Training can inspire the audience's thinking, but it is often * * *. Even the internal training of enterprises is basically * * * with little personality. The personality of internal training is more reflected in the training content module. However, for the solution to the problem, the training can only list a variety of schemes and cases for reference, and it is difficult to fully explain an application scheme for the enterprise. Consulting is based on understanding the customer's situation and in the process of communicating with customers.
Jingbang did not completely abandon training and went straight to consulting, but designed the scheme based on the basic theory of equity and the actual situation of the enterprise. Many entrepreneurs have some misunderstandings and blind spots in their cognition of equity. For example, some entrepreneurs regard the equity incentive mechanism as a money sharing mechanism. However, in the end, it turns out that wealth is not equal to people gathering wealth, and Mengniu is the best witness. A good equity incentive scheme can not only gather people, but also gather wealth. In addition, many enterprises only pay attention to incentives, but ignore the issue of corporate equity governance. The equity dispute in the past two years has often buried many hidden dangers because of the lack of top-level design and equity layout in the early stage. Therefore, once the equity mechanism is triggered, entrepreneurs need to systematically understand a series of issues surrounding equity, such as equity governance, equity incentives, equity investment and financing listing, equity mergers and acquisitions, and upstream and downstream resource integration.
Only through systematic theoretical combing can we lay a theoretical foundation for the next scheme design.
Step 2 provide a plan
First of all, the scheme must be personalized and meet the actual needs of enterprises, but at the same time it must be extensible. In the actual operation process, there are often two extremes in personalized scheme: either the designed scheme is too theoretical and systematic, too perfect and advanced, divorced from the reality of the enterprise, and difficult to implement; Either pay too much attention to the present situation of the enterprise, the design scheme is too rigid and short-sighted; The best solution should be to find a balance between the two, which not only solves the current problems, but also provides scalability for the next development of enterprises.
In addition, a good plan must not be an innocuous plan, but has a tipping point and a bright spot. When it is implemented, it can play an important role in fully releasing the equity of nuclear energy.
When we do consulting projects, we should first do in-depth research on enterprises, not only from the perspective of the industry, but also from the perspective of incentive objects, grasp the key appeal points of both, and then establish the focus and tipping point of the plan.
The plan is only a starting point, and it needs to be continuously improved and refined in the future. Among them, the key index to consider consulting experts is whether the scheme is static or dynamic.
There is no problem with static scheme at present, but with the development of enterprises, static scheme will show its disadvantages. If you want, you need to veto it completely and do it again. This is often the biggest harm to enterprises, especially the credit cost of enterprises.
The dynamic scheme is constantly improved with the growth of the enterprise. At the beginning of the design, the dynamic scheme is to set a dynamic adjustment button, once triggered, it can be adjusted accordingly. This is the real strength of a consultant.
Step 3 solve the problem
My long consulting career has made me realize more deeply that the implementation scheme is far more difficult than the design scheme. Because in the process of planning and design, the controllability is strong, and a certain time point can be considered statically. But in the process of implementing the plan, the problem is far from simple.
First, change will naturally encounter resistance, because people's habits have been changed, even if it is the smallest habit, it is not a trivial matter. For example, an old driver who is used to driving in Hong Kong is very uncomfortable when he arrives in the mainland. Because the mainland drives on the right, Hong Kong drives on the left, and even the driver's seat is the other way around.
Second, the foundation and premise of enterprise reform are complex, and enterprises should consider multiple factors, such as internal and external, business and management, long-term and short-term factors. In the scheme design, especially for a certain specialty, the scheme often emphasizes one point and ignores the overall situation. For example, strategic consulting companies emphasize that strategy is more important than everything else; Positioning consulting company emphasizes that business model reconstruction is more important than anything else; Human resource consulting company emphasizes that people are everything; Process consulting companies emphasize execution first. However, an enterprise is a complex system and needs to consider multiple variables.
Third, in the process of implementing the plan, the boundaries and conditions of enterprises often change. Therefore, the previously designed scheme may not adapt to the changing conditions. Although the change seems small, it always happens unconsciously.
After the consultant designed the solution for the customer, many corporate customers were shelved, suspicious and difficult to apply. That's the reason.
In the process of implementation, the scheme was constantly revised and refined according to the actual situation of the enterprise, and was finally implemented. The solution to enterprise problems is a useful and good solution, otherwise the perfect solution looks like a pile of waste paper.
4, long-term optimization
There is an old saying: "It is better to break a finger than to hurt its ten fingers". Consultants should not cast nets everywhere, but should focus on a few clients; It is better to do depth than breadth. For the value of customers, consultants should combine their own development with the promotion of China's enterprise management system, and consultants must grow with customers for a long time.
Therefore, consultants should constantly solve problems for customers;
It is necessary to change from training inspiring thinking to personalized thinking;
Need to change from a templated solution to a personalized problem-solving solution;
Need to change from static single-point design scheme to dynamic design scheme;
Need to change from one-time project-based consulting to long-term consulting service optimization.