Different enterprises have different cultures, from the initial creation of companies to the growth of large group enterprises, and even diversified multinational enterprises. Every leap is a cultural change and promotion. From the dependence and recognition of small and medium-sized enterprises on boss culture, to the normative requirements for corporate culture guidance and management in the period of stable development, and then to the excellent corporate culture of large group companies. ...
Looking at the rise and fall of many enterprises at home and abroad, the game and replacement of boss culture and corporate culture, as well as the subsequent analgesia, are worth pondering by later entrepreneurs.
During the years of serving the corporate culture construction projects of large-scale group companies, the expert group of Ogut international consulting organization has gone deep into the enterprise, conducted in-depth exchanges with entrepreneurs and employees at all levels, dialectically understood the formation of boss culture and its effects at different stages of the enterprise, effectively exerted the excellent genes of boss culture according to the different stages of the group enterprises, and broke through the limitations of boss culture to help enterprises build excellent corporate culture, thus leading and supporting the realization of strategic objectives of enterprises and achieving new leaps. The following will be an in-depth analysis of "corporate culture and boss culture of large groups" from five aspects, hoping to help readers.
First, the boss is the soul and fetter of corporate culture.
Great enterprises need the support of "culture". "Corporate culture" is the connotation and temperament of an enterprise, and it is a sharp weapon for enterprises to attract and condense talents! In many enterprises, the "boss" is often the "guide" of employees and the soul of corporate culture. Zhang Ruimin was asked what role he played in the formation and construction of Haier culture. Zhang Ruimin replied that he played two roles: a designer and a priest. In other words, in the process of corporate culture construction, entrepreneurs should design the dominant ideas and construction plans of corporate culture; Of course, we should also vigorously publicize, encourage and instill the cultural spirit advocated. For example, his ideas such as "activating Hucho taimen", "horse racing is not like a horse" and "the east shines and the west shines again" are unique. It is Zhang Ruimin's strategic thinking in the process of Haier's development that guides Haier's healthy and strong development.
However, many small and medium-sized enterprises often go from one extreme to the other and fall into blind spots, especially in many small and medium-sized enterprises, corporate culture is directly misunderstood as boss culture. Facts have constantly proved that often the boss culture is too distinct, and the self-innovation ability and vitality of enterprises will be limited.
Second, don't let boss culture become the upper limit of corporate culture.
Being a business owner in China, at least in his own small world, is like an emperor who can give orders. He wants to sum up his "theme", and employees can only accept it. So we have seen some enterprises made by veterans, militarized, and the sales team has become a "field army"; The teacher's enterprise can't wait to copy the school's.
However, a person's intelligence is limited after all, and if the corporate culture is created by one person, the risk is great. The boss is good at business, but others are not necessarily good at it. Sometimes you break into culture, come in with toxins, and nothing grows wherever you go, leaving only empty slogans. Bad money drives out good money. Everyone may be quite literate, but after the reorganization of his corporate culture, there is no culture at all. Now we use the word "Confucian businessman", which is purely rhetorical expansion, but anyone who has read some books is called Confucian businessman. In the past, Confucian merchants in the true sense were all rooted in the fine traditions of Confucianism, such as Huizhou merchants, many of whom had cultural roots and attached importance to culture. In business behavior, pay attention to business ethics, advocate treating people with sincerity, take things by faith, and give consideration to justice and benefit. The development of capitalism in Europe and America is related to the subtle influence of Protestant ethics. Everyone's business principles are based on a Christian culture that has been maintained for thousands of years, so this tree is deeply rooted and flourishing.
The Ogut expert group believes that a healthy corporate culture is necessary for an enterprise. The problem is that the cultural construction of many enterprises is a little possessed, which seems to be the self-expansion of business leaders. A truly well-done culture must be rooted in the soil of national culture and integrated into every detail of treating people.
Third, corporate culture helps enterprises to develop and take off at different stages of development.
1. The establishment of enterprises-the guidance of boss culture to enterprises
At present, the owners of small businesses in China are mostly self-made, using their personal business philosophy and personality charm to keenly grasp market opportunities and start businesses. From scratch, from small to large. They have devoted a lot of efforts to their own enterprises, and their life philosophy, business philosophy and cultural values have been integrated with enterprises and penetrated into all aspects of enterprises. At this stage, the boss culture is the whole enterprise culture. However, the current corporate culture is not perfect and complete. What is an enterprise? What should enterprises do? What does the enterprise want to be? What is corporate social responsibility? "These questions are not completely explained and answered by the boss culture. Without a set of values, beliefs and behaviors that employees abide by together, enterprises lack long-term strategic planning and brand, and boss culture has become the soul that supports the operation of the whole enterprise.
For example, Mr Kōnosuke Matsushita, the founder of Panasonic Corporation, is a Buddhist. At the beginning of the establishment of Panasonic, the corporate culture of the whole company was permeated with strong Buddhist culture. Mr. Kōnosuke Matsushita believes that Buddhism can save the human mind and make human beings have compassion to save the world. Eliminating poverty is the cause of mankind, and production is the mission of enterprises. Panasonic employees also treat the enterprise with Buddha's heart and work hard willingly, creating a miracle of Panasonic.
2. Enterprise development-boss culture and enterprise culture * * *
With the development of enterprises and the change of conditions, the boss culture must not adapt to the needs of the situation. If we continue to use boss culture to regulate and guide enterprises, it will inevitably lead to stagnation or even decline of enterprises. Therefore, in the stage of enterprise development, it is necessary for enterprises to abandon the old boss culture and rebuild a healthy and complete corporate culture.
Take Matsushita as an example. In the process of development, Matsushita gradually found that pure Buddhist spirit could not manage a large-scale modern enterprise. Mr. Kōnosuke Matsushita decisively abandoned the old boss culture, eliminated inappropriate places, and added new connotations, so that the boss culture of Panasonic Company developed into a mature and complete corporate culture.
Mr. Kōnosuke Matsushita strengthened the construction of the enterprise's destiny, and asked all employees of the company to recite the company's "program, creed and seven spirits" and sing the company's songs together. At the same time, it pays attention to cultivating talents and emphasizes cultivating ordinary people into talents. "Matsushita Electric Appliance Co., Ltd. is a place for manufacturing talents and electrical products." This is not only a slogan, but also the consistent goal, behavior and morality of all employees.
3. The rapid development of enterprises-the gradual retreat of boss culture
A mature corporate culture absorbs all the positive factors in the boss culture and abandons the negative and backward elements in the boss culture. At this time, the old boss culture no longer exists, and the corporate culture has become the only value and code of conduct that the company abides by.
There is a river of spirit flowing in a mature enterprise, and this river is the corporate culture, and the values and codes of conduct in every employee's heart are the drops of water gathered in this river; Every employee's working habits, values and codes of conduct are closely related to the enterprise, so all like-minded people gather together, each team gathers into a stream, each department gathers into a river, and the whole enterprise organization forms a river with the same goal and direction. Everyone new to the enterprise is assimilated by this river and becomes a part of it. Those enterprises with a long history are all the same. The river that crosses the corporate culture is vast, comprehensive and invincible for a long time.
In 1930s, mature Panasonic culture basically realized the transformation from entrepreneur culture to enterprise culture. Mr. Kōnosuke Matsushita's cultural concept permeates Panasonic's corporate culture, and its positive elements constitute the framework of Panasonic's culture. At the same time, many new ideas are integrated into it, which together build the essence of Panasonic culture-adaptation and assimilation, unity and cooperation, pursuit of progress and promotion of social welfare. At this time, the boss culture of Panasonic has withdrawn from the historical stage, replaced by a mature and perfect Panasonic corporate culture. From this we can see the development process from boss culture, entrepreneur culture to enterprise culture.
It can be seen that the boss culture has played a different degree of influence in different stages of enterprise development, and even played a decisive role in some stages. However, if an enterprise wants to develop and modernize, it is bound to break through the limitations of boss culture and establish a new excellent culture that is more in line with the development stage of the enterprise.
Fourth, corporate culture creates a "century-old brand"
Rand Company, a famous American think tank company, has spent 20 years tracking 500 big companies in the world, and found that a common feature of the century-old enterprises is that they have set social goals beyond profits, and do not take profits as the only pursuit goal. Specifically, it includes three principles:
First, the value of people is higher than the value of things;
Second, the value of * * * is higher than the personal value;
Third, customer value and social value are higher than enterprise's production value and profit value.
If the first venture of an enterprise depends more on the foresight of the boss, then the second venture of an enterprise needs more talents to join and contribute. Just like Alibaba's entrepreneurial success, it can be attributed to Ma Yun and other "eighteen arhats", but with the strength of this 18 people, it is not easy to successfully go public. Only enterprises that dare to change can break through the bottleneck of entrepreneurship and usher in a new world of growth.
Hewlett-Packard Company, which has a long-standing reputation in the IT field, and its two founders made clear their business purpose at the beginning of the company's establishment: aiming at the technology and engineering technology market and producing high-quality innovative electronic instruments. In this business purpose, HP and HP have established the same values and business theory, which is reflected in their simultaneous employment and selection of company talents, in other words, according to this value standard. They strongly instilled the corporate purpose and concept into the employees of the company, making it the core values of HP.
The founder of HP made it clear that it doesn't matter what the company does, the key is to have a spirit and concept, which is the most important thing for HP.
Ogut experts remind everyone that the "one spirit and concept" mentioned here is not only "aiming at the technology and engineering technology market and producing high-quality innovative electronic instruments" in the initial stage of an enterprise, but also a corporate culture formed through the efforts of all employees in the business process. When the enterprise develops to a certain stage, it needs the boss culture to step down from the original "altar", pay attention to the cultivation and construction of talents, and stimulate a new enterprise human resource culture, which can be recognized by most people as a new orientation and direction, so that talents can play their real role and energy and jointly create a lasting "century-old brand".
Five, the corporate culture "stop at the best"
The boss culture of HP's two founders affects everyone at HP. Then, after a long period of cultural precipitation, facing the new market environment, the old HP culture needs to be reformed. At this time, after the new HP leader takes office, it is necessary to redefine the connotation of corporate philosophy, which also makes HP philosophy face the repair and reflection of corporate philosophy for a long time.
On the basis of the original core values, it has gradually formed its own distinctive corporate culture. This corporate culture, known as "HP model", is a cultural system that pays more attention to the interests of customers, employees and shareholders, and attaches importance to leadership and other creative factors inspired by HP. In this cultural system, the HP model focuses on serving consumers sincerely and fairly. Advocate equality and respect for all people within the enterprise; In practical work, we advocate self-management, self-control and result management, moderate change, not easily dismissing employees, and not blindly expanding the scale, adhere to a relaxed and free office environment, and strive to cultivate an open, transparent and democratic work style. Hewlett-Packard's corporate culture and the operation mode based on it have greatly stimulated the company's development and effectively promoted the company's operating performance growth.
At this time, HP culture is not one person's culture, but the culture of all employees, and everyone in the enterprise loves it. For example, Hewlett-Packard Company promises that as long as employees behave well, the company will never fire you. Many people leave their jobs for various reasons, but they all miss their years at HP and regard themselves as a member of HP's "alumni". Hewlett-Packard Company has many stories to support its corporate culture, which are spontaneously spread by employees, rather than being indoctrinated.
Hewlett-Packard Company strives to create a harmonious relationship between superiors and subordinates, avoid bureaucracy, and make corporate culture an invisible and huge force that affects everyone's thoughts. If the CEO doesn't conform to the company culture, he will be fired. This kind of culture cannot be cultivated overnight. We must first define the corporate culture very clearly, so that culture can choose people, not people can choose culture. Such an excellent HP culture, even his founder is excited about it.
Breaking through the boss culture and establishing a more scientific and people-oriented corporate culture, the so-called "stop at perfection", is the foundation of sustainable development. What it needs is the determination and effective implementation of enterprises, employees and bosses. Only in this way can we ensure that there is no deviation in the process of corporate culture construction, not to mention the embarrassment of giving up halfway.
The power of corporate culture is a long-term and gradual process. That is to say, for those bosses who seek to get rich quickly, it is of little significance to cultivate corporate culture for their own goal of "getting rich", but for those large group companies and entrepreneurs who are ambitious and determined to build a "century-old enterprise", it is very important to cultivate corporate culture consciously.
Ogut experts believe that only by dialectically understanding the connotation of boss culture and its influence on corporate culture in different stages can enterprises break through their own limitations on the basis of effectively inheriting the excellent genes of boss culture when developing into large groups, and create an excellent corporate culture that truly conforms to the development stage of enterprises according to the development stage of enterprises, thus helping enterprises to realize new strategic intentions and achieve new leaps. Of course, this will not happen overnight. It requires the joint efforts of entrepreneurs and employees, and even the intervention of different external forces. Ogut has been committed to the construction of corporate culture, and welcomes entrepreneurs, senior managers and friends interested in corporate culture to communicate with him. Thank you.
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