The collapse of Enron shocked the world. Because its extraordinary development is legendary, it has rapidly developed from an unknown local enterprise into a world-class large group in just a few years. Its business philosophy is to adopt a cruel system of survival of the fittest by hook or by crook for internal employees to achieve success, that is, "pressure cooker" culture. Forest Hoglund, former head of Enron's oil and gas exploration department, said: "The driving force is an extraordinary image, and its performance record keeps rising." But this motto of "success only" makes stealing others' achievements a very common thing in this environment. An employee of Enron described with a lingering fear, "In the company, I feel that deception and the law of the jungle are everywhere. When I get off work, I not only have to lock the documents in the cupboard, but also carefully check them so as not to be stolen by my colleagues and make my labor achievements go up in smoke. " At Enron, losers are always out, winners stay, and those who get the biggest deal get millions of dollars.
This is the epitome of Enron's winner-takes-all culture. Employees of the company said that the pressure on Enron's share price to continue to rise must be maintained to induce senior managers to take greater risks in investment and accounting procedures. The result, they say, is to lie about income and hide more and more debts. Thus, "the house made of cards" was born. The inevitable result is that the tree falls apart. It is not surprising that Enron's bad and deformed corporate culture put itself on the crater, leading to the destruction and bankruptcy of Enron.
What I want to emphasize is that once this bad corporate culture is formed, it is difficult to transform it. In some poorly managed enterprises, the resistance to reform measures is unimaginable. Unless the original forces are completely eradicated and employees' values are recreated, normal management will be difficult to put in place, and corporate culture will also be "a leopard cannot change his spots". Japanese business managers all start from the grass-roots level step by step, and at the manager level, people over 50 will be considered more competent and have rich management experience. At present, in China, on the contrary, enterprise managers tend to be younger. The main purpose is to eliminate the deep-rooted ideological dependence on planned economy and disorderly management and the corporate culture they accept. It is difficult to change a person's values. Compared with young people, they are more suitable for rebuilding corporate values.
Bad corporate culture makes the original successful managers return in vain in this environment, and the advanced management methods are useless, and the resistance formed by them is now valued by people. Mergers and acquisitions between enterprises began to pay attention to the current situation of corporate culture. Seeing that the corporate culture is not good, they would rather rebuild than buy a mess. When Robust was in a dilemma, the call for Wahaha to take over was very high, but Wahaha finally gave up, because after careful analysis, Robust had more than 10,000 people, and its resources were useless or even a burden to Wahaha. Wahaha has invested hundreds of millions of new production lines, which is much more effective than taking over those people. Similarly, one of the important conditions for China Resources Group to acquire beer enterprises is to have a good team spirit, which is a reflection of corporate culture. The original intention of advocating team spirit and team culture is to advocate an enterprise value with equal value higher than individual value.