The consulting projects I do are mainly private enterprises, and the demand for consulting by private enterprises is very direct: it can be used to solve the problems that enterprises are facing. If it is a strategic project, it needs to be specific to the functional strategy and specific to every link of strategy implementation. If it is a performance appraisal project, it is required that the scheme can be implemented immediately. In order to meet the actual requirements of customers, I generally take the following measures. From the practical operation, the effect is very good.
First, let customers participate in the whole process of the project. From the day the consulting project team enters the enterprise, let the enterprise be equipped with corresponding personnel to set up an internal docking team and recommend a person who is mainly responsible for docking. Docking team members participate in the daily work of the project. First, customers can feel the specific process of project operation, participate in the discussion of the project team, and provide timely help to the problems and difficulties in the process. Secondly, by participating in the operation of the project, the staff of the customer interface team can understand the ideas and methods of the project team to solve problems, have a deeper understanding of the whole scheme, and can quickly take over in the actual operation in the future, thus promoting the transformation of the enterprise.
Second, arouse the enthusiasm of customers. Customers seek consultation more to improve insiders' ideas and management ideas through consultation. I have always adhered to the view that it is better to teach people to fish than to teach them to fish. Consulting companies provide not only solutions, but also solutions and ideas. Therefore, in the process of project operation, I try to mobilize the enthusiasm of all employees and participate in the negotiation process. For example, organizational structure adjustment, I organized more than all department heads to fully discuss and put forward my own views on two or three organizational structure adjustment schemes proposed by the project team. By comparing the advantages and disadvantages of various organizational structures, combined with the actual situation of the enterprise, I chose the organizational structure that is most suitable for the enterprise in the near and medium term. Then organize each employee of the enterprise to sort out their job responsibilities. Through self-sorting, on the one hand, let every employee know his position and role in the organization, on the other hand, let employees clearly understand the changes of each job responsibility after the adjustment of the old and new organizations, and lay a good foundation for the shift of work focus in the future.
Third, strengthen training. What private enterprises lack most now are management concepts and methods. Therefore, I increased the training in the process of the project, and improved the managers' acceptance of the reform, changed the management concept and improved the management level through training. For example, in job description writing, I don't let the project team write it by itself, but organize training specifically for job analysis and job description writing, so that managers and employees of the company know what to write and how to write it. I usually write standard job description templates and examples in advance, and then let employees describe their job descriptions according to the responsibilities under the new organizational requirements. This seems complicated, but the effect is obvious. The job descriptions of general enterprises are either not available and should be shelved, which has no guiding significance for practical work. Through combing, especially after the adjustment of the new organizational structure, employees can clarify their job responsibilities and realize the importance of daily work. For example, performance appraisal, I will organize at least two trainings for senior managers, middle managers and ordinary employees. For different levels of personnel, my training has different pertinence, the purpose is to make everyone realize the importance of assessment. And organize department heads to prepare subordinate assessment indicators. On the surface, they have completed the compilation of assessment indicators. In fact, through repeated communication between superiors and subordinates, the assignment of the company's work tasks has been completed, which has enhanced managers' understanding of their subordinates and enhanced employees' understanding of the importance of their work. It can be said that it is multifaceted.
Fourth, we don't want to plan luxuriously, we just want to be practical. The purpose of writing a scheme is to apply it. In order to better meet the requirements of customers within the limited project time, I require that the preparation of the scheme should not have flowery rhetoric, beautiful and impractical films, and should hit the nail on the head and make the enterprise feel pain. Only when enterprises feel the pain can they make up their minds to change and effectively promote the implementation of the plan.
Fifth, communicate with top customers. This is the key to the success of the project. Nowadays, private enterprises are generally in charge, and the concept of the top leader will directly determine where the enterprise goes. The management ideas of many private enterprise bosses need to be improved. If the boss doesn't change his mind and stays at the stage of managing the enterprise in the early stage of starting a business, no matter how good the consulting plan is, it will be difficult to implement it effectively. Therefore, it is the most scientific and reasonable to communicate with the top management, instill some new management ideas and theories, and then design a plan that the enterprise can implement at this stage according to the current situation of the boss and the enterprise.
The scheme is not perfect, but it is scientific and practical, and it is constantly improved in the application process, which makes the enterprise in a benign dynamic cycle development. This is the experience I have accumulated in the consultation process, and it is also what I will stick to in the future.