In some enterprises, corporate culture and business management often have the phenomenon of "two skins", so that culture is culture and business is the result of their own integration and irrelevance. The root cause of this phenomenon lies in three aspects:

First, the construction of corporate culture system, especially the refinement of concept system, is inconsistent with the actual situation of the enterprise, far from the wishes of employees, and runs counter to the law of development. Either it is a "fake day" or it is a "Gao Daquan", which has no practical significance, and there is no appeal to "fight local tyrants and divide the fields".

Second, the enterprise itself does not understand the connotation structure of corporate culture. For example, how many companies know that corporate culture is hierarchical? How many enterprises know that the construction of corporate culture should be carried out according to the connotation of different development stages and levels of enterprises? But unfortunately, more and more enterprises only know empty slogans, thinking that with the slogan of "reform, innovation, unity and forge ahead", there will be corporate culture. How can such a so-called "culture" be different from the actual situation of the enterprise? !

Third, in a sense, corporate culture should also be boss culture. Its significance lies in: the boss must first have the concept and consciousness of corporate culture, have the consciousness of advocacy, set an example and be brave in practice. In addition, it is necessary to be "firm, persistent and not tossing". Unfortunately, in China, there are too few such bosses, and more bosses are only satisfied with packaging their own enterprises with corporate culture for outsiders to see, and they simply can't do the ideas and behavioral norms advocated by corporate values.