1, Drucker's thought
2. Porter's Thought
3. Hamel's thought
4. Christensen's thoughts.
5. Peters' Thought
6. mintzberg's Thought
7. Collins' Thought
8. The idea of a hammer
9. kotler's Thought
10, Kurt's Thought [1]
1, Drucker's thought
In order to accurately understand the contribution of peter drucker, the father of modern management, to the world in the past 60 years, I would like to share with readers peter drucker's book What do I think is my most important contribution? Articles ". The original of this concluding article is printed on Drucker's personal stationery and signed by him.
What do I think is my most important contribution?
As early as 60 years ago, I realized that management has become the basic organ and function of the organization society;
-management is not only "enterprise management", but also the management organ of all modern social institutions, although management is centered on enterprises from the beginning;
-I founded the management discipline;
-I study this subject around people and power, values, structure and methods; Especially around responsibility. Management discipline regards management as a real comprehensive art.
peter f. drucker
1999 65438+ 10/0/8
As a practice, a field of thinking and research, management has a long history, and its roots can be traced back almost 200 years ago. However, as a discipline, management should start from 1954, and the publication of peter drucker's Management Practice marks the birth of management science. Peter drucker founded the discipline of management and brilliantly expounded the essence of management: "Management is a kind of practice, and its essence lies not in' knowledge' but in' action'; Its verification lies not in logic, but in the result; Its only authority is achievement. "
Drucker talked a lot about responsibility, the responsibility of managers, the responsibility of employees and the responsibility of enterprises. 1973, Drucker condensed his decades of knowledge, experience and thinking into a book. This 839-page masterpiece, with its concise title-"Management: Task, Responsibility and Practice", tells the true meaning of management. Accordingly, we can understand management as: managing tasks, taking responsibility and being brave in practice. Surprisingly, when I searched for the word "responsibility" in this book, I found that there were as many as 36 places in the book index that talked about "responsibility", but there was no place that talked about "power".
"Power and authority are two different things. Management has no power, only responsibility. It needs and must have the power to perform its duties-but beyond that, it can never ask for more. " In Drucker's view, management authority has authority only when it works, and there is no so-called "power".
Drucker repeatedly stressed that serious and responsible employees really put high demands on managers, asking them to be truly competent, asking them to take their work seriously and asking them to be responsible for their own tasks and achievements.
Responsibility is a strict master. It is useless and irresponsible to make demands only on others and not on yourself. If employees are not sure that their company is serious, responsible and capable, they will not be responsible for their own work, team and unit affairs.
In order for employees to take responsibility and achieve something, it is necessary for employees who have achieved their work goals to set goals for each job together with their superiors. In addition, all members also have the responsibility to ensure that their goals are consistent with the goals of the whole group. Let the work be full of vitality and let employees make achievements through work. On the other hand, employees need requirements, discipline and incentives caused by their responsibilities. Therefore, the shortcut to Drucker's management world is to understand the responsibilities of managers, employees and enterprises.
Professor Wen/Na (Beijing Guanghua Management Training Center)
2. Porter's Thought
As a professor at Harvard Business School and a recognized authority on competitive strategy, Michael E. Porter can be called "probably the most influential business school professor in the world". This is also the case. In May 2002, Accenture selected the top 50 contemporary management scholars, and Michael Porter ranked first, which is very famous.
Michael Porter's main contribution to management theory is to build a bridge between industrial economics and management. In his classic book "Competitive Strategy", he put forward an industry structure analysis model, the so-called "five-force model", which holds that: (1) the existing competitive situation of the industry; The bargaining power of suppliers; The ability of customers to bargain; The threat of substitute products or services; The threat of new entrants and five competitive driving forces determine the profitability of enterprises, and point out that the core of company strategy should be to choose the right industry and the most attractive competitive position in the industry.
Accordingly, Michael Porter also put forward "three general strategies", including cost leadership, differentiation and centralization, and explained that it is often difficult to pursue more than one strategic goal at the same time due to the limitation of enterprise resources.
China entrepreneurs are already very good at low-cost competition. According to Xie Guozhong, chief economist of Morgan Stanley China, China enterprises' innate advantages in cost and low-cost competitive means make the prices of products of some industries in China determine their global prices. As Porter pointed out, one of the main risks of cost leadership strategy comes from the imitation of latecomers. For various reasons, at present, most enterprises in China are in the manufacturing link with low added value in the global industrial value chain, with too many imitators and too homogeneous products and services, forming a helpless competitive pattern.
The bitter fruit of cost competition makes many entrepreneurs realize that they need new competition methods, such as product, technology or business model innovation, to improve their profitability and level. Porter provided a systematic idea for this strategy, and elaborated on the points where enterprises should establish competitiveness, which has a good guiding role for enterprise practice. For management practitioners in China, the significance of Porter's strategic theory lies in expounding the importance of enterprise strategic thinking. It is not enough for enterprise management to have the courage that Jack Welch said. What entrepreneurs in China lack is not courage, but deliberation before making bold decisions and how to choose the most favorable battlefield, opportunity and attack mode.
Porter's strategic theory was regarded as the mainstream strategic theory in 1980, and the rapid change of commercial society made his theory unsuitable for the needs of today's management practice in some aspects. For example, his strategic view regards the existing industrial structure as established, and pays little attention to the changes of the industry and how to establish a long-term competitive advantage accordingly.
Because the industrial structure he assumed is relatively certain, it is difficult for the "five-force model" to analyze some industries with rapid changes or uncertain prospects. Telecommunications is a typical example. The rapid development of technology, the constant change of standards and the adjustment of government control policies make the industry full of uncertainty, so it is difficult to predict the competitive pattern of the industry with Porter's framework.
Text/Manager Fan Yingbin (Bi Bo Management Consulting Company)
3. Hamel's thought
Gary gary hamel is the chairman and founder of Strategos, and a former professor of strategy and international management at London Business School. He is the most advanced strategic research master, and is praised as a "world-class strategic master" by The Economist.
65438-0990 gary hamel and Pusara published the Core Competitiveness of Enterprises in Harvard Business Review. He believes that, unlike the final products that customers need, core products are the most basic core components of enterprises, and core competitiveness is actually the knowledge and skills hidden in core products. In this sense, the core competitiveness of an enterprise is actually the source of maintaining its competitive advantage, but how to transform this core competitiveness into a competitive advantage requires certain conditions.
In The Great Future of Competition, Hamel pointed out that enterprises must break the old ideological framework, think and accept different business structures with a positive and open mind, grasp the future trend, establish a strategic framework and organizational core competence, and thus grasp the competitive advantage in innovation. In another famous book "Guiding Revolution", Hamel pointed out that the innovation of enterprises is not to develop new products or adopt new technologies as traditionally thought, but to produce "new concepts". Therefore, enterprises should actively develop new ideas and turn them into realistic core competitive advantages.
Hamel's main strategic thought is to actively establish and play the core competitiveness of enterprises, and China enterprises should pay special attention to this aspect of learning.
After China's entry into WTO, China enterprises are facing great competitive pressure. At a deeper level, this is actually a competition of core competitiveness. How to locate the core competitiveness of enterprises is the premise for enterprises to create competitive advantages. After reasonably positioning the core competitiveness, how to give full play to this core competitiveness and give full play to the competitive advantage in practice. This requires a big strategic vision, and Hamel's strategic thought is undoubtedly instructive: in specific strategic choices, people pay more attention to technological innovation, while Hamel thinks that conceptual innovation takes precedence over technological innovation, and conceptual innovation may be more effective. This provides a new way of thinking.
Text/Dr. Lin Song (Tsinghua University Institute of Economics and Management)
4. Christensen's thoughts.
Clayton christensen is a professor of business administration at Harvard Business School. He is not only an outstanding management scholar, but also a pragmatic management practitioner.
In his research, Christensen found that many excellent enterprises-once worshipped by people and tried their best to imitate them-finally lost their leading position in the industry when the market and technology made breakthrough changes. The decisions that led to the decline of these leading enterprises were made when they were generally regarded as the best enterprises in the world.
Christensen pointed out that good management is the reason for the decline of these enterprises. This conclusion is unexpected, but it makes sense. Influenced by customers' wishes, these enterprises dare to invest in new technologies and use these technologies to provide customers with more and better products they want; They carefully study market trends and systematically invest money in innovations that can guarantee the best return. Under this principle, it is not the rational financial decision of these enterprises to actively invest in breakthrough innovation, and it is difficult for excellent enterprises to cope with breakthrough innovation.
Christensen put forward a set of breakthrough innovation principles, the main contents are:
Create a new independent business department around breakthrough technology, which is not influenced by mainstream customers, but integrates itself into those customers who need breakthrough technology products.
It is easier to respond to the growth opportunities of small markets by delegating the responsibility for the commercialization of breakthrough technologies to a smaller organization whose scale just matches the target market.
The established thinking mode and existing knowledge are not enough to support the judgment of breakthrough change, so we should learn what we need to know in a planned way.
The plasticity of organizational potential (organizational operation procedures and values) is limited. Analyze the existing potential and defects of the organization and create new potential to solve new problems.
Pay close attention to market trends, understand how mainstream customers use products, and thus grasp the key links of changes in the competitive basis of the market they serve.
This management thought has three main meanings for China managers:
1 Breakthrough innovation is the core individual economic driving force of macroeconomic growth.
The widely accepted principles of good management are actually changing at any time. Christensen's thoughts can help managers to judge when to follow those widely accepted excellent management principles and when to adopt other principles.
Under the guidance of the principle of breakthrough innovation, enterprise managers can do two things at the same time, on the one hand, ensure the healthy operation of enterprises in the near future, and at the same time mobilize enough resources to pay attention to those breakthrough technologies that may eventually lead to the decline of enterprises.
Text/Qiu Qiong (Tsinghua University Institute of Economics and Management)
5. Peters' Thought
"The market has become as unpredictable as fashion and popular colors, and product updates must keep up with this' nanosecond' era." Tom peters, Ph.D. in Business Administration from Stanford University, was praised as a "master of management" by Fortune and The Economist.
Peters believes that successful enterprises have their own characteristics, but the successful experience is simple and universal, and everyone knows that there is no "new weapon". He advocates market-oriented and customer-oriented. All activities of an enterprise should focus on the market and customers, treat customers as flesh and blood, love customers, meet the specific needs of customers with more and more characteristics, respond quickly to changes in customer preferences, and take customers' feelings as the basis.
The concept of customer service has been valued by Chinese enterprises, and will also become the dominant concept in the production and sales of Chinese enterprises.
China's market is no longer a single market in the past. The diversity of customer needs requires enterprises to make decisions from the customer's point of view when conducting all business activities, adhering to the belief of customer first, so as to meet customer needs to the greatest extent and realize enterprise growth.
Intense competition. In the increasingly fierce competition, product differentiation will no longer be the main focus of competition. The quality of customer service will become the key to competition. The better the customer service of an enterprise, the more likely it is to get the upper hand in the fierce competition.
The arrival of a brand-new sales era. The traditional sales strategy emphasizes that "our products are different from competitors", but the future sales era will be the era of cooperation with customers. To cooperate, we must stand with customers, sell for the benefit of customers, achieve unified goals, unified strategies and share returns.
Text/Dr. Yan Ligang (Tsinghua University Institute of Economics and Management)
6. mintzberg's Thought
Henry mintzberg is a famous Canadian management scientist, and his management thoughts are mainly embodied in organizational management and strategic management.
In organizational management, mintzberg's main contribution is the analysis of the manager's work, and The Nature of the Manager's Work is one of his representative works. Mintzberg emphasized the great role of the manager's work in the organization, and pointed out that the manager plays 10 roles in the work:
Nominal leader, contact person, leader, supervisor, communicator, spokesman, entrepreneur, troubleshooter, resource allocator and negotiator.
For the first time, mintzberg analyzed the activities of managers from an empirical perspective, and on this basis, he divided the types of managers into contacts, political managers, entrepreneurs, domestic managers, real-time managers, coordinated managers, expert managers and new managers.
At present, the team of professional managers in China is still in its infancy, and the role of professional managers in enterprises is gradually recognized. In this context, mintzberg's analysis of the role of managers' work on the organization is very helpful for professional managers to recognize their own values. At the same time, professional managers should accurately locate their own types according to their own work characteristics. With the development of information technology and its application in enterprise management, the role of managers in information has changed greatly, and the work of supervisors, communicators and spokespersons takes up less and less time.
Text/Xu Fei (Guanghua School of Management, Peking University)
7. Collins' Thought
James C. Collins won the stanford graduate school of business Prize for his outstanding teaching, and worked in McKinsey & Company and Hewlett-Packard Company successively. Co-authored with Jerry I. Poles the book "The Foundation will last forever". His main management ideas are put forward in the book.
Be a clock, not a clock. Collins pointed out that "the founders of great companies are usually people who make clocks, not people who tell the time." They are mainly committed to building a clock, not just finding the right time to enter the market with a far-sighted product; They are not committed to the personality traits of visionary leaders, but to the organizational traits of visionary companies. Their greatest creation is the company itself and everything it stands for. "Most leaders of enterprises in China are unsuccessful in" making clocks "."Making clocks "is to establish a mechanism to enable companies to survive and develop in the market by organizational strength, rather than relying on accidental things such as someone, a product or an opportunity. With the further improvement and standardization of the market, enterprises must rely more and more on a good mechanism, including a good organizational structure, a good evaluation and assessment system and a good strategic management.
"mercenary" and "sectarian culture" All great companies are "pragmatic idealists", and "Ever Last" wrote that "profit is a necessary condition for survival and a means to achieve more important goals, but for many far-sighted companies, profit is not an end. Profit is like oxygen, food, water and blood that the human body needs. These things are not the end of life. But without them, there would be no life. " The pursuit of profit is instilled in great companies by "sectarian culture" For enterprises in China, "pursuing profits above" is not specific, but an empty slogan. Most enterprises in China don't realize the important role of corporate culture. "Cult-like culture" means that great companies must have strong values, which is the biggest challenge for China enterprises to become great companies.
"A manager who grew up at home." Collins found through research that "among 18 great companies, in the total history of 1700, only four CEOs came from outside". Managers who grow up at home are familiar with the company culture and are more likely to lead the company to change. From the experience of some domestic enterprises, it is easy for internal managers to take over, on the contrary, "airborne troops", that is, external managers do not take over smoothly. China enterprises should put more energy into how to establish internal promotion mechanism and how to cultivate talents, so that "their managers can grow up".
Text/Chen Gang (China University of Science and Technology Business School)
8. The idea of a hammer
1993, American management scientists michael hammer and James Champi defined business process reengineering (BPR) in "Enterprise Reorganization: Manifesto of Enterprise Revolution": the fundamental thinking and thorough reconstruction of enterprise business process. The purpose is to achieve a significant improvement in cost, quality, service and speed, so that enterprises can adapt to the modern business environment characterized by customers, competition and change to the maximum extent.
Compared with traditional management ideas such as "division of labor principle" and "institutionalized management theory", BPR emphasizes the full development and cooperation within enterprises. The core content can be summarized as follows:
"Reorganization": horizontal integration, team work, vertical organization compression, flat organization, empowering employees to make independent decisions and implementing concurrent engineering.
Emphasize customer orientation: consider business objectives and strategic orientation with customers as the center, and consider which business processes should be set according to customer needs.
Enterprises in China must first meet three main conditions when implementing BPR:
1 The quality of managers and employees must be improved. Leaders should be brave in innovation, have a strong sense of market competition, be able to communicate effectively with the company inside and outside, and deeply understand the connotation of BPR. After the implementation of BPR, employees have more decision-making opportunities and must have corresponding high quality.
The technical level must be improved. At present, most enterprises in China have a low level of information technology application and backward production technology. The application of BPR in modern enterprise management also depends on the support of information technology.
3. Establish corporate culture and business philosophy. BPR is also changing the business philosophy of enterprises, and then requires the creation of a suitable corporate culture.
Dr. Wen/Tu Jun (Tsinghua University Institute of Economics and Management)
9. kotler's Thought
Philip kotler is a modern marketing guru, known as "the father of modern marketing". He has almost become synonymous with marketing-his classic book "Marketing Management" has become the first choice for business schools all over the world, including China, and he is also recognized as "one of the 50 best management masters in the 20th century".
Kotler is committed to the research of marketing strategy and planning, marketing organization, international marketing and social marketing, and its latest research fields include high-tech marketing, research on competitive advantages of cities, regions and countries, etc.
Marketing Future (formerly known as social marketing) published by kotler about 10 years ago pushed the marketing concept from production concept, product concept and marketing concept to the stage of "social marketing". At the end of the 20th century and today, with the increasing globalization of economy, multi-polarization of the world and the rise of knowledge-based economy, people see such scenes: the environment is seriously deteriorating, resources are increasingly scarce, the population is rapidly increasing, the global economy is shrinking, social Darwinism is prevalent, the level of public services is declining, AIDS is spreading, and electronic waste is full of tricks, and so on. These are all topics that social marketing faces. The concept of "social marketing" put forward by kotler pushed marketing to a new height.
With the overall transition from China market to buyer's market, kotler's marketing theory has played an important role in promoting the popularization of marketing and improving the marketing level of enterprises. Now the concepts of customer demand, customer value, customer loyalty, integrated marketing, marketing positioning, global marketing, etc. It has been widely circulated in China, and has gradually taken root in people's hearts. Many enterprises have changed or are changing to "customer-oriented" enterprises, and a number of outstanding enterprises have successfully entered the international market after comprehensively improving their marketing capabilities.
Text/Rui Guo Xin (MBA, McKinsey arc advisory group Senior Marketing Consultant)
10, Kurt's Thought [1]
John P. Kotter is a world authority on leadership and change, and a tenured professor at Harvard Business School. Kurt's most important thoughts are as follows:
1 Leadership and management are two completely different concepts. The job of managers is to plan and budget, organize and allocate personnel, control and solve problems, and its purpose is to establish order. The leader's job is to determine the direction, integrate stakeholders, motivate and inspire employees, and its purpose is to make changes.
There is a huge positive correlation between corporate culture and long-term business performance. Cultural change is a time-consuming and extremely complicated eight-step process, including: a. establishing a stronger sense of urgency; B. establishing a guidance alliance; C. forming a vision and strategy; D. communicate the vision of change; E. authorize employees to act; F. create immediate results; G. Consolidate the achievements and introduce more changes; H. change is deeply rooted in culture. The above eight steps must be carried out in order, otherwise the chances of success are very slim.
Business managers in China have always been confused between "leadership" and "management". When people say "my leader" or "the leader of the company", they actually refer to managers. They don't know the terminology, so naturally they can't play the corresponding meaning well.
China enterprises rarely have a long-term corporate culture. When the strongman retires, the enterprise will go to the road of extinction, and "it will be rich for three generations." Kurt has a lot of data to support the relationship between corporate culture and business performance, which deserves our deep reflection.