Ignoring the crisis will lead to disaster. "Although the world is safe, it will be dangerous to forget the war." In the market, although many enterprises have had a glorious history, because managers ignored the incentive effect of the crisis on employees, they failed to maintain a sense of crisis in enterprises for a long time, so that enterprises eventually died of happiness like frogs. The "fiasco" of the blue giant IBM in the computer industry is a vivid example. When large computers brought huge profits to IBM and made IBM taste brilliant sweetness, the whole IBM was immersed in an absolutely comfortable atmosphere and lost its sense of crisis. When the market environment changes slowly and more people favor small computers, IBM ignores the new situation in the market and is insensitive to the upcoming market crisis. In other words, in the process of enterprise's continuous growth, IBM did not notice the importance of enterprise crisis management, but still indulged in the brilliance created by large computers, continuously increased the market share of large computers step by step, and finally defeated itself. It can be seen that the sense of crisis is not only a good medicine to cure human inertia and blindness, but also one of the biggest driving forces for change. Forward-looking, challenging and creative crisis creation and crisis resolution can effectively guide employees, strengthen cohesion and effectively improve the competitiveness of enterprises. He who has no long-term worries will have near worries. In this era of brutal competition, everything is changing rapidly, and no enterprise can guarantee itself to be in an invincible position at any time. It is wise to be prepared for danger in times of peace. The contemporary management revolution has been recognized, and effective organizations now emphasize "advanced management" rather than "responsiveness". Environment can enhance an organization's "contingency" ability, which requires managers to pay attention to cultivating employees' sense of crisis in daily employee management and give full play to employees' initiative and creativity. If the enterprise encounters the immediate glory and does not see the latent crisis, the final result can only be a flash in the pan and abandoned by the market. Re-building enterprises with the help of crisis For business operators, "crisis" is not accidental, but inevitable, and the growth of enterprises is realized by constantly overcoming the crisis. In 1970s, the oil crisis led to the Great Depression, in which Japan's Hitachi Company was deeply involved. The company suffered serious losses for the first time, which was full of difficulties. In order to reverse this trend, Hitachi, Japan has made amazing personnel management decisions. 1974 In the second half of the year, 675,000 employees in two-thirds of the factories owned by the company temporarily left the factory and went home for standby. The company paid 97%-98% of the original salary as living expenses to each employee. This decision is an expedient measure for personnel management in Hitachi, Japan. Although it can't save any expenses, it can give employees a sense of crisis and urgency. 1975 1, Hitachi, Japan, implemented this decision on more than 4,000 management cadres, and implemented more severe salary reduction measures for them, which also made them feel anxious. In April of the same year, Hitachi postponed the working hours of employees for 20 days, which made new employees have a sense of urgency and urgency as soon as they entered the company. At the same time, it also deepened the sense of hardship of other old employees. After Hitachi adopted the above-mentioned series of management measures, the whole company, including new and old employees, began to work harder and strive to make suggestions for the revitalization of the company. In this way, under the induction of the sense of hardship, all the staff Qi Xin made concerted efforts, and the company achieved very satisfactory results. 1in March, 975, Hitachi's settlement profit was only 187 billion yen, which was lower than 1974 in the same period 1/3. After the implementation of the sense of urgency management, after only half a year, its settlement profit doubled to more than 30 billion yen. In the process of enterprise development, it is a good thing for the development of enterprises if managers can create a crisis in time from the perspective of changing employee inertia, use the crisis to attack it, stimulate the economy, overcome it and overcome it. Although the crisis is terrible, it is the most effective weapon for employees to show themselves and tap their potential. In the process of survival and development, every enterprise will encounter many factors that affect or even interfere with the normal operation of the enterprise, and these factors become risk factors in enterprise management. Faced with risks, some enterprises have failed, but some enterprises have turned it into a driving force for enterprise development, enabling it to inspire employees' morale, enhance their sense of obligation and responsibility, mobilize the enthusiasm of each employee, urge them to forge ahead and promote their innovation.