In the process of pursuing strength and creating first-class enterprises in China, many leading enterprises in the industry have made active explorations in implementing strategic transformation, operating according to international standards, and improving the competitiveness of domestic and foreign markets, and made some breakthroughs. However, for most enterprises in China, it is still an important and urgent task to try to break through the bottleneck that affects the sustainable development of enterprises and innovate the development model of enterprises in terms of business philosophy, core competence, management level and talent team construction.
1. Establish modern management concepts
According to the influence of global economic integration and the rise of knowledge economy on the business environment of enterprises, combined with the practice of China enterprises in the new century and new stage, large enterprises in China must establish the following new concepts as soon as possible:
First, pay attention to light asset management. Light assets are all kinds of assets that lay the foundation of enterprise competition in the new economic era, including enterprise brand, experience, standardized process management, governance system, customer relationship, human resources and so on. Light asset management is to scientifically allocate various resources on the basis of limited resources and maximize the value of enterprises with minimum investment. Operating in light asset mode can obtain stronger profitability, faster speed and more sustained growth. The core of light asset management is knowledge management, which is a good management of intellectual capital. Light asset management should not only have strategic planning and process optimization, but also have a corporate culture suitable for light asset management, and use corresponding incentive measures to ensure that light asset management creates maximum value.
Second, take customers as the center and create value for customers. Customers are the source of enterprise profits and the cornerstone of enterprise value. If there is any fundamental law of enterprise growth, it is to create value for customers. Only from the perspective of consumers, enterprises can seriously consider the expected benefits of customers and deepen the perspective of competition to create value for customers, so as to enter the competitive space calmly. The sustainable growth of enterprises depends not on defeating competitors, but on continuous efforts after locking in customer value. This is the foundation of the strength of world-class enterprises.
Third, we should pay attention to maintaining the autonomy of enterprises under open conditions. With the acceleration of China's integration into economic globalization after its entry into WTO, there are more and more joint ventures and cooperation between China's national enterprises and overseas enterprises, which have promoted the development of Chinese enterprises and enhanced their international competitiveness. However, it must be noted that some enterprises failed to adhere to their autonomy in the process of joint venture and cooperation, which led to the risk that the leading power of some pillar enterprises in China was controlled by foreign capital. According to the report released by the State Council Development Research Center, among the 28 major industries in China, foreign capital has most asset control rights in 2 1 industry; The five major industries that have been opened up are all controlled by foreign capital, and the autonomy of large enterprises in China is very important to the national economic security.
Fourth, establish a lean concept. The core of lean is to completely eliminate the waste in production and other business activities of enterprises. Large enterprises in China must establish a lean concept, take high-efficiency Chinese and foreign advanced enterprises as the benchmark, analyze their own processes with a lean eye, reorganize their own business processes, completely cancel or close those functional departments, branches or production lines that only increase costs but cannot create final value for customers, and completely put an end to waste.
Fifth, strengthen the concept of globalization. With the deepening of global economic integration, the survival of enterprises has been on a global scale, which makes the geographical concepts of product production and supply and marketing of enterprises gradually fade. The vision of an enterprise should not be limited to the market of a certain region or country, but should stand at a global height and allocate resources effectively on a global scale. Therefore, large enterprises must establish the concept of globalization, implement the global competition strategy of how to survive and develop better on a global scale, examine their competitiveness from a global perspective, constantly improve their core competitiveness and compete on the global stage.
2. Focus on improving the ability of resource integration.
Resource integration ability is the concentrated expression of enterprise's core competence, and the improvement of resource integration ability involves the improvement of enterprise system, organization and business model.
First of all, we should emphasize "ownership" rather than "use right". Enterprise ownership forcibly distributes power through external means such as law, and access right gives agents some control by giving them the opportunity to enter some special fields or make special investments in some special resources. Reasonable distribution of the right to use can effectively encourage agents to make specific investments in enterprises, which can increase the adaptability and flexibility of enterprises more than ownership distribution. China's large enterprises should break the traditional concept of attaching importance to ownership, so as to pay more attention to the distribution of access rights, not seeking all, but seeking use, and increase the adaptability and flexibility of enterprises from the institutional level.
Second, promote the transformation of organizational structure from integration to modularization. The enterprise integration model embodies the idea of interlocking and operating along the process; Modularization refers to a more complex system or process in which an enterprise establishes a semi-autonomous subsystem and connects it with other subsystems according to certain rules. The behavior of decomposing a complex system or process into semi-autonomous subsystems that can be designed independently according to certain contact rules is called "modular decomposition"; The act of unifying modules that can be designed independently according to certain contact rules to form a more complex system or process is called "module centralization". By establishing a modular structure, enterprises can handle complex transactions, coordinate parallel operations and deal with uncertainties more effectively. Large enterprises in China should vigorously promote the development of modular organizational structure, establish interfaces between different modules, and improve the competitiveness of enterprises through flexible matching of different modules.
Third, promote the transformation of business model from value chain to value network. In the business process, raw material suppliers, manufacturers and sellers unite to form a value chain to provide consumers with final products or services, and each subject in the value chain creates value through pairwise connection. If we break the whole value chain, through virtual vertical integration and virtual horizontal integration, participants in the network system will be able to enjoy resources, intellectual capital and services and jointly create greater value. The formation and development from "chain" to "network" can not only promote the efficiency of the whole value creation system, but also create new value. Every enterprise can choose one or several strategic links with its own comparative advantages as its core competence in the value network, and outsource other links to the most competitive specialized companies in the form of strategic alliances. Large enterprises in China should persist in doing something different, and change from the original vertically integrated business model, from building a linear value chain to a nonlinear value network.
3. Effectively improve the independent innovation capability of enterprises.
As the main body of national independent innovation, large enterprises must stand at a new historical starting point, firmly establish the concept of innovation and development from a strategic height, take market competition as the fundamental driving force, take scientific and technological innovation as the main line, actively explore ways and means to improve their independent innovation ability, and embark on a road of independent innovation with China characteristics.
First of all, we should fully grasp the basic characteristics of innovative enterprises. Improving the independent innovation ability of enterprises is a systematic project, which needs to comprehensively grasp the basic characteristics of innovative enterprises: (1) having a strong sense of innovation and a good atmosphere for innovation, giving full play to the leading role of entrepreneurs and the innovative backbone role of technicians and management teams; (2) Incorporating innovation into strategic planning, and having systems, mechanisms and measures to promote innovation; (3) Technology or well-known brands whose leading products have independent intellectual property rights; (4) R&D investment is at the leading level in the industry, and the output efficiency of innovation activities is high; 5. Attach importance to Industry-University-Research's cooperation and make full use of social innovation resources; (6) Being able to continuously absorb, adopt and create new management methods, tools and business models; Once it has the ability of sustainable development, material consumption, energy consumption and water consumption reach the advanced level of the industry, and clean production and environmental protection meet the national requirements; Strong market competitiveness and high growth.
Second, establish patent alliances in some advantageous industries to break the technological monopoly. Most enterprises in China do not have the conditions for patent license because of too few patent assets, but they do have the conditions for organizing existing patent assets to form patent alliances. In some advantageous industries, twisting related technologies into a "rope" to form a patent technology alliance can quickly strengthen the technical cooperation between China enterprises, enable China's own technology to be enjoyed and popularized in a wider range, enhance China's right to speak in future industrial standards, and break the technological monopoly of multinational companies.
Third, actively carry out business model innovation. Internet and related technologies have reduced transaction costs, and many enterprises in China can easily conduct business in the distributed value chain. With the gradual elimination of trade barriers, low transaction costs and cheap labor have created great advantages for China enterprises. However, when more and more enterprises have the same low labor costs and business models, the price competition in China's domestic market will naturally intensify. Large enterprises in China should explore ways and fields that can create the greatest value, carefully select suitable partners, effectively manage the business relationship of partners through standardized alliance management and processes, and actively carry out business model innovation.
4. Improve the professional quality of employees through standardized performance management.
Only professional employees can have a sustainable enterprise. Under the condition that the domestic talent market is generally immature, it is impossible for enterprises to introduce enough professionals from outside. Large enterprises should shoulder the heavy responsibility of training professional employees, and guide employees to the road of professionalism by implementing standardized, scientific and systematic performance management.
First of all, establish a correct concept of performance appraisal. Carry out the business philosophy of the enterprise into production and operation, give back the wealth created by employees to employees reasonably, let employees really participate in the profit distribution of the company, link the achievements made by employees with the operating profits of the enterprise, eliminate unfair and unjust psychological burden, and strive to realize self-worth, improve quality and grow into talents; Guide employees with poor performance to find the gap with others from the spirit of learning and innovation, serious and responsible work attitude, close cooperation team consciousness, persistent pursuit of Excellence, bright and rigorous work style and effective work methods, rather than complaining about others.
Second, help employees find ways to improve their performance. When setting assessment indicators and scoring methods, employees' sense of participation should be strengthened, and performance indicators should be moderate. If the goal is set too low, it will be easy to achieve and will not play its due role in traction and motivation. Too high a goal is too difficult to achieve and it is easy to dampen the enthusiasm of employees; Employees who encounter difficulties in their work can be encouraged, counseled and guided in time; Pay attention to team performance evaluation, let employees form a good habit of unity, cooperation and mutual assistance, and gain a sense of accomplishment from the little things around them, so as to carry out work instructions more seriously, strictly abide by on-site discipline, thoroughly implement various indicators, and ensure the improvement of work performance.
Third, guide employees to plan their careers correctly. Performance appraisal promotes employees to improve their job qualifications and skills and improve their job performance, so it is natural for employees to plan their career when they embark on the career development channel. Career planning includes external career and internal career. External occupation is marked by the determination and change of work content, the evaluation of work performance, the change of salary and professional title, while internal occupation is based on psychological development, physical development, intellectual development, skill development and the potential development of moral norms. In the final analysis, the inside and outside work is the work experience and inner experience aimed at meeting the needs. Everyone has a lamp of hope in his heart. Only by lighting this lamp through career planning can employees manage their careers as a career without interference from external factors.
5. Gradually establish a Chinese management model.
There is no ready-made model for building Socialism with Chinese characteristics in the world, and the development model of China enterprises also needs to be explored and created. In addition to learning from the management experience of developed countries, large enterprises in China should shoulder the responsibility of the times and strive to explore management modes and methods with China characteristics.
First of all, we should promote the integration of eastern and western cultures in enterprise management. China's excellent traditional culture is unique in the world. Grasping this point is to grasp the competition law of "no one has it" in the market economy, which embodies one of our major advantages in management. The application of China's ancient brilliant philosophy to modern management truly embodies the management characteristics of China. Large enterprises should look at the changes of domestic and foreign markets in space, extend to the essence of China's 5,000-year history of civilization in time, conscientiously sum up and absorb the experience and lessons of the transition from planned economy to market economy in the past 20 years in accordance with a series of principles and policies put forward by the central authorities in deepening reform and opening up, and truly realize the integration of enterprise management in the Middle East and western cultures.
Second, actively improve the red management system. No matter from the organizational form or from the actual effect, the success of China * * * Production Party is the biggest management case in the history of China management in the past century. The theory of red management is the essence of the 80-year practice of China's * * * production party, and it is also the ideological source of exploring China's * * * production party to lead the Chinese nation to achieve great rejuvenation. Many enterprises in China learn from the organization and management experience of China * * * Production Party, and have achieved great success in enterprise practice. China National Heavy Duty Truck Group, for example, promotes development by doing a good job in party building. Through the implementation of "Pioneer Project" in party member, the scale and benefits of enterprises have increased rapidly year after year. Ma Chunji, the chairman of the company, put forward that "the creativity, combat effectiveness and cohesion of the party organization are the core competitiveness of the enterprise; Party member team is the vanguard of enterprise development, outstanding talents belong to the party, outstanding talents should join the party "and other bright red management slogans. China's large state-owned enterprises should give full play to the role of the Party organization as a fighting fortress in enterprise development, constantly develop and deepen the red management theory in practice, and actively improve the red management system.
6. Strive to be an example of fulfilling social responsibilities.
People hope that today's companies can not only create wealth, produce and provide high-quality products and services, but also be responsible for their own actions, including good and bad things, make positive feedback on the interests and needs of others, establish and improve their own value system, and realize their commitments. As the backbone of social development, large enterprises should set an example in fulfilling their social responsibilities.
First, we should pay attention to establishing a good corporate citizen image. Only by having a high reputation and establishing a good brand image and corporate social image can an enterprise win the favor and satisfaction of more customers. Large enterprises should actively carry out corporate public relations projects, mobilize employees to contribute to the community and other voluntary activities, establish a good interactive relationship with the community, and establish a good corporate citizen image.
Second, vigorously develop circular economy. Developing circular economy and taking the road of eco-enterprise is an important content of building a harmonious socialist society and the most effective way to save energy and reduce emissions. Enterprises and entrepreneurs should take promoting the harmony between man and nature as the fundamental plan related to the long-term development of the Chinese nation, take optimizing the utilization of resources as the core, take improving productivity and reducing waste emissions as the goal, take technological innovation, management innovation and system innovation as the driving force, improve various rules and regulations, gradually establish an operating mechanism that is compatible with the development of national circular economy and meets the requirements of modern enterprise system, and form a circular economy management model with its own characteristics.
Third, be enthusiastic about social welfare undertakings. Large enterprises must enhance their sense of social responsibility, do more practical things for social services and public welfare undertakings, be sincere, give love and pay attention to social development and progress. China's society has entered a historical transition period of rapid development and intensified social contradictions, which requires enterprises to make more contributions in vigorously developing social welfare undertakings in order to narrow the gap between the rich and the poor, ease social contradictions and safeguard social equity.
7. Continue to promote internationalization and seek strategic breakthroughs.
Although the road to internationalization is not smooth, it is time for enterprises that already have great advantages in China market to make a strategic breakthrough. In today's global economic integration, facing the competition of multinational companies, Chinese enterprises must change from the defensive thinking of passive beatings to the thinking of actively integrating global resources. The internationalization of China enterprises is not a question of whether to do it or not, but a question of how to do it better.
First, we should further enhance our understanding of internationalization. Large enterprises in China should pay attention to the competition among enterprises and turn to the competition of the whole value chain. The success of an enterprise is not to defeat its rivals, but to win through division of labor and cooperation in the value chain. In addition, to go out, you must do your own thing well. Take Haier, Hisense and Kelon as examples. We can't beat the world enterprises at home, but can we beat Panasonic in Japan? China has a large market and different industry development maturity. In some industries, maintaining the local market is internationalization. We shouldn't set our goals too high, but keep our feet on the ground.
Second, we should break the "self-centered" dilemma and participate in top multinational companies. At present, Lenovo, TCL, Huawei and other China enterprises basically rely on local strength and resources in the global market, taking the road of "self-centered" resource integration. However, due to the lack of global enterprise operation experience, especially the lack of management teams and talents in the international mainstream market, many times they have to compete with top multinational companies with their own shortcomings, and their development prospects are greatly limited. This kind of competition is difficult to deal with top multinational companies that integrate global resources. Large enterprises in China should learn to make full use of their own strength to deal with the world on a global scale and participate in top multinational companies under suitable conditions. With the help of multinational companies' management experience, talents, channels, brands, technologies and other resources, we can make up for the shortcomings of China enterprises more effectively and help China enterprises cut into the international mainstream market more quickly.
Third, we should strengthen the cultivation of international talents. China's large enterprises should make clear the direction of international talent training, formulate international talent training plans according to development needs, and vigorously train multi-level professionals with international vision, such as enterprise managers, international laws and regulations, and international financial accounting. Design career plans for employees of different ages, and improve employees' ability to deal with international affairs through studying abroad, foreign language training, participating in international exchanges, job rotation in different countries and other ways.