In view of the competitiveness of corporate culture, Deloitte investigated and analyzed 286 enterprises with different industries, different assets and wide business scope, involving eight industries, such as scientific and technological media, telecommunications, manufacturing, consumer transportation and real estate, four types of enterprises, namely state-owned, private, foreign-funded and Sino-foreign joint ventures, and three types of enterprises, namely local, ethnic and transnational. The research framework and analysis indicators include nine aspects: cultural management, cultural drive, advanced culture, cultural balance, clear concept, internal and external cognition, employee identification, system matching and employee practice.
The survey shows that the overall score of corporate cultural competitiveness in China is 54%, which is 60% lower than the passing value of experience. Cultural management? And then what? Cultural drive? It is a short board in nine dimensions, with a score of only 37%. The gap between excellent enterprises with a total score of more than 90 points and ordinary enterprises with a total score of less than 90 points is as high as 30%. In the sub-comparison, the gap between excellent enterprises and ordinary enterprises is more obvious: market benchmarking (gap 56%), cultural training (gap 5 1%) and cultural case collection (gap 48%). Generally speaking, Chinese enterprises pay more attention to the shaping of values such as market, customers and innovation. 86% enterprises pay attention to customers and markets, 86% enterprises think their market reputation is good, and 80% enterprises pay attention to innovation and innovation.
At the same time, the incentive retention effect of talents in enterprises in China is not good. The key talents retention score is only 19%, and the manager retention score is only 15%. Excellent enterprises and general enterprises have poor results in talent retention; The sense of social responsibility of Chinese enterprises needs to be strengthened, and their enthusiasm for public welfare activities is only 17%, which is not conducive to establishing a good social image.
In view of the above findings, we discussed with Wang Tuoxuan, partner of Deloitte's business line of management consulting leadership and talent management, and Li Yazhu, deputy director of Deloitte's business line of management consulting leadership and talent management.
HBR Chinese Edition: How to Understand the Competitiveness of Corporate Culture?
Wang Tuoxuan: Corporate culture is like air. When the air quality is good and there is no pollution, employees will feel better and work more efficiently. In the past, China enterprises paid more attention to becoming bigger and stronger, but now China enterprises, especially private enterprises, have developed to a new stage, and many enterprises have begun to pay attention to the long-term, hoping to be a century-old shop and achieve a lasting foundation. This is actually the process of attaching importance to the construction of corporate culture. It is relatively easy to be bigger and stronger: sometimes finding the right person can double the performance at once; If you can pay attention to the organization? Structure, building some IT systems, more capital operation, management can be improved, and enterprises can do better. But it is not easy for enterprises to grow up. Many small enterprises in Europe are small in scale, but their business has lasted for hundreds of years, and some large enterprises in the United States have a long history of development. A good organizational culture, like the soul of an enterprise, can support its long-term development. Therefore, talents can make enterprises bigger, organizations can make enterprises stronger, and culture can make enterprises longer.
Corporate culture is like an iceberg. The part exposed to water is the company's appearance and behavior pattern, but most of the iceberg is underwater, which plays a role in the game rules or organizational behavior standards of enterprises, the thinking formulas and assumptions that have been proved to be correct and instilled in employees, and the core values and beliefs led by enterprises. These intangible things are the core of corporate culture.
HBR Chinese Version: It is easier for people to understand the macro influence of corporate culture, but what is the specific function?
Wang Tuoxuan: A more vivid description is that in any enterprise, especially entrepreneurial enterprises and fast-growing enterprises, many new people often come in at once, and these people have a running-in cost problem. These employees come from different backgrounds, different ideas and different ways of doing things. If they still think in different directions and work hard in different aspects, then this enterprise will not go too fast. A specific function of corporate culture is to unify everyone's thoughts, behaviors and strengths through the guidance of corporate culture, form a team, and ultimately shape the competitive advantage of enterprises.
HBR Chinese Version: For the leaders of China enterprises, it is easy for them to understand the importance of innovation and other fields, but they often ignore the construction of corporate culture. Corporate culture construction, too? Top projects? Really?
Wang Tuoxuan: Corporate culture is an upward and downward flow model. Business leaders in China often talk about employee behavior patterns, but actually ignore the previous sentence. Who caused the employee's behavior pattern? It is the leader himself! According to our research, 70% of corporate culture comes from top managers, because managers play a very important role in corporate culture, especially top leaders. Top management plays a central role in the construction of corporate culture, and ordinary employees see what management does. In real management, enterprises often tell employees how to do it, but in fact these things have no effect, and employees all look at how managers do it. In this sense, corporate culture construction is indeed the same? Top projects? , we must build a benign pattern of upward flow and downward flow.
HBR Chinese Version: Due to the special national conditions and social and cultural characteristics, China enterprises often have slogans in the process of corporate culture construction. What other notable misunderstandings have you found in your investigation?
Wang Tuoxuan: This survey analyzed nearly 300 enterprises. The phenomenon of corporate culture being wall-faced, politicized, literary and stylistic is more serious. Specifically, it includes the following misunderstandings: 1, taking corporate culture as a slogan and hanging the slogan high; 2. Take corporate culture as a tool for political struggle and propaganda; 3, blindly pursuing the literary talent and artistic conception of corporate culture concept, not grounded; 4. Take corporate culture as a synonym for employees' cultural and sports activities; 5. The management system does not match the corporate culture concept; 6. Lack of a mechanism for regularly evaluating the driving force of culture, and allowing outdated culture to hinder development; 7. Compared with commercial development, culture is always backward; 8. Cultural work such as social welfare and employee care is regarded as short-term consumption, not long-term investment; 9. Think about cultural management when there are problems, expecting culture to solve urgent business problems immediately; 10, leaders differ in words and deeds, undermining the authority of values.
HBR Chinese Version: What does the survey index involve? Internal and external cognition? This one. We want to know, how big is the gap between enterprises' understanding of their own corporate culture and the understanding of these corporate cultures by the public and society? What's the problem?
Li Yazhu: This time, we mainly investigated the effectiveness of the operation and management mechanism of corporate culture. We assume that the operating mechanism of corporate culture is relatively effective and its publicity effect is appropriate. But in the end, there are other phenomena inside and outside the performance of corporate culture, which actually belong to the fact that it has not been done. In the final analysis, corporate culture has not been integrated into daily quality management and a series of management norms. ? Is there a difference between inside and outside? It reflects the lack of corporate culture management mechanism and the failure of cultural operation mechanism. Judging from the investigation, this gap is relatively large, which was summed up when we talked about the misunderstanding of corporate culture construction just now.
HBR Chinese Version: We have noticed that among the state-owned enterprises, private enterprises, foreign-funded enterprises and Sino-foreign joint ventures you investigated, the one with the lowest comprehensive score is the Sino-foreign joint venture. Why is this happening? Relatively speaking, Sino-foreign joint ventures are superior to private enterprises in cultural exchanges between China and the West and system construction.
Li Yazhu: In many cases, Sino-foreign joint ventures face typical cultural conflicts and integration problems. From our consulting experience, no matter whether the joint venture shares are 565,438+0% or 49%, the content and overall style of publicity will be very different, which will eventually form a completely different cultural pattern. The ownership structure determines who leads the enterprise and who is responsible for management. Due to the differences in ideas and styles between China and the West, Sino-foreign joint ventures often consume too much resources and time and energy in communication and coordination.
Wang Tuoxuan: There is a very interesting phenomenon in Sino-foreign joint ventures. In the past two years, the performance of Sino-foreign joint ventures has declined, because both sides are evenly matched shares, resulting in too many conflicts between the two sides. At present, enterprises mostly choose the form of sole proprietorship, or one party buys back all the shares. One of the important reasons is cultural differences. At the beginning of the joint venture, everyone was fine, because they knew each other and were full of freshness. Corporate culture was good at that time. However, internal friction and transformation will overdraw the original corporate culture. Of course, this is also related to the trend of foreign investment policies and the changes in the business environment of the whole society.
HBR Chinese Edition: According to this survey, what suggestions do you have to improve the cultural construction of enterprises in China?