The reading experience of "Pursuing Excellence" 1 has been expected for many years since it was read in N business books that must be read. The book is novel, bold and shocking, which not only reflects the serious crisis of enterprise management today, but also gives a brand-new reform and rebirth plan. Bold writing, concise language and thought-provoking. It is a wonderful book different from all business management works.
Pursuing Excellence is a classic of management. It mainly focuses on exploring the characteristics of successful enterprises to write the characteristics of enterprise management. This book takes a large number of successful enterprises with a long history as examples to interpret the management characteristics of enterprises. Through the study of the most successful enterprises in the United States, such as IBM, Hewlett-Packard, McDonald's, Johnson & Johnson, Disney, Citigroup, Wal-Mart and General Electric, eight characteristics of excellent enterprises are summarized.
Thomas peters's The Pursuit of Excellence opened the first revolution of enterprise management books, which truly combined the scientific and artistic nature of management and became a classic rule that sensationalized the whole management field. In the author's eyes, an excellent standard refers to an enterprise's long-term outstanding financial performance and, more importantly, its high degree of innovation. The author believes that although each excellent enterprise has different personalities, it has many common characteristics. These qualities can basically be summarized into eight basic attributes, namely: advocating action, being close to customers, independent innovation, midwifery, value-driven, staying in the bank, streamlining administration, and combining leniency with severity. These basic principles have greatly influenced the management and operation of global enterprises. The guiding principles of advocating action, being close to customers, independent innovation, helping people, being value-driven, staying the same, streamlining administration and combining leniency with severity are still effective ways for many enterprises to improve their performance and profitability. Although some enterprises mentioned in "Pursuing Excellence" may have failed, this will not affect the true value of the eight principles and their far-reaching impact on enterprise operations. As Peters said: follow these eight principles, you will win, and you will definitely win. I would never say that. What I want to say is that if you ignore these eight principles, you will fail, and you will certainly fail.
At the same time, thomas peters did not forget to warn people that anyone who is stupid enough to completely copy a business book is a real idiot. This era is changing so fast that it is impossible to achieve permanent success only by a few rules. Peters stressed: We should put up warning labels. Attention! Nothing lasts forever. Anything eaten too much will be poisonous. Remember: everything in business is a paradox. The master's language style is spicy.
In fact, the pursuit of Excellence is not only the Bible of American business management, but also the life values of all mankind. It is of great help to our growing college students, so I recommend you to read this book when you have time.
In the book "The Pursuit of Excellent Reading Experience 2", the standard of an excellent enterprise in the author's eyes means that an enterprise is highly innovative in addition to its long-term excellent financial performance. The author also summarizes eight basic attributes that every enterprise should have, namely, taking action, approaching customers, independent innovation, people-oriented, value-driven, sticking to the industry, streamlining administration, and combining leniency with severity.
Among the above eight items, the one that impressed me the most was getting close to customers. In the book, the author thinks that excellent enterprises are the best audience, and understanding the market has benefited them a lot. Most of their real innovation or inspiration comes from the market. Here, the author gives us an example of a successful enterprise. P&G is the first consumer product company to provide consumers with free telephone numbers on all product packages. It shows in the annual report of 1979 that the company has always received 200,000 such toll-free calls. Customers call to offer new ideas or complain about products. P&G will answer every call and collect these calls every month for discussion at the meeting. According to informed sources, the content of toll-free telephone is an important ideological source for P&G to improve its products. From this example, we can easily see that the advantages of excellent enterprises lie not only in attaching great importance to service, quality, reliability and finding a niche, but also in being able to respect customers' requirements and suggestions, listen to consumers' opinions, improve and upgrade products, and establish a real partnership with consumers in their interaction. In terms of getting close to customers, I think our domestic enterprises should pay more attention to it. At present, enterprises either develop products in a vacuum environment like an ivory tower. Although engineers love technology, they always observe how customers actually use company products. It is not customer-centered, ignoring customer requirements, not really consumer-centered production of consumer goods, but unilaterally pursuing corporate profits and looking for the best way to earn maximum profits at the lowest cost. Therefore, I think enterprises should be closer to consumers, and should do it themselves, instead of empty talk. Only by establishing a real partnership with consumers can the enterprise achieve better development.
At the same time, thomas peters did not forget to warn people that anyone who is stupid enough to completely copy a business book is a real idiot. This era is changing so fast that it is impossible to achieve permanent success only by a few rules. Peters stressed: We should put up warning labels. Attention! Nothing lasts forever. Anything eaten too much will be poisonous. Remember: everything in business is a paradox. The master's language style is spicy.
In fact, the pursuit of Excellence is not only the Bible of American business management, but also the life values of all mankind.
The book "The Pursuit of Excellence" opened the first revolution of enterprise management books, truly combined the scientific and artistic nature of management, and became a classic rule that sensationalized the whole management community. In order to explore the secret of management art, the author spent several years traveling all over the United States, in-depth investigation and study of enterprises, and obtained first-hand information of hundreds of enterprises. The author finds that although each excellent enterprise has different personalities, it has many common characteristics, namely, advocating action, being close to customers, independent innovation, midwifery with others, value-driven, being close to banks, streamlining administration and combining leniency with severity. These basic principles have greatly influenced the management and operation of global enterprises. Even today, the guiding principles of advocating action, being close to customers, keeping troops simple and not leaving banks are still effective ways for many enterprises to improve their performance and profitability.
I consider the definition of Excellence from a holistic perspective. Personally, I think there should be a solid foundation: responsibility is better than ability, and attitude determines everything. No matter how old a person is, it mainly depends on whether you are responsible for your own work and things. Even if you are very capable, you can do things well, but because of your complacency and irresponsibility, things that are easy to do will not be done well. This shows that an irresponsible person, or an irresponsible person, first loses the basic recognition of society, and then loses the trust and respect of others. Responsibility is the supreme value, the loyalty and trust to its mission, and the prerequisite for achieving Excellence. In the face of difficulties, others gave up, they persisted, others retreated, they moved on, there was no light and no hope ahead, and they were still working hard. This is the attitude that we want to create excellence.
Any team has its own personality and temperament, which directly affects the development trend of the team. Rongan people have formed their own temperament and personality with passion and excellent corporate philosophy. From then on, regardless of the passage of time and personnel changes, the soul of the team will last forever, and Rongan people will complete the belief of excellent Rongan with high-profile passion for the cause. Complete the persistence of sonorous life with a low-key attitude.
Success is never static. Excellence is more expensive than innovation. The pursuit of Excellence has given all kinds of enterprises around the world a dream. This dream cleverly packaged naked utilitarianism, intrigue competition, intrigue' corporate politics', life-and-death management and so on, and put on the emperor's new clothes. No matter whether the theory is adhered to or not, whether the conclusion is scientific or not, there is a direction if there is a dream.
Reading experience of "Pursuing Excellence" 4 Pursuing Excellence, non-stop, advocating action and being loyal to innovation.
You can gain real knowledge by personal experience. The author of this book well verified this conclusion-tom peters and Robert Waterman's The Pursuit of Excellence opened the first revolution of enterprise management books, which really combined the scientific and artistic nature of management closely and became a classic law that sensationalized the whole management circle. The two authors spent several years traveling all over the United States, going deep into enterprises for investigation and research, and synthesizing the first-hand information of hundreds of large and small companies, and finally selected 43 excellent "specimens" for dissection and exploration. The sample covers manufacturing, information, service, sales, transportation, food and many other industries, including the famous ibm, General Electric, Hewlett-Packard, 3m, McDonald's and Procter & Gamble.
In my opinion, the success of an enterprise is not a great plan and development plan, but actually implemented according to the plan.
A certain quantitative analysis is necessary in the development of enterprises, but the author opposes blind analysis, which is too complicated, impractical, clumsy and inflexible. Try to make a detailed forecast and make an accurate analysis of the unknown market, such as when the end use of the product is still unknown. In particular, the author opposes the analysis that the purpose is to guide the development of enterprises through control, rather than participating in the specific implementation process. Paterick of Texas Instruments thinks: "The planner must be the one who makes the plan." The author also opposes this situation. When the plan started, the action had stopped. This "syndrome" can often be seen. Many front-line managers who want to do a good job are disheartened by the staff at headquarters. These staff will always find some reasons to prove what they can't do, because these managers can't prove that their methods will work. For the sake of safety, the staff denied their idea. When this power prevails, it will stifle the company's main force and creative spirit. We should correctly implement rationalism.
An excellent company, they like to solve problems immediately and are action-oriented. Be brave in action and failure.
In the traditional management mode, the most rational analysis method is used to establish the model and conduct an all-round feasibility study. The report will cover all possible situations and problems in all aspects. Therefore, in order to solve these possible situations, we have developed a more complex system and conducted a more complex analysis, which has fallen into a strange circle, that is, we will only put it down when we are sure that it is foolproof. The result is that we spend a lot of time and energy writing reports, analyzing problems and developing systems, but we are unwilling to start practicing. In fact, an overly rational orientation will hold us back. Because it will destroy the active elements in various situations. Unfortunately, most enterprises believe in this rigid model. Many companies are more interested in making plans than making best-selling products. When encountering problems, they are most welcome to sit down and make a good plan. Because this can not only produce intellectual feedback, but also avoid the pressure of practical operation, formal long-term planning almost always leads to excessive attention to technology. Excellent enterprises are different. Their theory is, "Practice! Not empty talk. " Even if it is a small step, only by getting people to act can we succeed. Of course, with practice, failure also follows. Practice, or experiment, is always the twin brother of failure. Let's take a look at what ordinary enterprises do when they fail. There is no doubt that they will hold a meeting, which is necessary. Because the meeting is a prelude to analysis. Then there is criticism. This enterprise is afraid of innovation. Because innovation means possible failure, and failure is absolutely unacceptable. In fact, in an enterprise, if you don't try too much, you dare to fail, and then you try again, naturally you won't learn anything. The trick is to reach a * * * understanding of which failures are acceptable and which will lead to disastrous consequences. It is not easy to achieve this. But don't deceive yourself. No amount of analysis (especially market research) can stimulate real innovation.