Change is the key word of this era, and what is the root behind it?
The answer is work culture. The word "work culture" comes from HayGroup, which does not refer to the slogan mentioned in corporate vision, but the values that are working. It includes: 1. The values advocated by enterprises, that is, the behaviors encouraged, advocated and rewarded by enterprises; Second, the organizational model of the enterprise and the principles of employee selection, appointment, training, management and motivation.
According to the different business driving forces, it can be divided into four typical types of work culture: functional type: providing reliable technology, products and services to customers through professional division of labor. Process-oriented: Enhance customer comfort and realize market value through cross-departmental cooperation and continuous improvement of service. Speed type: by integrating internal resources to meet the requirements of new technologies, products and services, so as to meet the new market demand first. Network type: temporary alliance with external resources according to specific market opportunities.
"Process-oriented" is not a problem of getting through the process.
The culture of functional work is represented by Japanese enterprises. Kanban, continuous improvement, thorough understanding of products and technology, and perfection of each link have formed a highly specialized division of labor in Japanese society. China enterprises used to pursue functional work culture, but during the great development of China commercial society in the past two or three decades, entrepreneurs felt that this over-professional culture sacrificed speed for no reason under the huge market opportunity, so China enterprises abandoned the craftsman spirit of laying the foundation prematurely and chose to change from "functionality" to "process" early. In this transformation process, the organizational structure of many enterprises has changed. Due to the reengineering of business processes, enterprises have created a variety of jobs. This puts high demands on the horizontal cooperation and interaction within the enterprise. If we don't pay enough attention to these aspects, the transformation will become a mere formality.
The transformation from "function" to "process" is good in itself, but I don't know that you can't play process enterprises. Take many "process-oriented" banks for example, they still pay special attention to their own products and internal risk control, rather than the internal coordination and realization of customer demand traction-which shows that horizontal cooperation within enterprises is far from enough. China's creation is also on the verge of such a dilemma, from marketing-driven to product-centered. As a result, the ability of invention and development is not in place and cannot respond, and the judgment of the front end is frequently questioned. Huawei is probably the representative of the process culture to the extreme, IPD (integrated product development; Integrated product development) and a series of internal value measurement, value evaluation and value realization management systems all exist for this purpose, which makes the work culture under the traction of the system become a habit and accumulate capabilities through continuous practice.
"Network" is more popular with domestic enterprises.
With the advent of the Internet era, a number of new enterprises flaunting speed-oriented and network-oriented culture have emerged in a relatively short period of time, and the two need to complement each other. The speed model represented by Apple in its heyday constantly provides products or technologies that can lead competitors and even the market, opens up demand and shapes the market. Of course, this top-down innovation, which is highly dependent on individuals, has also brought obstacles for Apple to continue to lead in the post-Jobs era. Domestic enterprises are more pioneers in marginal policies and applications in business models and product models. Even recognized Internet technology giants such as Tencent and Baidu are not obvious in encouraging extreme innovation.
Domestic internet companies simply accept network culture to make up for the lack of continuous innovation ability. However, this is not the privilege of Internet companies. Haier, a traditional household appliance enterprise, has also transformed into an enterprise with network characteristics. The idea behind it is that the continuous accumulation of the entropy of the organization's own operation will hinder the long-term operation, so it is necessary to exchange energy with the outside, and generate market value through the interaction between the networked nodes within the organization and external user resources and business resources. In fact, what is tested behind the network is vision, mind and humanity.
How to embody work culture through system design
Behind all work cultures is the demand for system design. Even if the organization is decentralized, it does not mean that the top-level design is not important. On the contrary, more angles can be considered, but the forms are different. Taking organizational design as an example, what is needed behind functional culture is specialized division of labor, in-depth cultivation of professionals, long-term encouragement of senior leaders, welfare recognition of old employees, and organizational performance indicators with product stability and reliability as the main indicators. What is needed behind the process-oriented culture is a flat organization, an incentive mechanism that pays more attention to horizontal collaboration, a competitive basic salary, and a feedback mechanism that allows employees to grow their abilities in collaboration and pay attention to customers. Behind the speed culture is often a high price, because it attracts the top talents in the industry, forms a team according to the project creativity, and shares the benefits of successful projects through OKR (goals and key achievements), which reflects the premium. Behind the network culture is a temporary organization established according to needs. The fluffy alliance makes the operation and management cycle more ingenious. In this work culture, the benefit sharing mechanism is particularly critical, and the feedback mechanism from partners is concerned.
When designing the system, it is also crucial for leaders to match their words with deeds. Enterprises in transition are often lost in stages-entrepreneurs can't see the direction, but they can't point to where to struggle. Therefore, for entrepreneurs, it is particularly important to recognize the values of doing things advocated by the industry, and start from themselves and implement them persistently. Hesitation in these aspects will directly lead to the failure of reform.
It should be pointed out that several types of work culture are not good or bad. The working culture of an enterprise is a mixture of various types, and there is no single working culture suitable for a certain industry or a certain organizational form. The same enterprise may also advocate different work cultures for different business departments. Fundamentally speaking, what kind of value invention mode an enterprise chooses and encourages needs to start from the origin of the enterprise and find the answer from its resource endowment, its own ability, strategic choice and other aspects. When the Internet gradually returns to the offline scene, the capital market will be more rational, the origin of enterprises will be highlighted again, and it will become more meaningful to invent, clarify and practice the working culture of enterprises.