(A) the transition from routine to complex
What really hurts the interests of enterprises is not the work in the process, but the decision in the process. Many good ideas are often shelved, shelved or dropped. When these ideas are seriously considered, it is already too late, and they are often confused by market opportunity traps. It is these random decisions that consume the strength, inspiration and wisdom of the enterprise. The reason is that technological changes have become commonplace in the information age, and it is often necessary to make decisions under the condition of unclear facts and lack of relevant information.
(b) Change from sequential to parallel
Serialized production processes separate people, and each functional department has its own specific tasks, but it lacks a correct understanding of the operation of other functional departments. When working in parallel in a parallel manner, a new driving force can be generated. This not only means that all functional departments operate at the same time, but more importantly, they cooperate with each other. Traditional organizations have a set of complicated operating procedures to determine reporting channels, power levels, departmental authority, job definitions and operations. In this structure, the decision comes from the top of the organization, and the behavior is at the bottom. The middle managers guide, supervise and control the lower-level personnel according to the opinions of the top. This strict hierarchy enables work to be passed on to the next department in order. The development of new technology makes it easier for enterprises to work in parallel and deal with complex market problems by organizing people from different functional departments and companies into multi-task groups. The operation process of virtual enterprise is based on the participation of many subjects in the market, and the capabilities and strategic intentions of all parties can be extended through the sharing of specialized resources and information. Cooperation denies internalization and enhances the intermediary ability of virtual enterprise resources. Participants have no administrative affiliation and are independent of each other. Self-discipline and negotiation have become the basic rules in operation.
(c) Shift from command and control to centralization and coordination
A strict hierarchy has a command control structure, and its instructions come from the top. Only high-level personnel have knowledge and wisdom, and low-level personnel can engage in creative activities only with the permission of relevant high-level personnel. The importance of a person in an organization depends on his position, which is reflected in the number of direct subordinates, the authority to approve the budget, and whether he is close to the power center. We often see that senior officials are only good at giving orders and never try to put forward innovative suggestions, mainly because people who are often willing to ask questions are often regarded as unintelligent people, which is not commensurate with their senior positions. Virtual enterprise is task-oriented. In the self-organized virtual work team, tasks change frequently and knowledge is highly specialized. Therefore, the decision-making power of leaders must be transferred to different people according to specific projects. In the information age, with the change of environment and the acceleration of knowledge updating, it is impossible for anyone to have the completely effective knowledge that a long-term leader should have, and the fixed leadership system cannot guarantee the adaptability of the organization.
(D) the change from position authority to knowledge authority
In a strict hierarchy, positions and authorities are defined: the higher the position, the greater the power. A high-ranking leader does not need to listen to the opinions of his subordinates, but only needs to supervise and control them. When superiors explain their work to subordinates, they all have detailed explanations, and subordinates only need to accept the rules of the game and do not need creativity. In the information age, enterprises are required to use knowledge resources that cross functional departments and transcend enterprise boundaries to achieve the success of market strategy, and strict hierarchical system will inevitably be replaced by task-centered teams. In virtual enterprises, personal knowledge becomes more important and easier to obtain, while people who lack knowledge can't hide behind their positions even if they are in high positions. Through the information network, people will soon know who owns the knowledge and who can share it, and those who own the knowledge will surely become the core figures in the virtual enterprise. The position authority is based on the allocation scheme determined according to the position arrangement, and even the person with the least knowledge has a reasonable chance of success. On the one hand, employees are highly educated, on the other hand, they cannot give full play to their talents; Even if the superior actually knows nothing; However, it is often thought that people at different levels know everything, and people at different levels can't communicate well and learn well. Virtual enterprise is based on knowledge authority. Managers must treat people sincerely, understand what others really know, and master the abilities, needs and experiences of subordinates. Knowledge is not only reflected in the superficial understanding of something, but also has many forms: ① Know-how, that is, the way to complete the task; (2) Know who to look for, that is, where to find key information; ③ Know-what, that is, the ability to identify major patterns based on knowledge; (4) knowing what it is, that is, being able to understand the background of the incident and the intention of the enterprise; ⑤ Know-where, that is, know where the event may and should happen; ⑥ Knowing the time means having a sense of community, the ability to choose motors and the attitude of seeking truth from facts.
From distrust and obedience to trust and honesty.
Distrust seems to have been rooted in the strict hierarchy, and the decentralized structure has led to mutual distrust among functional departments, and it has become commonplace for departments to complain about each other. The application of enterprise reengineering theory has greatly improved productivity, fundamentally changed the operating efficiency of enterprises, broken the independent boundaries between departments within enterprises, and made great progress in the interface of departmental cooperation, but the problem of cooperation between enterprises has never been solved. In the information age, sincere cooperation between enterprises is needed. Virtual enterprise is a random organization at any time. The value of cooperation comes from three aspects: reducing duplication and waste, relying on each other's core competence and creating new opportunities, and the value basis of cooperation is trust and honesty.