The premise of maintaining dynamic balance of gyro is high-speed operation. An enterprise is also like a living top. When its vitality and vigor decrease, its running speed first decreases, and when its running speed is lower than a certain lower limit, it will overturn. At this time, enterprises will face the most basic survival problems. Therefore, in order to maintain the dynamic and balanced development of the enterprise, we must constantly "spur" it, give it lasting power to grow, and make it run at a high speed all the time like a gyro.
The process from losing balance due to the decrease of running speed to improving running speed under the action of driving force is not a simple cycle repetition, but a process of organizing the gyro of living beings to constantly adapt to the new environment, digest the driving force and overcome the development resistance. This process is not only a process of continuous learning and accumulation, but also a process of stimulating thinking through action, thus promoting learning. The quality of learning results directly determines the duration of continuous high-speed operation of organizational life.
"No enterprise can remain excellent forever". This is the life cycle of an organization. Facing the problems of enterprise survival and growth caused by various reasons, managers should have correct estimation and judgment. When an organism completely loses its ability to stand on its own feet, just like a top, "flogging" can only make it fall faster, but it is impossible to bring it back to life. Opportunity threat surface refers to the internal and external environment faced by organizational life, which is the objective basis for determining the running direction of organizational life.
For enterprises, the essence of the environment is the sum of opportunities and threats; The essence of environmental change is the self-reinforcement of opportunities and threats (the increase or decrease of opportunities and threats) or mutual transformation (the transformation of opportunities into threats or threats into opportunities) (Figure 2).
In the current business environment, opportunities and threats are more accompanied and always appear on the same plane. Enterprises will inevitably face some threats while taking advantage of opportunities. On the one hand, the contact point between organizational life and opportunity threat plane-"focus point" supports the high-speed operation of organizational life on opportunity threat plane; On the other hand, the life of tissue is constantly affected by the resistance acting on the "focus", which is inconsistent with its own rotation direction.
In a sense, it is the starting point of enterprise management innovation to grasp the nature and changing trend of the environment and distinguish what is a real opportunity and what is a huge threat according to one's own ability. The introduction of the concept of opportunity threat surface directly and vividly explains the nature of environment and environmental changes. It always reminds managers that the more complex the environment, the more they need to know and understand the environment and its changes from their own perspective, rather than being confused by appearances; Let the gyro of organizational life run as smoothly as possible on the "easy-to-win land" instead of following the trend. In many enterprises, forecasting the future is an important basic work content in strategy formulation or strategy implementation. However, the acceleration and increasing complexity of environmental changes mean that opportunities and threats are self-reinforcing, the speed of mutual transformation is accelerated, and the degree of uncertainty and discontinuity is greatly improved. In the face of "chaos", no matter how good the enterprise is, it is impossible to predict accurately. Therefore, "an effective strategy must be an improvisational strategy to some extent". That is to say, on the extremely unstable opportunity threat plane, the dynamic and balanced development of enterprises can no longer rely on specious prediction, but needs the rapid response and timely response ability of enterprises themselves to support it.
Rapid response ability is the immediate and impromptu response ability of organizational biology, and it is a comprehensive ability to analyze and organize complicated knowledge and information in a faster and more effective way than opponents, and then implement rapid adjustment and change on their own. It comes from the continuous whole learning and systematic thinking of organizational life, and the adjustment and change made to itself on this basis.
With the acceleration of environmental change, rapid response capability is increasingly showing its position and role in enterprise capability collection. It not only shows the ability to perceive changes and identify opportunities and threats faster than competitors, but also shows the ability to make correct choices, communicate effectively and execute faster. Only by putting the rapid response ability on the axis of organizational life cycle, and making it run through all levels of management, and combining it with other abilities, can enterprises truly form their competitive advantages. This is the realization condition of dynamic and balanced development of enterprises. The reason why enterprises can't achieve high-speed operation and improve their rapid response ability is that they don't realize or can't make rapid, future-oriented and painful adjustments and changes to the operating mechanism and management structure as the carrier of rapid response ability.
Rapid response does not require enterprises to simply repeat what they have done in the past at a faster speed. To a great extent, the ability of rapid response is not only reflected in whether an enterprise can quickly find opportunities and threats, but also in whether it can actively break the original internal balance of the enterprise at any time to create opportunities and use threats. After the success of the market, real entrepreneurs should turn their attention to the interior of the enterprise ... and improve the management genes developed at a higher level within the enterprise. This is the fundamental difference between excellent enterprises and mediocre enterprises in management.
In the gyro model, the mechanism structure ring is the cross section of tissue life. The main job of managers is to make a timely and correct judgment on the opportunity threat plane, and at the same time constantly analyze and adjust the mechanism structure of enterprises, so as to improve the ability to use opportunities and avoid threats more quickly and effectively. This is the management focus of enterprises to achieve dynamic and balanced development. The high-speed spinning gyro will keep spinning, and there will be no jitter. The greater the mass, the faster the rotation speed and the longer the continuous rotation time. However, due to the interference of resistance, the rotation speed of the gyro is decreasing at this time, and the ability to overcome resistance is also weakening. Similarly, high-speed operation is often a "double-edged sword" for enterprises: it can satisfy the desire for growth, but it will also bring complacency and lack of progress, leading to the decline of enterprise efficiency and the weakening of innovation ability. In the gyro model, this phenomenon is called the inertial development characteristics of organizational life. The larger the enterprise scale, the more prominent its competitive advantage, and the more obvious its inertial development characteristics.
The high-speed operation of excellent enterprises stems from their never-ending enterprising spirit. The managers of excellent enterprises, like the masters who control gyroscopes, know how to follow the trend and guide them according to the situation. They constantly put forward new goals or revise established goals in order to give sustained and sufficient impetus to organizational life. Compared with the slogan-style mission and vision, they pay more attention to the strength and direction of the driving force of goals to the development of enterprises and the positioning of enterprises in the future competitive environment. These are the necessary conditions for excellent enterprises to restrain inertial development and achieve dynamic balance, and also the concrete embodiment of their rapid response ability.