In order to prevent the consulting failure of private enterprises, management consulting companies need to take preventive measures from the following aspects: First, adhere to the principle of prudent cooperation. After finding out the real intention of private enterprises to find management consulting companies, we should instill and communicate advanced management concepts into private enterprises, and then talk about further cooperation after reaching a certain level of understanding and forming a certain category of * * * language. Second, implement the principle of timely stop loss in investment management. No matter how perfect the contract is, no matter how firm the boss of the private enterprise promises, the management consulting company must stand firm ―― I won't spread my wings, and I won't implement the next investment until I see the rabbit and receive the phased project payment. Cooperation with private enterprises can only be cash on delivery, and all acceptance bills have great financial risks. Third, the principle of limited consultation and cooperation can only be discussed for private enterprises. Don't let the other party have the illusion that the consultant is omnipotent. As long as the management consulting company enters the market, all the management problems of private enterprises will be solved. A cooperation will only solve a specific problem for the other party, and do not involve other issues. You can put forward ideas to solve related problems, and you must not get caught up in them, otherwise the project will be in the foreseeable future. Fourth, the principle of clearly defining the scope of cooperation. When signing a cooperation contract, don't be afraid of trouble. The clearer and more detailed the scope of work, the better. The so-called "sharpening the knife without cutting the wood by mistake" has been clearly defined in the early stage. We will adhere to this principle in the consultation process and the project will end as scheduled. If we insist on the concept of value-added service to customers, we must make it clear that this is our value-added service, which can be provided after the project is over, so as not to destroy our ongoing consulting project. 5. The key point is the principle that communication is higher than scheme: in the consultation process, it is more important to adhere to the principle that communication is higher than scheme, and it is more important to communicate with the boss of a private enterprise than to give him a perfect scheme! Therefore, in the process of consulting private enterprises, we should set aside a lot of time in advance to communicate with customers and fully understand their intentions. Don't pursue perfection excessively, solving practical problems is the best solution. Sixth, concept propaganda is more important than program training. Private business owners are smart, but it is more difficult for smart people to change their minds. Therefore, after the introduction of the scheme, we should not stick to the training and publicity of the scheme, but pay more attention to the publicity of the concept to help private entrepreneurs establish scientific management concepts, which is the forerunner of the implementation of the consulting scheme.
How private enterprises break through the management crisis
At present, although private enterprises have become a powerful force in China's economic arena, this is because their number occupies an absolute advantage. Looking back on the past ten years, there are only a handful of outstanding private enterprises that can be praised. On the contrary, there are some feelings that the strong are stronger and the weak are weaker. Perhaps the overall strength of private enterprises has been enhanced, but it has become a regrettable fact that many well-known brands have quickly disappeared from people's field of vision. From a relatively macro perspective, many people, including private enterprises themselves, cannot avoid the question: Why are many private enterprises developing slowly? Why don't more private enterprises stand out?
1 Management illusion of large enterprises
Most private enterprises are small and medium-sized enterprises. Although some enterprises' products occupy a large market share and assume the role of "boss" in this field, their scale, sales volume and assets belong to small and medium-sized enterprises. Theoretically, these enterprises have a solid development foundation and good market awareness, and have the possibility of further development, but in fact, these enterprises seem to have felt "success". I regard myself as a big enterprise (maybe a big local enterprise), and the impulse in my boss's bones is to continue to grow bigger. The success of the "first bucket of gold" has made my boss omnipotent and even unwilling to include himself in small and medium-sized enterprises. It is this "illusion of large enterprise management" that causes the boss or main management personnel of the enterprise to change from self-confidence when starting a business to self-confidence, whether in management mode or in management organization structure. Deliberately embody hierarchical management to reduce efficiency, blindly pursue scale to increase hidden costs, excessively greedy market effect to increase advertising expenses, and unrealistic diversified development to disperse and consume limited resources of enterprises. As a result, enterprises and bosses have become more famous, but their benefits have decreased. Once the funds are broken, these enterprises will face the danger of stagnation or even bankruptcy.
This "illusion of big enterprise management" of private enterprises comes more from the deep inferiority and vanity of decision makers. It is entirely a matter of consciousness to hope to gain public praise through size, and unrealistic touting from the outside world has also accelerated the expansion of this mentality. The change of market demand and competition pattern determines the change of enterprises, and more should be the rational adjustment of enterprises. Although the scale of enterprises has not changed much, isn't it a development from workshop-style management in the start-up period to standardized and efficient management and then to the enhancement of enterprise competitiveness? Why talk about heroes by scale? The discussion of cost and profit is the consideration of the sustainable development of enterprises. The core of the development of private enterprises is the improvement of their ability, and the favorable position of the industry is the unremitting pursuit of enterprises. Although there is a saying that "times change people", only those who know the times can become heroes. No matter how the boss feels, it is fundamental to be recognized by the market and respected by the opponent for a long time. The world's top 500 companies have to change their seats every year, but more unknown small and medium-sized enterprises have always occupied the absolute or relative monopoly position in the sub-sectors, and many of them have become "century-old stores". In fact, these enterprises are not large in scale, but they are excellent and outstanding! "Giant", "Aiduo" and "Zhu San" are famous martyrs, but they are not as good as those enterprises with long life.
2 "boss personalization" in enterprise management
I often laugh that private enterprises look like bosses. Although not derogatory, it is still worth pondering. Private enterprises are restricted by many factors, especially capital, technology, talents and management. Therefore, although the boss has enough control and ownership over the enterprise, he is more efficient and cooperative in the early stage of the enterprise, but there is no tacit understanding of strict division of labor. Without standardized management, Qi Xin worked together, but didn't have enough funds. He was willing to enjoy the fun of starting a business with * * *, and he was competent but not suspected of inferiority. At this time, the boss can't show more power except taking on more responsibilities and key decisions, but with the development and formation of the enterprise, the boss's personalization began to fill every detail, and many problems of the enterprise became complicated.
It is better to say that the pressure of survival forces the boss to put down his airs and can't tolerate too many extravagant hopes. However, with the development and stability of the enterprise, with the increase of employees and the further concretization and refinement of the division of labor, and with the realization of expected benefits, the boss's experience, confidence and desire for control will also increase, personal prestige will be fully reflected, and the boss-centered command pattern and management pattern will also be formed.
First of all, the boss is used to hands-on management, although he also wants to standardize management. However, due to his special status, he often "goes his own way" when dealing with problems, which improves the efficiency of solving a specific problem or arranging work, but also causes managers to be at a loss and irresponsible. The excuse is that "the boss has the final say", so the bosses of private enterprises are often very busy and tired, but in fact they lack discipline.
Secondly, the boss's "golden advice" embodies more instructions, but loses more reasonable suggestions and different opinions. Even the suggestions made by entrepreneurs, after all, enterprises, big or small, are complex behavior combinations, which hide the risks of operation, which not only make managers and employees lose their initiative, fail to reflect their responsibilities and abilities, but also lose their sensitive judgment on the possible decision-making mistakes and command mistakes of the boss.
Third, the boss's personal character and living habits are closely combined with the management style of the enterprise. For example, the suspicion of the boss may make the overall atmosphere of the enterprise appear tense and overly cautious, and employees lack the necessary trust, resulting in more suspicion. Quite simply, you can't make decisions on big and small issues without the boss's consent. Why do employees make so many suggestions on employment and salary? Not only do management positions exist in name only, but even one-sided understanding and information transmission have caused contradictions between people. There are also many bosses who are busy socializing, often entering the company late during the day, or often traveling on business. If the management team of an enterprise can't make up for the "time difference" effectively, they all wait in line for the boss's instructions, and the accumulation of deviation is enough to disintegrate an enterprise.
Fourth, the personalized management of the boss has also led to the phenomenon of overstaffing, which seems to be respect for the boss, but in fact it is perfunctory and internal friction. The direct consequence of inefficiency is the increase of management cost and the loss of business opportunities. These problems have accumulated to a certain extent, forming a "strange circle" in the management of private enterprises, which is difficult to break. The development speed has slowed down, the coordination mechanism has disappeared, and the motivation for enterprise development has disappeared.
Employees and managers are really dissatisfied and can find another job. Where will the boss go? Private enterprises should pay attention to the negative effects brought by "boss personalization". Since the boss is definitely superior, his excellent content can be transformed into experience, but it cannot be the same. Its unique position cannot be arbitrary, and its personality and ability need to be supplemented by more people's styles and abilities. Such a corporate culture is healthy, otherwise it will always be a "sick body".
Can't help but impose personal experience.
Private enterprises are also eager for talents and know the value of talents to the development of enterprises, but they don't believe that others are doing better than them. It is precisely because of this suspicion that it is difficult for imported talents to play their hands and feet. The general manager is not like the general manager, and the department manager is not like the department manager, because the boss can't help imposing his own style and previous experience that may not be appropriate on them, and the result is counterproductive. If the boss runs in with the imported talents through a stage and gradually devolves power to new people, the boss can change from an entrepreneur to a capitalist in a down-to-earth manner. In fact, many foreign family businesses have hired general managers and even competitors from outside. If you don't trust others to do better, you won't let others do better!
Of course, a good ending is not only as simple as decentralization, but the introduction of a general manager is no less than a systematic project, which directly affects the future of the enterprise. Private enterprises are often family businesses, which is understandable in itself, but degraded seeds cannot bear the heavy responsibility of prosperity. It is this simple truth that many private enterprises understand and don't follow, otherwise Wang An's computer wouldn't be so tragic. The lessons of the past are the lessons of the past!
Indulge in habits and innovation
"That's what we did!" It is the proudest confession of private enterprises. Positive understanding means experience, means achievement, and lateral understanding means bondage and platitudes.
One of the obvious signs of a mature enterprise is continuous innovation, whether it is the application of new technologies or the development of new products; Whether it is the development of new markets or the improvement of management methods, because preventing risks does not mean refusing to innovate, and habits do not mean insurance. Successful enterprises often lie in guiding the market, while speculative enterprises often cater to the market. Private enterprises do lack some resources, but excellent enterprises grow up in the process of obtaining resources, and enterprises that only use existing resources lack vitality and passion. The slogan "Being is reasonable" will appear pale and powerless in the new era when geography and time and space are no longer obstacles. This is the truth of development.