We often say that in modern society, enterprise leaders and their employees must establish a new concept of enterprise, so as to build and develop enterprises. So, what exactly is a modern enterprise? What is the new enterprise view? What is the difference between modern enterprises and old enterprises in concept? This seemingly simple topic, which appears frequently and is often talked about, may not be thoroughly studied by many people. The author talks about his own superficial views for readers' reference and correction.
First, the understanding of products.
1, old enterprises regard products as products in a narrow sense, that is to say, in old enterprises, products are products, things that can be seen, touched, put in front of people and meet people's daily needs, and actually refer to tangible products. The new concept of modern management regards products as generalized products, not only tangible products, but also intangible things such as technology, creativity and ideas can be sold as products of enterprises.
2. The old enterprise thinks that the enterprise is to produce products, and sell the raw materials after processing and adding value. Its core is tangible products. The main way for enterprises to make money is to rely on the physical functions of products to make money; The new concept of modern management holds that enterprises not only produce products, but also have the function of making lifestyles. Enterprises can create a lifestyle by producing products, that is, enterprises can create demand through products and change people's lifestyles. For example, the popularity of cars has made it easier for people to travel and changed people's habit of staying at home on holidays and Sundays. The use of mobile phones and the Internet has made many people forget how to write letters. The way for enterprises to make money is not only through physical functions, but also through information functions, technical content, cultural content and story content to expand the added value of products. For example, drugs, almost 99% of the ingredients are starch, and the original material is worthless, but the formula and patent are valuable; Advertisement of Nongfu Spring: Each bottle of Nongfu Spring is equivalent to donating a penny to the Olympic Games, so Nongfu Spring sells fire because there is a story here.
3, the old enterprise is product-centered, product is product, product is an important part of the whole chain of the enterprise, and everything in the enterprise is product-centered; The new concept of modern management holds that enterprises pay attention to solutions and overall solutions. For example, enterprises that produce kitchen products focus on the products of the whole kitchen and pay more attention to the solutions of the whole kitchen, which not only expands the connotation of the products, but also makes customers more willing to pay. Modern enterprises not only think that products are products, but also think that products are services, products are equity, products are enterprises and enterprises are products. For example, Xinfei (refrigerator) has become a product brand; Galanz has become a corporate brand; Haier has become an industrial brand, products have become synonymous with enterprises, and enterprises have become synonymous with products.
4. Old enterprises think that enterprises produce products by "hands"; The new concept of modern management holds that enterprises use their brains to produce products and have in-depth conversations, communication, creativity and planning with customers through chatting.
5. The old enterprise thinks that the producers of the enterprise simply produce products and focus on the production of tangible products, and the enterprise has no contact with customers, and there is almost no direct contact and contact; The new concept of modern management holds that enterprises not only produce their own products, but also can negotiate with customers, * * * define products and design products, and customers can enter enterprises and discuss products together.
6. Old enterprises believe that the products produced by enterprises will have a market if they are worth the money; The new concept of modern management holds that the products produced by enterprises can only be sold after the value is surpassed, so that the products have more scientific and technological content and maximize profits.
7. Old enterprises pay attention to the production of tangible products, and customers spend money to buy real products; Modern enterprises pay attention to the production of spiritual products and experience products, so that customers can spend money to find and buy feelings.
8. Selling products in old enterprises is a sales experience, while modern enterprises are a sales experience.
Second, the difference between rules.
1, the old enterprise thinks that capital employs labor, and it is homogeneous labor; The new enterprise view holds that labor employment capital is heterogeneous labor employment capital.
2. The old enterprise is the separation of ownership and management rights, while the new enterprise is the integration of ownership and management rights.
3. The old enterprise is the separation of workers and owners, and the new enterprise is the unity of workers and owners.
In the old enterprise, the interests of shareholders are paramount, while in the new enterprise, the interests of customers are paramount. There are many people involved in enterprise interests: operators, producers and sellers, and profits come from outside the enterprise.
5. Old enterprises emphasize market share, while new enterprises emphasize market share. The purpose of the enterprise is to cultivate loyal enterprise product consumers and let customers consume your products for life.
6. Enterprises pay attention to creating value within the boundary, and new enterprises create value at the boundary.
7. Old enterprises create value at nodes, and new enterprises create value at intersections.
8, the old enterprise is the division of labor to create benefits, and the new enterprise is the integration to create value.
9, the old enterprise is clear about the internal material property rights, while the new enterprise is * * * to enjoy external intellectual property rights.
10, the competition of the old enterprise is the competition between one enterprise and another enterprise, while the new enterprise is the competition between one supply chain and another supply chain and one network and another network.
1 1. Monopoly in old enterprises causes social welfare loss, while monopoly in new enterprises causes social welfare increase. This is economies of scale.
12. In the old enterprise, producers set product prices, while in the new enterprise, consumers set product prices and buyers set prices. Almost any commodity can be counteroffered. Even railways and tap water, which have always been monopolized, have implemented a political system.
Third, enterprise organization.
1. The organization of the old enterprise is an all-round organization, including kindergartens, nurseries, schools, hospitals, supply, sales and scientific research. Modern enterprises pay attention to the specialization of enterprises. Enterprises only do what they are best at. Those who are good at R&D only do R&D, those who are good at manufacturing only do manufacturing, those who are good at marketing only do marketing, and those who are good at logistics only do logistics. A telephone and a computer can be a business. As long as the core business reaches the latest and most professional, it can lead other enterprises.
2. The organization of the old enterprise is a pyramid structure, and the enterprise implements a multi-level centralized management model; The organization of the new enterprise is decentralized and flat, and the enterprise devolves the corresponding decision-making power to the nearest place to the market as far as possible, because only the feet know whether the shoes are suitable or not, and the nearest place to the market knows what customers need most.
3, the old enterprise implements the large organization system, and the new enterprise follows the small organization system.
4. Old enterprises are repairing the wall, and enterprises are wary of each other, "old and dead are not related", while new enterprises are tearing down the wall, and the relationship between enterprises is blood, cooperation and cohabitation. The story of "New Tortoise and Rabbit Race" can describe this problem well. Even the children in kindergarten know the story of the tortoise and rabbit race. The rabbit was so proud that he fell asleep halfway, so the tortoise came first in the first race. However, the race between the tortoise and the hare is not a race. The tortoise won the first run, but the rabbit was unconvinced and asked for a second run. In the second race, the rabbit learned the last lesson and ran to the finish line in one breath. The rabbit won. The tortoise was not convinced again and said to the rabbit, let's run for the third time. The first two runs were based on the route you specified, and the third run should be based on the route I specified. The rabbit thought, anyway, you don't run as fast as me, and I agree with whatever you specify. So he ran according to the route specified by the tortoise. The rabbit is in the lead again. At the end of the game, a river blocked the way. Rabbits can't get through. The tortoise slowly climbed to the river and swam over. This time, the tortoise won the first place. When the tortoise and the rabbit discussed the game again, they suddenly changed their minds. Why do they compete like this? Let's cooperate! On land, the rabbit ran with the tortoise on its back and soon reached the river. The turtle swims with the rabbit on his back, saving time and effort, and the result is a win-win situation. What does this story tell us? Today, we don't have to eat you for everything to develop the economy and start enterprises. You eat me, and corporate mergers and acquisitions are both win-win. In business, today is your competitor, maybe at the same time or tomorrow is your partner. You don't need to make the problem so stiff in the mall. Take a step back. Maybe it's broad, just like on the battlefield. Defeat the enemy without fighting, and the win-win outcome is better.
5. The organizational form of the old enterprise is an "olive enterprise" with two small and one large, which is a production-oriented enterprise, and the enterprise focuses on "grasping production"; The organizational form of the new enterprise is "dumbbell-shaped enterprise", grasping both ends and putting them in the middle.
6. Old enterprises are economic organizations, new enterprises are learning organizations, enterprises are schools, and culture leads enterprises.
7. The relationship between the old enterprises is an integrated relationship, or a "marriage" relationship, which is rigid and difficult to divide; The relationship between new enterprises is an alliance relationship or a "cohabitation" relationship. This relationship is easy to combine and separate. Unite when it is time to unite, and separate when it is time to separate. It depends entirely on the development of the enterprise itself.
Fourth, operation
1, the principle of old enterprises is to do things well and "do things right"; The principle of doing things in new enterprises is to do things well and "do the right thing".
2. In the old enterprise, the relationship between people is "linear", everyone is responsible for the superior, and the enterprise is bureaucratic; In the new enterprise, the personal relationship is a "modular relationship", and everyone is only responsible for the market, and the market mechanism is implemented within the enterprise.
3, the old enterprise is product management, enterprises make money by operating products, the income of enterprises is low, and the capital accumulation is relatively slow, which is "a penny for a penny"; The new enterprise is capital management, and the enterprise makes money faster, which is "making money for one dollar" compared with the old enterprise.
4. The production of old enterprises is small variety, standardized and mass production, and the product update speed is slow; The new enterprise is multi-variety, multi-batch, platform-based, flexible, personalized and modular production, and the product update speed is relatively fast. There is a saying that "one generation of production, two generations of reserves, three generations of research, and one year of renewal". Dell Company in the United States is a pioneer in electronic products and telephones all over the world. It is said that the product reserve of its switches has reached the post-1950s level, but it has not been put on the market because of the cost recovery problem of the products listed now.
5. The production of the old enterprise is actual production, while the new enterprise is virtual production, virtual R&D, virtual transportation and virtual marketing. Enterprises can split, outsource and integrate many of their businesses. Nike, Nestle and other brands have only one brand to invest in China, and their production and marketing are all virtual, so they can still make money.
6. The operation of old enterprises is managed by capable people and managed by capable people; The operation of new enterprises depends on system operation and cultural operation. Some people say that the operation of small and medium-sized enterprises depends on capable people, the operation of large and medium-sized enterprises depends on systems, and the management of international enterprises depends on culture.
Verb (abbreviation for verb) assignment
1. Old enterprises are distributed according to work, while new enterprises are distributed according to production factors, emphasizing basic labor, material capital and human capital.
2. The distribution form of the old enterprise is cash, based on the past labor achievements, and its behavior is "looking back"; The distribution of new enterprises is mostly in the form of non-cash, especially the distribution of options and equity, and enterprises implement "looking forward"
3. The producers and operators of the old enterprises have no right to determine the surplus value of the enterprises, and all the profits of the enterprises should be turned over; The new enterprise has the right to determine the surplus value of the enterprise, and the company can decide the profit distribution of the enterprise independently.
4. Most of the benefits given to employees by old enterprises are chicken, duck and fish; The benefits of the new enterprise to employees are education, training and further study.
Sixth, the nature of employees.
In the old enterprise, employees are the owners of the enterprise, and in the enterprise, labor is not a commodity; In the new enterprise, the labor force is a commodity and a migrant worker.
Seven, value creation
The old enterprise is a monistic theory of value, and only labor creates value; The new enterprise is a dualistic and pluralistic theory of value, which creates value not only by labor but also by capital, not only by tangible capital, but also by intangible capital such as human capital, knowledge capital and ecological capital, and also by learning, thinking, technology, system, environment, space, time, relationship, platform, policy and nature (sunshine, air, beach, orientation, etc.). There are many high-rise buildings in Shanghai. It is reported that a real estate company has developed a property. A corner window on the same floor can see the Huangpu River, and 500 yuan is taller than other buildings per square meter. Visible orientation is also profitable. It can be said that in the eyes of entrepreneurs, everything is capital, everything can create value for you, and the realization of value is more important than the creation of value.
Eight, the source of competitive advantage
1. In order to survive, enterprises must have corresponding viability. Generally speaking, enterprises need different viability in different environments: first, in the same environment, the survival of enterprises depends on authority and rules; Second, in the foreseeable environment, the survival of enterprises depends on flexible laws; Third, in an unpredictable environment, the survival of an enterprise depends on its core competitiveness. The competitiveness of old enterprises comes from within the enterprise and is unilateral; The core competitiveness of a new enterprise comes from inside and outside the enterprise, which is multifaceted. The competitive advantage of an enterprise has three aspects: industrial prosperity, strategic group and core competitiveness. Why does the core competitiveness become so important in enterprises in modern society? Because the core competitiveness has the following characteristics: first, uniqueness; Second, it cannot be completely imitated; Third, it has extensive expansibility; Fourth, it has continuous concentration; Fifth, it has the function of dynamic adjustment. Competitiveness is a magic weapon for enterprises to survive in the world, and it is a remarkable sign that one enterprise is different from another. The new enterprise believes that the competitive advantage of the enterprise is not entirely from the enterprise itself, but also from the relevant stakeholders of the enterprise. In folk terms, these stakeholders are "far away from home", and in political terms, they are "United front" and "strategic alliance". They play a role in improving or reducing the competitive advantage of enterprises. People often describe this relationship between "United front" as "the lips are dead and the teeth are cold". If enterprises correctly handle this distance, that is to say, if they can effectively control the contradictions and conflicts between them, turn major issues into minor ones and turn hostilities into friendship, they can greatly mobilize the enthusiasm of these "far away from home" and thus enhance the competitive advantage of enterprises.
9. Who is the enterprise?
The old enterprise is owned by the owner, and what the enterprise does needs to satisfy the owner. New enterprises are stakeholders. Stakeholders include internal stakeholders and external stakeholders. Internal stakeholders include owners, producers and operators. External stakeholders include: dealers and consumers.
X. Comparison of conceptual levels
1, the old enterprise is the law of average, which is what we often call "big pot rice". We get the same salary for doing the same thing and get the same reward for doing different things. There is no gap and the incentive mechanism is not obvious; The new enterprise is the "28 rule", that is, 20% of the people in the enterprise contribute more than 80% to the enterprise, and 20% of the people in the enterprise have to work for 80% of the people, and their income is the same. 20% of people earn more than 80%, and the income gap has obviously increased.
In the old enterprise, the minority is subordinate to the majority, while in the new enterprise, the majority is subordinate to the minority.
3. The old enterprise thinks that the company is a machine, the company is such a machine, and the employees are the gears that lack personality. As a part, everyone can replace it; The new enterprise thinks that the company is a community, not a machine. A company is a collection of individuals with hopes and dreams, and a place where like-minded people gather. Personal hopes and dreams are closely related to the company's lofty goals. Employees are no longer like parts of big machines, but energetic cells in enterprises. Contrary to operators who passively adapt to the operation of equipment on the assembly line, they prefer to have an independent working environment and are unwilling to be controlled by things.
4. The old enterprises think that shopping malls are battlefields, commerce is companies competing for markets, and a series of conflicts among companies, customers and businesses are "life-and-death" competitions; The new enterprise thinks that the shopping mall is an ecosystem, not a battlefield, and business is composed of seeking the interdependence of the market ecological chain, which is the interdependence of "you live and I live, I die and I live". With the increasingly obvious trend of global economic integration, countries, enterprises and enterprise departments are all links in the ecosystem, influencing each other and coexisting with each other.
The old enterprise thinks that management is control, that is, controlling employees' every move and urging them to act according to managers' wishes. If the manager tells him to go to the East, he won't go to the West. The new enterprise thinks that management is service, not control, and the job of management is to point out the direction and provide the resources needed by employees to complete their work. Decisions are made at the "bottom" of the company. Employees have their own rules and directions, which make everyone feel decisive and have a great impact on the profit and loss of management, thus motivating employees more. Let them directly and deeply feel the "pulse" of the enterprise, and then make the whole company more sensitive to the market.
6. Old enterprises think that employees are as immature as children, and if they are not strictly controlled, they will completely steal the company's property; The new enterprise thinks that employees are peers, not children, and every employee who is hired seems to be the most important person in the company. Talented people are people who can go all out.
7. Old enterprises believe that change is painful, complicated and difficult, and will not change unless it is absolutely necessary; However, new enterprises believe that change is the only way for enterprises to adapt to the new market and succeed again. As pioneers in the field of new technologies, they are constantly expanding into new fields. Transforming enterprises is the only way for the company to develop. They have long-term vision, short-term plans, always face the future, focus on the next plan, step by step, and gradually approach the ultimate goal.
8. Old enterprises believe that the motivation of enterprise development depends on awe of employees, and managers encourage employees by firing, mocking and canceling privileges; New enterprises believe that motivation depends on vision, not only on fear, but also on the efforts of employees, without coercion and intimidation. They have their own clear goals, have firm confidence in the goals of the enterprise, and really like what they do. If they know that once they achieve their goals, there will be rich returns and that the fruits harvested by enterprises also have their own contributions, then they will devote themselves to their work with great enthusiasm, selfless spirit and pleasant mood.
In a word, these integrated enterprise views of 10 create a new management framework for enterprises. If your enterprise can have such a management concept, then your enterprise is not a unified, bureaucratic, tightly controlled and complacent enterprise, but a decentralized, trusting, meritocratic, free and flexible enterprise that can adapt to the development of modern enterprises.