What problems should be paid attention to in the implementation of the double innovation strategy?

As we all know, the strategy that cannot be implemented can only be "on paper" and has no practical significance. However, even an appropriate strategy, if not effectively implemented, will also lead to the failure of the strategy. Therefore, in a sense, the implementation of the strategy is more difficult than the formulation. A survey of 93 general managers and business department managers by an American scholar shows that more than half of the respondents think that their strategy implementation has encountered the following problems: ① It takes more time to implement the strategy than originally planned. (2) there have been some unexpected major problems. (3) Failure to effectively coordinate various economic activities. (4) The crisis distracted attention from the implementation of the strategy. ⑤ Employees' ability to implement strategies is insufficient. ⑥ Uncontrollable external environment changes. All landowners department manager's leadership and command is improper. (8) Grassroots personnel have not received proper training and guidance. Pet-name ruby didn't clear the main implementation tasks and activities. Attending enterprise information system failed to correctly monitor activities. Therefore, in order to improve the effectiveness of enterprise strategy implementation, implement it with excellent strength and obtain the success of the strategy, it is necessary to establish a perfect information support system, organizational support system and cultural support system. I. Enterprise Information Support System The implementation process of enterprise strategy is also a process of information collection and processing. Adequate, accurate and timely information resources are the basis of scientific enterprise strategic management. If there are major defects in the provision of information resources, as the saying goes, "educate people to ride a blind horse", such strategic management of enterprises is doomed to fail. Therefore, every enterprise must establish and improve its own strategic management information support system if it wants to operate successfully, especially for strategic management. In enterprise strategic management, every link from strategic analysis to strategic implementation is closely related to information support system. Therefore, the information support system must have the following functions: (1) scanning function. It is necessary to formulate enterprise strategy and conduct strategic analysis. The information support system is required to scan the environment around the enterprise (including macro and micro environment) to obtain relevant important information and provide extensive and reliable data and information for the implementation of the strategy. (2) Analysis function. After obtaining information through scanning, what information is available and what information is suitable for different levels of needs are all tasks to be completed by the information support system, that is, analyzing and processing the collected information. (3) Comprehensive storage function. On the basis of analysis, comprehensive utilization and storage of information is the comprehensive storage function of information support system. (4) Demonstration function. There are many schemes for strategy implementation, and the choice of which scheme depends largely on people's possession and evaluation of information. If the information support system provides more detailed and convincing information for one of the schemes, the advantages and disadvantages of the schemes will be fully analyzed. (5) Feedback function. No matter how the strategy is implemented, the information support system will feed back the implementation of the strategy to the top management, so as to make a correct judgment and evaluation on the implementation of the strategy and make various adjustments in time. Second, the enterprise organizational support system If an enterprise wants to operate effectively, it must link the strategy with the organizational structure. In strategic management, another aspect of effectively implementing the strategy is to establish an appropriate organizational structure to match the strategy. The matching degree between them will ultimately affect the effectiveness and efficiency of enterprise strategy. Due to the advance of strategy and the lag of organizational structure in the process of strategy implementation, it is necessary to adjust the organizational structure in time in the process of strategy implementation. As an open system, enterprises are always in a constantly changing external environment. Compared with the change of external environment, strategy and organizational structure do not respond at the same time. American scholar Chandler draws a conclusion through the analysis of the historical development of American industrial enterprises: strategy first responds to the change of environment, and then the organizational structure responds to the change of environment under the impetus of strategy, thus forming the strategy leading and the organizational structure lagging behind. (1) The leading enterprise strategy changes faster than the organizational structure. This is because, once enterprises realize that the changes in the external environment and internal environment have brought new opportunities and demands, they should first make strategic responses to seek economic growth. For example, the prosperity and depression of economy and the development of technological innovation will stimulate the development of enterprises or reduce their existing products and services. And when the enterprise itself has accumulated a lot of resources, the enterprise will also put forward new development strategies accordingly. Of course, the new strategy needs a new organizational structure, at least to some extent, it needs to adjust the original organizational structure. If there is no corresponding change in the organizational structure, the new strategy will not make enterprises gain more benefits. (2) the lag of organizational structure. The change of organizational structure is often slower than the strategic reform. There are two reasons for this: first, it takes some time for the old and new structures to alternate. When the new environment appears, the first consideration for enterprises is strategy. After the new strategy is formulated, enterprises can reorganize their organizational structure according to the requirements of the new strategy. Second, the old organizational structure has a certain inertia, mainly from the resistance of managers, because they are familiar with the original organizational structure, used to it and used it freely. When formulating new strategies, they still often use the old authority and communication channels to manage new business activities, and always think that the original effective organizational structure does not need to be changed; In addition, when managers feel that changes in organizational structure will threaten their personal status, rights and psychological security, they often resist necessary reforms in various ways. From the leading position of the strategy and the lagging position of the organizational structure, we can see that in the process of environmental change and strategic transformation, there is always a stage of implementing the new strategy with the old structure, that is, the alternating period. Therefore, when implementing the new strategy, we should correctly realize that the organizational structure has the characteristics of certain reaction lag, and we should not rush to carry out organizational structure reform, but try our best to shorten the lag time of organizational structure and make the organizational structure reform as soon as possible. Third, the corporate culture support system plays an important role in the implementation of the strategy. It can be both the driving factor of strategy and the resistance of strategy implementation. Corporate culture mainly refers to the guiding ideology, business philosophy and work style of the enterprise, including values, industry standards, ethics, cultural traditions, customs, rituals, management systems and corporate image. It includes not only ideological and spiritual contents, but also social psychology, skills, methods and other factors, as well as the special way of enterprise self-growth. The relationship between corporate culture and strategy includes: (1) culture provides power for the success of strategy. When an enterprise organization has strong cultural characteristics, it will show the particularity of the enterprise through the values of its members. This is conducive to the formation of a unique strategy for enterprises, laying the foundation for the success of enterprises and providing original motivation. (2) Culture is the key to the implementation of the strategy. Corporate culture can stimulate the enthusiasm of employees, unify the will of all members, and effectively implement the strategy. (3) Adaptation and coordination of culture and strategy. In the process of enterprise development, the addition of new employees will lead to certain changes in corporate culture. In addition, in an enterprise, the new strategy also needs the cooperation and coordination of the original culture. Because the original culture of enterprise organization has its lag, it is difficult to respond to the new strategy immediately. Therefore, corporate culture can be both the driving force and the resistance to implement the strategy. In the process of strategic management, the old and new cultures within the enterprise must adapt and coordinate with each other to ensure the success of the strategy. In small and medium-sized enterprises, old and new cultures should gradually evolve into one culture. In large-scale joint ventures, when implementing diversification or differentiation strategies, enterprises can retain their original culture in a business department or business unit according to the needs of production and operation. But in this case, the corporate headquarters should do a good job of overall cultural coordination. The management of the relationship between strategy and culture includes: in strategic management, the work of an enterprise in dealing with the relationship between strategy and culture can be represented by Figure A. On the matrix, the vertical axis represents the procedural changes of various organizational elements such as organizational structure, skills, equal value and production and operation degree when the enterprise implements the new strategy. The horizontal axis represents the consistency between the changes that have taken place in the enterprise and the current culture of the enterprise. (1) Based on corporate mission. In the first quadrant, when an enterprise implements a new strategy, important organizational elements will undergo great changes, but most of these changes are potentially consistent with the current culture of the enterprise. This kind of enterprises are mostly enterprises with good benefits in the past. They can look for great opportunities that can be used according to their own strength, or plan to change their main products and markets to meet new requirements. Because of the strong support of their inherent culture, such enterprises have no great difficulty in implementing new strategic facilities and are generally in a very promising position. In this case, the key points for enterprises to deal with the relationship between strategy and culture are as follows: ① When making major changes, enterprises must consider the relationship between their basic missions. In enterprises, corporate mission is the formal foundation of corporate culture. In the process of management, top managers must pay attention to the inseparable relationship between change and corporate mission. (2) Give full play to the role of the existing personnel of the enterprise. Existing personnel have the same values and codes of conduct, which can ensure that enterprises implement changes under the condition of cultural consistency. ③ When adjusting the enterprise's remuneration system, we must pay attention to keeping consistent with the current remuneration behavior of the enterprise organization. (4) It is necessary to consider making changes that are compatible with the current culture of the enterprise organization and not to undermine the existing code of conduct of the enterprise. (2) Strengthen coordination. Synergy is a resultant force, which can produce the effect of "1+ 1 > 2". In the second quadrant, when the enterprise implements the new strategy, the organizational elements have not changed much, and most of them are consistent with the current culture of the enterprise. Enterprises in this position should mainly consider two issues: first, use the current favorable conditions to consolidate and strengthen corporate culture; The second is to use the opportunity of relatively stable culture to solve the problems in the production and operation of enterprises according to the needs of enterprise culture. (3) Manage according to the requirements of culture. In the third quadrant, when enterprises implement new strategies, the main organizational elements have not changed much, but most of them are inconsistent with the current corporate organizational culture. Therefore, enterprises need to study whether these changes may bring success opportunities to enterprises. In this case, enterprises can implement different cultural management for a certain business according to their own business needs without affecting the overall cultural consistency of the enterprise. At the same time, enterprises need to manage according to culture when changing factors closely related to corporate culture, such as corporate structure. (4) Re-formulate the strategy. In the fourth quadrant, enterprises encounter great challenges when dealing with the relationship between strategy and culture. When implementing the new strategy, the organizational elements will be obvious, and most of them are inconsistent with or resisted by the existing culture of the enterprise. For enterprises, this is a dilemma. In this case, enterprises should first consider whether it is necessary to implement this new strategy. If it is not necessary, enterprises need to consider reformulating their strategies. In other words, the strategy that an enterprise can implement in reality is consistent with its existing code of conduct and practice. On the other hand, when the external environment of the enterprise changes greatly and the corporate culture needs to be changed accordingly, the enterprise should consider its own long-term interests, and cannot modify its new strategy to meet the modern cultural standards in order to cater to its existing culture that does not meet the interests of the enterprise. In order to cope with this major change, enterprises need to take management actions from four aspects: ① the top management of enterprises should make up their minds to make changes and explain the significance of changes to all employees. (2) In order to form a new culture, enterprises should recruit or deploy a group of people who meet the new culture from within. (3) changing the reward structure, focusing on the business departments or individuals with new cultural awareness, and promoting the change of corporate culture. ④ Try to make managers and employees clear about the behaviors required by the new culture and form certain norms to ensure the smooth implementation of the new strategy. Strategy manager of an enterprise should fully realize that changing the basic elements of an organization is usually a gradual process. Enterprises should seize every opportunity that can promote change or help to form a new culture, and at the same time, constantly make employees understand the new strategy in psychology and attitude, and finally make the new strategic mission consistent with employees' values. Fourth, the choice of strategic implementation mode In the strategic implementation of enterprises, there are five modes to choose from. 1, imperative in this mode, enterprise managers use strict logical analysis methods and focus on strategic formulation. Senior managers either formulate their own strategies or instruct strategic planners to decide the strategic actions that enterprises need to take. When enterprise managers adopt command mode, they generally use share growth matrix and industry competition analysis as analytical means. Once the enterprise has made a satisfactory strategy, the top managers will let the lower managers carry out the strategy, and they will not be involved in the implementation of the strategy. This model has an obvious disadvantage, that is, it is not conducive to mobilizing the enthusiasm of enterprise employees, so the trade union feels that it has no say in strategic formulation and is in a passive state of implementation. But this model will be more effective for small enterprises that stabilize the industry. When the original strategy or conventional strategy changes, enterprises do not need to make major changes when implementing the strategy, and the implementation effect is more obvious. 2. The transformation model is opposite to the command model. In the transformation model, the top managers of enterprises are concerned about how to implement strategies in enterprises. His duty is to design an appropriate administrative system to effectively implement the strategy. To this end, senior managers themselves or with the help of other parties have carried out a series of changes, such as establishing a new organizational structure, a new information system, merging business scope and increasing the chances of strategic success. The transformation mode mostly considers the implementation of the strategy from the perspective of enterprise behavior, and can implement more difficult strategies. But this model also has its limitations, that is, it can only be used to stabilize small enterprises in the industry. If the enterprise environment changes too fast and the internal state changes too late, this model will not play a role. At the same time, this model is also a top-down implementation strategy, which is also not conducive to mobilizing the enthusiasm of employees. 3. Cooperative in this model, the senior managers responsible for formulating strategies inspire other managers to use brainstorming to consider the implementation of strategies. Managers can still fully express their opinions and put forward various schemes. At this time, the role of the top manager is a coordinator, ensuring that all good ideas put forward by other managers can be fully discussed and investigated. For example, many years ago, General Motors set up a "management team" composed of managers with different functions. The task of this group is to put forward their own views on possible strategic issues. Cooperative mode can overcome the difference between command mode and conversion mode. This is because when making decisions, top managers can directly listen to the opinions of grassroots managers and make a comprehensive analysis of their opinions to ensure the accuracy of the information used in decision-making. On this basis, enterprises can improve the effectiveness of strategy implementation. In practice, there are also different views on the mode of cooperation. First of all, the strategic implementation plan decided under this model is too stable and lacks creativity in the plan put forward by individuals or planners. Secondly, in the process of discussing the strategic implementation plan, it may be that some functional departments are good at expressing their opinions, which leads to a certain tendency in the strategic implementation plan. Thirdly, the discussion on the strategic implementation plan may be too long, so that the strategic opportunities faced by enterprises are missed and strategic actions cannot be taken quickly in the changing environment. Finally, some critics believe that this model is still controlled by higher-level managers, and all opinions in the enterprise will not be heard. So it is hard to say that this model is a real collective decision. 4. Culture-oriented Culture-oriented mode expands the cooperation scope of cooperation mode, including grass-roots employees of enterprises. In this model, the senior staff responsible for strategy formulation and implementation first put forward their own views on the corporate mission, and then encourage employees to design their own work according to the corporate mission. Here, the role of top managers is to guide the general direction, and in the implementation of the strategy, let everyone make their own decisions. In this mode, there are many ways to implement the strategy. Some enterprises adopt social training similar to Japanese enterprises, some adopt factory songs, and some adopt rules and regulations to influence employees' behavior. All these methods will eventually make managers and employees have the same norms and values. As can be seen from the above, the cultural model breaks the barrier between what you want to do and what you don't do in the implementation of the strategy, and every employee of the enterprise participates in the formulation and implementation of the strategy to a greater or lesser extent. This is not available in the first three modes. However, this model also has its limitations. It requires the employees of the enterprise to have high quality and good education, otherwise it is difficult to make the enterprise strategy successful. At the same time, once corporate culture has formed its own characteristics, it is difficult to accept new things from outside. 5. Growth-oriented In this model, in order to enable enterprises to achieve faster growth, senior managers of enterprises encourage middle and lower managers to formulate and implement their own strategies. The difference between this model and other models is that it does not instill enterprise strategy from top to bottom, but puts forward strategy from bottom to top. This strategy concentrates the experience and wisdom of managers from practice and the front line, while top managers only make their own judgments in these strategies and do not impose their opinions on their subordinates. In large diversified enterprises, this model is more applicable. Because in these enterprises, senior managers can't really understand the strategic and operational problems faced by each division, so it is better to delegate power to the division to ensure the successful implementation of the strategy. The advantage of this model is to give middle managers some autonomy, encourage them to formulate effective strategies, and give them the opportunity to implement strategies according to their own plans. At the same time, because middle and lower managers and employees have the opportunity to face the strategy more directly, they can seize the opportunity in time, adjust themselves and implement the strategy smoothly. Therefore, this model is suitable for large joint ventures in industries with great changes. The development of these five strategic implementation modes is inseparable from management practice. The command mode is necessary when the business community thinks that management needs absolute authority. In order to effectively implement the strategy, it is necessary to adjust the organizational structure of enterprises, and a transformational model has emerged in the implementation of the strategy. Cooperation, culture and growth appeared later. From the thinking of these three modes, we can see that the implementation of the strategy is as full of various problems as when it was first formulated. In the process of implementation, enterprise managers should mobilize all kinds of positive factors to make the strategy successful. In principle, each model only adapts to specific environment and conditions. In fact, in the process of strategy implementation, this model is often used crossly or mixed.