The trilogy of enterprise culture construction has two tendencies in the method of enterprise culture construction: one is naturalism. It is believed that corporate culture and corporate philosophy are naturally formed in the long-term production and operation activities of enterprises, and enterprises cannot and should not carry out artificial design; The other is subjectivism. It is believed that corporate culture and corporate philosophy are artificially designed. The former leads to the phenomenon of "inaction" in corporate culture construction, which depends on its natural development and lacks clear concept guidance; The latter leads to the phenomenon of "surprise" in the construction of corporate culture. Enterprises can design resounding ideas and slogans overnight, and they can also print exquisite corporate culture handbook. The results of these two methods are the same: psychologically, the corporate culture and concept of employees are blank. The correct method should be an organic combination of the two. Strictly speaking, the construction process of enterprise culture is the whole process of enterprise production and business activities. In other words, the construction of corporate culture cannot be carried out independently from production and business activities. Any sudden corporate culture construction may make corporate culture independent of production and business activities, and the effect will naturally not be good. However, corporate culture and corporate philosophy need purposeful design and guidance, as well as purposeful publicity and training. Through manual active refining, design and guidance, we can sort out natural cultural ideas, deepen employees' understanding of corporate culture and ideas, and make them identify thoroughly. Therefore, it is a key problem to correctly handle the relationship between culture, natural precipitation of ideas and artificial design. At the same time, in the operation of corporate culture construction, we should pay attention to three basic requirements: the methods of corporate culture construction should be concrete and operable, the effect of corporate culture construction should be measurable, and all participants in corporate culture construction should be involved. In recent years, based on these three requirements and in accordance with the "trilogy of corporate culture construction", we have helped enterprises to successfully carry out corporate culture construction consultation. First, the diagnosis of corporate culture The core of corporate culture is entrepreneurship. Successful enterprise spirit or slogan should make employees have positive and concrete associations, and it is this association that has a strong incentive effect. For example, in the history of our country, many spirits and slogans with strong inspiring and guiding functions have been put forward. When we talk about "Iron Man Spirit", we immediately think of "Iron Wang Man Jinxi standing in the oil pool, stirring crude oil instead of a blender"; When we say "Lei Feng spirit", we immediately think of a PLA soldier, holding a child, holding an aunt and walking on a muddy road with an umbrella ... It is these typical spirits that can remind people of slogans of specific events or characters that will have such a great incentive effect; Take Haier as an example. When it comes to "zero quality defects", employees will think of "smashing the refrigerator". When it comes to "quick response and immediate action", employees will think of "three days for the design drawing of the sweet potato washing machine, and 15 days for the product to go on the market". When it comes to "sincerity is eternal", they will think that "the salesman left the washing machine on his back because the delivery car broke down." When you say "the customer is always right", you will think of the incident that Haier revised the instructions of the refrigerator designed according to the German model according to the level of consumers in China ... It is these touching events and concrete images that make Haier's cultural concept not stay on the wall and paper, but enter the hearts of every employee. This is the core of the success of Haier's cultural management. Obviously, it is a good inspiration to diagnose whether corporate culture is accepted and recognized by employees and whether corporate culture plays a role in employees. The method and principle of diagnosis are: call middle-level and above cadres in the enterprise, read out the ideas of the group sentence by sentence, and ask everyone to say or write people and things that can represent this idea after hearing the ideas. If most people can think of representative people or events, and the events are relatively concentrated, it shows that the corporate culture has been recognized by everyone; However, if most people can't say or write representative figures or events, it means that corporate culture and corporate philosophy have not been recognized by employees, let alone play a guiding role in employee behavior. According to this procedure, we diagnosed five enterprises in Shandong. Coincidentally, four of these five companies have the word "innovation" in their ideas. However, when I asked them to say, "What people or events did they think of?", only one company said some events, and different people said completely different events. Based on this, we judge that the culture and ideas of these enterprises have not been accepted and recognized by employees. This conclusion is basically recognized by enterprises. Second, the refinement and design of corporate culture. Corporate culture must first be refined from history. In the development of enterprises for more than ten years, even decades, some ideas and spirits that support employees' thoughts will be precipitated. These ideas and spirits are contained in the process of enterprise entrepreneurship and development and hidden in some key events. Refine the spirit and ideas hidden in these events and process them, and you will find the deep-seated spirit and ideas that really support the development of enterprises. This is the spirit and concept of the enterprise. According to this principle, we can design a method to refine the enterprise spirit: Step 1: First, let the enterprise find 10 people who participated in the whole process from entrepreneurship to development, and let each of them tell three stories: What do you think is the most important thing for the development of the enterprise during the decades of entrepreneurship? What is your most unforgettable thing? What moved you the most? Then let's talk more about three people: who do you think has made the greatest contribution to the enterprise? What is the most precious spirit of this person? What inspired you the most? Everyone's story is recorded by a special person; Step 2: sort out the stories with the highest repetition rate and make preliminary processing to form a complete story; Step 3: Find ten employees, preferably college students, who have just arrived in the enterprise for about a year and tell them the sorted stories. Then, ask them: Have you heard this story? What is your deepest feeling after listening to it? Which plot is the most touching and unforgettable? What spirit does this story embody? What words are used to express your feelings? Record their answers; Step 4: Gather experts and relevant business leaders to study and process the recorded content and extract the words that represent the story spirit with the highest usage rate. After processing, these words are enterprise spirit or enterprise concept; The fifth step: according to the extracted core words that reflect the spirit or idea, re-adapt the story, create literature on the premise of respecting history, and write the enterprise's own story that reflects the core words intensively. If the word "struggle" is refined, "struggle" will be interpreted with a story. Of course, there may also be "innovation" and "unity", and each word is interpreted with one or even several stories. Of course, the construction of corporate culture should be designed from the future. Analyze the industry, analyze competitors, locate your own development goals, and find the gap between the status quo and the goals. Further answer: in order to shorten the gap and achieve the goal, what kind of spirit must enterprises have and what kind of ideas should they use to guide themselves? According to this requirement, design a future-oriented cultural concept. The core concept of an enterprise is formed by combining the cultural concept extracted from history with the concept of designing and processing from the future. The specific performance of the core concept in each system is different. Under the guidance of the core concept, design the concept of each system, determine the corresponding typical cases, stories and people for each system, and form a cultural concept system composed of the core concept, the typical people and events corresponding to the core concept, the concept of each system and the corresponding typical people and events. Take Haier as an example. Its core spirit (enterprise spirit) is "dedication to the country and pursuit of Excellence". This spirit of pursuing Excellence is manifested in the production management system as "zero defect, Excellence" and "defective products are waste products"; In the marketing system, it is manifested as "selling word of mouth first, then selling products"; In the product development system, it is expressed as "customer's problem is the theme of development"; In the service system, it is characterized by "zero distance, zero complaint and zero complaint"; In the market development system, it is manifested as "creating demand and guiding consumption" and "making a cake and eating it yourself" ... Each concept has corresponding typical events. Therefore, Haier's corporate culture construction is closely related to production and business activities, avoiding the simple formalization of general corporate culture construction. Third, the strengthening and training of corporate culture First of all, all employees are trained in corporate culture. The way of training is to train storytellers first. It can be a business leader, a party to a story, a propagandist or an expert. However, no matter who you are, you should make the ideas expressed in the story profound and vivid according to the plan in advance, so that every employee can remember and understand them, and actively explain these ideas and stories to new employees. In this way, the story spread, corporate culture, ideas, spirit will come alive; Secondly, establish and cultivate typical figures. After refining and designing the corporate culture, conducting publicity and training, some people can directly recognize and accept it, and take concrete actions under the guidance of ideas. This is the backbone of the enterprise. At this time, enterprises will take this part of the backbone as an example, make full use of its demonstration effect, visualize the concept, and let more people understand and agree with this concept. Specifically, every month, each department is required to find a case that best conforms to the core spirit or system concept of the enterprise among the cases that occurred this month, write it down and report it to the company cultural center; From the cases reported by various departments, the cultural center selects a case that best conforms to the core spirit of the enterprise as a typical case of the enterprise; At the end of the year, from 12 typical cases, one or two cases that best represent the core concept of the enterprise are selected as typical cases for the whole year. In this way, with the development of production and business activities, the cultural patterns accumulated by enterprises have gradually increased, and employees' understanding of ideas has gradually deepened; More importantly, in order to find a more suitable case, each department will take the initiative to deal with the specific events encountered according to the requirements of the concept, and use the core concept of the enterprise to guide their work, so that the influence of the corporate culture concept on behavior can really be brought into play. Combine enterprise culture construction with production and business activities. Thirdly, the management system is formulated under the guidance of corporate culture concepts and values. Through the implementation of the system, employees' behavior will conform to the enterprise's ideas and values, and in the process of system implementation, the enterprise's ideas and values will be internalized continuously. Eventually become employees' own ideas and values. Through the implementation of the trilogy of cultural construction, enterprises have formed a management environment of "close combination of management system and corporate culture". This management environment has two major functions: it has a great incentive effect on employees with the same personal values and corporate values; It has a great assimilation effect on employees with different personal values and enterprises. It is these two functions that make the "cultural construction trilogy" a very effective corporate culture construction model. References:

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