Discusses the function and elements of corporate culture.

the role of corporate culture is to form good values that can promote the sustainable growth of enterprises. So, how does this value promote the growth of enterprises? We know that the cost of an enterprise has two aspects, one is the external transaction cost, and the other is the internal transaction cost. The external cost of enterprises depends more on the market ability of enterprises, while the internal cost of enterprises mainly depends on the improvement of management efficiency. The cohesion and centripetal force produced by excellent corporate culture play a vital role in improving management efficiency. For example, there are two engines with the same power, which are mounted on a motorboat and a big ship respectively. The motorboat naturally runs faster because of its lighter weight. If the engine is regarded as the core resource owned by an enterprise, the growth rate of two enterprises with the same resources will largely depend on the "volume" and "weight" of the enterprise. This kind of "volume" and "weight" depends on the management and efficiency of the enterprise, such as the selection and tempering of the same values, the consistency of enterprise goals, departmental goals and employees' personal goals, the reasonable setting of enterprise organizational structure and its operational efficiency, the humanization and operability of enterprise system, the continuous innovation, the smooth and continuous improvement of enterprise processes, the smooth transmission of information within enterprises, the perfection and continuous improvement of internal communication systems, etc. If these management works are done well, the internal team consciousness of the enterprise will gradually become closer, the efficiency of resource allocation will also be greatly improved, the "volume" and "weight" of the enterprise will naturally be "reduced", the competitiveness of the enterprise will be greatly improved, and the growth rate will naturally be faster. On the contrary, enterprises will become a group of "rabble"-there is no goal and direction, mutual exclusion and attack, no spirit of cooperation, the "volume" continues to increase, and the "weight" continues to increase. Such enterprises can maintain well, but growth is impossible. Therefore, in the final analysis, the role of corporate culture tends to be more internal-that is, the gradual improvement of organizational management efficiency, the optimization of resource allocation and the continuous improvement of enterprise competitiveness. The cultural management of modern enterprises must have at least the following five characteristics (components): 1. Speed culture Due to the popularity of the Internet, the competition of modern enterprises is increasingly manifested in the competition for talents and time. The intensity and speed of talent flow are getting faster and faster, the development time of new products is getting shorter and shorter, and the life cycle of new products is getting shorter and shorter. Customers not only need products with good cost performance, but also expect to get "zero" delivery time or instant service through the Internet. This requires everyone in the enterprise to establish a good concept of time and be well-trained in managing time. 2. Learning culture In the past ten years, human knowledge has doubled every three years. The total amount of knowledge is growing at an explosive rate, old knowledge is out of date quickly, and knowledge is updated as frequently as products, which makes the term and life cycle of continuous operation of enterprises face the most severe challenge. According to preliminary statistics, the average life span of IT enterprises in the world is about five years, especially those enterprises with rapidly increasing business volume and quick success. If they only pay attention to the immediate interests and do not pay attention to the training, learning and knowledge updating of employees, the whole enterprise mechanism and function will be aging, and they will "close down" after two or three years of establishment! The successful experiences of IBM, HP, Cisco, Lenovo, TCL and other enterprises show that training and learning are the main source of power for enterprises to strengthen their "internal strength" and development. Only through purposeful, organized and planned training of each employee's learning and knowledge updating ability, and constantly adjusting the knowledge structure of the whole enterprise talents, can we meet such challenges. 3. Innovative culture Innovative culture means that every employee of the enterprise should deeply understand the concept of "no one has me, no one has me, no one has me, and no one has me" and the rules of the game of "poor will change, change will pass, and the general rules will last for a long time". We should have a sense of innovation in every link from the formulation of medium and long-term development strategy, market positioning, annual marketing plan, human resource planning to concrete implementation, and formulate and select multiple sets of contingency plans. Because one of the characteristics of the new economy is the creative economy, continuous innovation in products, technology and services according to the needs of customers and markets is the way for modern enterprises to survive and develop. 4. One of the main characteristics of the virtual culture new economy is that intangible assets account for more and more than tangible assets in various resources of enterprises. Virtual culture can be understood as a humanistic environment that increases the value of intangible assets through technical supervision bureau, patent office, internet and other media, such as intellectual property rights, patents, web pages and advertising of enterprises. Virtual culture makes the operation of enterprises have the characteristics of legal protection and flexibility, flexibility, cooperation, quick response and efficient output, and brings a lot of tangible assets to enterprises. 5. Integrating culture The modernization of human society can be roughly divided into two stages: the first modernization is the transfer from an agricultural society to an industrial society, and the second modernization is the transfer from an industrial society to a knowledge society. The first modernization is mostly the conquest of nature, while the second modernization is the integration with nature and related industries. In the second modernization, enterprises have gradually turned from vicious competition in the past to a new "co-opetition" relationship of both competition and cooperation, which requires enterprises to continuously integrate multiculturalism. This combination of multi-culture, cooperative culture and * * * enjoyment culture enables enterprises to break through the seemingly limited market space and social structure, realize resource reorganization with complementary advantages, and achieve "win-win" or even "multi-win". In the last two years, we can often see such a situation in market activities. A project, such as the construction project of intelligent residential quarters, is too large and involves a wide range, so any enterprise can't complete it alone. Therefore, the owner first divides the whole project into several subprojects and bids separately, and then optimizes the combination of several successful enterprises to complete it together. Only those enterprises that are good at "competing" can win the bid and become bigger.