Don't do it: Seven misunderstandings of current corporate culture construction
Managers of many enterprises are talking about corporate culture, or "doing" corporate culture, but the thunder is loud and the raindrops are small. Due to the lack of systematic operation strategies and effective implementation methods, they gradually don't even bother to mention it. The once influential domestic companies such as Haier and Lenovo have reported cruel layoffs and a cultural crisis of employees against their goals. This has left many corporate culture practitioners confused. Why do they need to build a corporate culture? Is there an excellent corporate culture? Who do we learn corporate culture from?
Compared with the misconceptions of cultural slogans and entertainment, the impetuous mentality of enterprises is more harmful to the construction of corporate culture. It is harmful to think that taking shortcuts and hiring a few experts or consulting companies can greatly improve the company's culture. Many business managers do not have a very clear understanding of corporate culture, and they do not have a solid understanding of the true meaning of corporate culture.
Going back to the origin and core of corporate culture, and knowing who you really are, can you truly understand how corporate culture is constructed. Only by understanding culture from a management perspective can corporate culture be better implemented and executed.
Don't do it: Seven misunderstandings of current corporate culture construction
The following situations are strictly avoided
First, the corporate culture, only culture without culture.
At present, a typical problem in the construction of corporate culture in domestic enterprises is that there are many things in words, but there are too few systems that are consistent with the culture, and there are fewer systems that can be implemented seriously.
"Book of Changes": "Observe the astronomy to observe the changes of time; observe the humanities to transform the world." It is the oldest and most in-depth explanation of the word "culture". Corporate culture itself is also a form of culture, and its core is a value structure, which is the core manifestation of the bottom-level logic of an enterprise. Culture, the "literature", is the literalized values, beliefs, and ideas, and the "hua" is education, which is to achieve the goal of unifying ideas and behaviors through continuous teaching and guidance.
Our ancient sage education is a feudal education with ethics and morality as the core, but its dogma is inherently inadequate: it talks about morality, but ignores the legal system; it talks about sages, but suppresses individuality; it talks about family affection, but it forms a family concept, conservative and exclusive. .
For enterprises to develop healthily, relying on the so-called cost advantage is outdated, because sustainable competitiveness cannot be formed. The contest between enterprise development and competition is essentially a contest of culture. Haier's Zhang Ruimin once said that if you ask a Japanese person to clean the table 6 times a day, he will do the same every day and be conscientious, but if you ask a Chinese person to do the same, he will do this 6 times on the first day and 5 times on the second day. , 4 times on the third day, if no one cares, he will not wipe, why Japanese companies can achieve the ultimate quality and become the world's leading, why Chinese companies can't compare to Japanese companies in terms of quality, the key is culture decided.
Don't do it: Seven misunderstandings of current corporate culture construction
Second, the language giant, the action dwarf.
When doing consulting, the customer's first requirement for culture is that it must be personalized and must be different from others. It should be said that such a requirement is not wrong, but it must be clear that from the core concept, there is not much difference between enterprises. Whether it is Huawei, Alibaba, Tencent or Baidu, they all advocate dedication, innovation, and the pursuit of excellence. Does this mean that there is no personalization?
Of course, it's not that different companies have different understandings of dedication, because companies have different histories, cultures, and industries, so how to find their own "idea of dedication" is personalization. The problem is that most companies are just doing the same thing. The most important thing is that there is only wind and no rain. After a while, there is nothing in the end.
Don't do it: Seven misunderstandings of current corporate culture construction
- It's none of your business, hang up high.
Many companies assign the function of corporate culture building to departments such as the human resources department. These departments are very painful. On the one hand, they cannot stand at a high level of corporate propaganda and implementation. On the other hand, other departments do not think it is their responsibility and stand by.
Haier's Zhang Ruimin and Huawei's Ren Zhengfei, each speech seems to be a classic theory of corporate culture, Zhang Ruimin's "pastor and preacher" theory, Ren Zhengfei's "Basic Law, Huawei's winter" are all talked about. Corporate culture is the highest level of competition in an enterprise, and the shaper of corporate culture must also be an enterprise executive with excellent management skills. No second person can replace the function of an executive.
Don't do it: Seven misunderstandings of current corporate culture construction
Departments such as the "Human Resources Department" are just executors. If they solicit opinions and suggestions, they can play a role, but as the shaper of culture, the boss must take responsibility. This leads to a very big problem, that is, the level of understanding of the CEO of the corporate culture actually determines the level of construction of the corporate culture, not the level and quality of the functional departments.
The shaping of culture requires the efforts of everyone. When the company behaves inconsistently with the culture, there needs to be an unobstructed channel to reflect it. , then culture gradually becomes a form.
Don't do it: Seven misunderstandings of current corporate culture construction
- Extensive, tastes like chewing wax.
When some companies refine their corporate philosophy, they often find that the core concept is not the core, the spirit of the enterprise has no spirit, and the mission of the enterprise has no mission. What does that mean?
When some companies explain their corporate philosophy, they express everything they can think of or what they want to advocate, such as "innovation, dedication, teamwork, excellence", etc. In fact, they lose themselves in this way, and the corporate culture is like a person. It is impossible to cover everything, and there must be a mainstream or core concept. Are you "innovative" or "dedicated"? Such thinking is called cultural orientation. That is, first identify the core of the enterprise's culture, and then focus on this core and give an in-depth explanation based on the actual situation of the enterprise.
Don't do it: Seven misunderstandings of current corporate culture construction
- Learning but not learning, learning and not long.
"Is it a pleasure to learn and learn from time to time?" In fact, what Confucius meant was to ask us to apply what we have learned, rather than just learning on the surface. Today's enterprises often participate in various training courses, listening with enthusiasm, but the action is still on the old road.
"Those who learn from me live, and those who like me die." This is the famous saying of Mr. Qi Baishi, a master of traditional Chinese painting. Learning from others often only learns some superficial things. "Frozen three feet is not a day's cold", we often only see the brilliance of the successful people, but do not see the hard road that the successful people have gone through. The successful people are often a system of success, not a certain aspect.
In the past, many companies went to Haier to visit and study, and when they came back from school, they were very emotional. They copied Haier's slogans and concepts and learned Haier's practices, but I haven't heard of anyone who succeeded. "Every day is done, every day is clear and every day is high", "There is no off-season market, only off-season thinking", "Horse racing is not a horse", these classic management concepts are deeply branded by Haier and are inevitable under a system. As a result, just imagine, without a good human resource system, performance management system, marketing and R&D management system, how can these ideas be turned into reality? If we only see some things on the surface, it's just a walk in Handan.
Don't do it: Seven misunderstandings of current corporate culture construction
- Put the cart before the horse and do not seek further explanation.
At present, an interesting phenomenon of enterprises is that everyone is talking about "landing". Maybe it was because of the vigor and vigor in the past few years, but in the end it was found that there was no major change in the company, so everyone asked how to "landing", hoping that the best culture can also have a set 360-degree assessment system, or promotion method.
But this is actually a practice of abandoning the basics. I would like to ask whether Huawei, HP, Microsoft, and other outstanding corporate culture companies have specially engaged in cultural implementation projects, and have they established a special committee to do it? In the final analysis, corporate culture is the job of the top leader of the company. Instead of denying the boss's influence on corporate culture, it is better to admit that boss culture is corporate culture, and let the boss know that his personality represents corporate culture, so that he can think about it seriously. Which should change and which need tweaking.