The slogan of the enterprise is "being realistic", "being dedicated", "people-oriented", "innovation" and "pioneering".
, "enterprising" and so on. However, the management seems to be more concerned about the meaning of the text, and rarely can it be really applied to the practice of enterprises. For example, "dedication" is regarded as overtime by executives, and continuous overtime shows hard work. In fact, overtime is the illusion of covering up inefficient or unreasonable processes, especially for the IT industry. Programmers often lock up a development team in a hotel room day and night, constantly programming and even pulling customers in. This should be the abnormal performance of software engineering.
A good project manager or system analyst will never let his team work like this, because they manage smart people, not ignorant machines. Excellent software project managers should be able to create a "software assembly line". They are the generals of IT enterprises. Finding such people and providing them with an environment to play is something that high-level enterprises need to make great efforts to do. Just like Welch, president of General Motors, giving his managers room to give full play to their talents is the essence of "people-oriented".
-There are two things that may be indispensable in the IT corporate culture, that is, vitality and spirit of the times. Technology-based enterprises are also based on profits. They must have the overall ability of continuous learning and innovation, keep metabolism and maintain a relaxed vitality. Most state-owned and some private IT enterprises in China rely on policy support or government blood transfusion to survive, and some rely on the reputation of famous universities to make money in the securities market by using the concept of pseudo-high technology, and have a good life. This is the vitality gained by blood transfusion. Once placed in a fair market environment, these enterprises have almost no possibility of survival. Vitality is spontaneous, it is the advanced embodiment of corporate culture, which enables enterprises to constantly accept the impact and test of the environment and have immunity.
-Corporate culture is not a temporary short-term behavior. To put it bluntly, corporate culture must conform to the principles of customer-centered, predictable future market orientation and environmental sustainable development. Adapting to the environment does not mean blindly following the current market hotspots, but obeying and guiding the future direction of the market. Now, the IT industry is still in an era full of dreams, but IT enterprises must end their romance. Establishing a competitive corporate culture may be more important than maintaining the advantages of a certain professional technology. Because "industrial transformation" will be the next challenge for many IT enterprises. (