a trust relationship during the negotiation period and the familiarity period, which is conducive to the smooth operation of the project after it is officially launched. 3. It is helpful for the consultant to master the information comprehensively. Whether the project manager can grasp enough comprehensive information has a great influence on the quality of project operation. Under the integrated operation mode of "speaking" and "doing", the project manager's participation from beginning to end is more conducive to his in-depth understanding of the enterprise, making objective and comprehensive judgments with objective and comprehensive information, and giving objective and appropriate suggestions with objective and comprehensive judgments. Mingde is a management consulting organization based on solid professional research and consulting practice. Since its birth, Mingde has been focusing on organization and human resource management consulting, focusing on professionalism. Mingde is composed of like-minded people who have made achievements in the overall organizational operation and human resource management practice and consultation. Through long-term theoretical research and project practice, Mingde has accumulated extremely high management consulting ability and experience, and can provide customers with high-quality services. Through several years' efforts, the management consulting team has successfully solved the problems of the overall operation of the organization and human resource management for many enterprises. The dedication and professionalism of the Mingde team make us go further and further in the field of enterprise management consulting. Mingde always abides by its own philosophy: think for Ming Dow and act for Mingde. Mingde believes that as a management consulting company, we have a special mission, that is, to provide professional management tools for many companies, to solve the management problems in the company's development, and finally to reach the highest level pursued by Mingde, to spread a kind of "Tao" of management to enterprises, so that enterprises can master the essence and concept of management and master the modern management scientific system. This mission requires the management team of Mingde to study the actual management problems of each customer with a more neutral position and a more pragmatic attitude, and provide high-quality professional services. Mingde also knows that Ming Dow is our mission. Only by "knowing the way of management" can we truly abide by professional ethics and be worthy of Mingde Yu's way.