After reading empower 1 Through the study of empower, I personally understand that its core idea is to give team members more rights to participate and make decisions in a complex and uncertain environment, enhance self-drive and work self-esteem, and let everyone become a capable part of the team, thus forming the creativity of the team. Combined with my work, I want to talk about some feelings.
First of all, it is necessary to break the original boundary barriers and heavy departmental walls of the organization, unify the thinking of all staff, clarify what, why, how and when the team is, and let information flow smoothly within the organization. Important decision-making meetings of teams and projects must be attended by relevant personnel, so that everyone can know the cause and effect. Not only should we be clear about our own tasks, but we should always pay attention to the big goals of the organization and examine whether our small goals match the big goals of the organization. As testers, we should strictly control the quality under the premise of overall awareness, because fixing software defects is not only a purely technical problem, but also needs to comprehensively consider market release, overall progress, manpower and the severity and priority of defects. For example, if a software defect is fixed, the overall architecture of the software needs to be modified, which may lead to more potential defects, and due to market pressure, software products must be released as soon as possible. At this time, even if the severity of this defect is high, is it necessary to repair it immediately?
Secondly, cooperation and information sharing should be strengthened to improve communication efficiency. Collaboration and * * * sharing are very important in cross-departmental and cross-team work. If the cooperation is smooth, and everyone is United in one place, it will be easier to achieve the success of the project and get twice the result with half the effort. If the cooperation is not smooth, everyone will be tired not only physically, but also mentally. Take software development as an example. In the software life cycle, market, demand, design, development, testing and maintenance are closely linked. Due to different upstream and downstream, different technologies, different working platforms and different tools, there are more or less isolated information islands, resulting in isolation, lack of enjoyment, business data isolation, information flow fragmentation and other phenomena, which makes important business information unable to flow smoothly. The solution is to establish a unified working platform for all R&D roles, which can be traced from end to end from requirements, design, code, use cases and defects, so that everyone can clearly understand the work content, requirements, progress and risks, and let everything be exposed to the sun, because sunlight is the best preservative.
Third, establish an effective organization and a competence center. Through the training and study of Smart China TV last week, I realized that China TV was born for business agility and innovation, and it has natural advantages in responding to rapid changes in business requirements, realizing business agility, application decoupling and enterprise capability reuse. In today's Internet era, the business struggle is the competition of customer responsiveness, and the reason why China Taiwan Province is important is that it endows or strengthens the core competence of enterprises in modern customer-centered business warfare: customer responsiveness. This ability can help enterprises to preempt and seize the opportunity in business wars.
To sum up, the ultimate goal is to make our products truly competitive in quality, efficiency and cost, whether it is to break down border barriers and departmental walls, strengthen cooperation, and establish effective organizations to build middle-level platforms. There may be many ways to achieve the ultimate goal, and authorization may lead you to the nearest one. In the follow-up work, we should continue to strengthen the research on "empowerment" and constantly improve and strive for Excellence in combination with our work.
After reading the second part of Empowering, the thinking is just like the title of the book-Empowering: building an agile team to deal with uncertainty, and empowering the team is the key to deal with uncertainty. With the increasing complexity of organizational environment, competitive environment and technology itself, the visibility and controllability of organizational leadership are being tested more and more. If you can't grasp the comprehensive information in time, you can't make the right decision. In this case, if everyone has to get your instructions to act, on the one hand, it may fail because of your misjudgment, on the other hand, it may delay the fighter because the decision-making chain is too long. In short, they are either waiting for death or waiting for death.
"Empowering" is a very fashionable hot word at present, which simply means empowering others. From the leader's point of view, it is to trust team members, constantly exercise team ability, improve organizational structure, and avoid "deep wells" giving orders.
Of course, empowerment is not simply decentralization and deregulation, among which * * * enjoyment consciousness is the foundation. Good information sharing can make everyone in the team think like a leader, so as to make decisions and actions that are beneficial to the team's goals. * * * The formation of enjoyment consciousness depends on the understanding of the whole system and the full trust among team members. "Systematic understanding" refers to the overall understanding of the team's goals, task background, cooperation relationship, resource status, etc., that is, the cognition of the overall situation. The establishment of team mutual trust is not a simple matter. For example, in order to reform the military management structure, the author implemented the "embedded plan" and "liaison officer plan".
Empowering a team requires leaders to lead like gardeners, not like heroes. Gardener-style leadership is responsible for creating organizational environment and maintaining organizational atmosphere, that is, building its structure, process and culture, so that all components can operate independently, which is also the primary responsibility of modern leaders.
The reality is that many of our team leaders still have strong personal heroism, and many things like to take the lead, which is likely to bring disastrous consequences to the team.
The book mentions a story of "dinosaur tail":
A leader's level is getting higher and higher, that is, his size and tail are getting bigger and bigger, but like Lei Long, their brains are still relatively small. When the plan changes and the behemoth begins to turn around, its tail often unconsciously sweeps over others or other things. Even if it is unintentional damage, the loss caused by it cannot be recovered.
I believe many leaders feel this way, because they are too far away from the battlefield and lack information transparency, and they are increasingly afraid to make decisions and "turn around", because the result of "turning around" often brings joint losses, and sometimes such joint losses are even huge.
After reading Empowerment, I feel more and more the importance of effective management for a team. Management is a science and an art, but in the final analysis, the core of management is people! It's everyone alive on the team. Of course, people in leading positions will become more and more important. The key is to grasp the "change" of the general trend, establish an agile and adaptable team to deal with this change according to the situation at that time and local conditions, and deal with the "changed" external environment with a "unchanged" strong team. As the saying goes, "My Tao is consistent", and empowerment is the "Tao" among them.
First, why empower?
Traditional scientific management pursues efficiency first and "doing the right thing", while "authorization" management emphasizes agility and "doing the right thing". In fact, there is no absolute right or wrong between the two, just to meet the needs of different times. Traditional scientific management emphasizes centralized control, orderly operation from top to bottom, and "heroic leadership", which turns people into parts in machines and naturally forms a "deep well" organizational structure. The management concept of "authorization" was formed in the process of organizing the Iraqi battlefield against Al Qaeda in the information age. In the face of a highly transparent information, rapid expansion and explosion of information, it is difficult for leaders to fully grasp all the information, and young employees pay more attention to self-satisfaction and sense of accomplishment, it is inevitable to reshape the organizational structure and build a large team with small teams flexibly responding to uncertain changes in the external environment. At this time, the enjoyment of information, the interaction of all links within the team and the role of leaders as founders and cultivators of corporate culture in the new era will increasingly become indispensable factors for the sustainable development and long-lasting foundation of enterprises.
Of course, we should also see that the author of this book, as a four-star general of the U.S. Army and commander of the U.S. task force, lived in a different environment from that we live in China today. We have to face many uncertain new environments in the era of "empowerment", at the same time, we have to deal with the pain point of low management efficiency and the need to improve the management and control level of products from raw materials to production and marketing. In a word, the situation we are facing is more complicated and the task is more arduous, which puts higher demands on our management team, not only to "empower" but also to "empower". Only by adhering to the value concept of "perfection, diligence and simplicity" and the emotional pursuit of "building an international brand pharmaceutical company around meeting the health needs of patients" can we continue to build an agile and efficient team that adapts to market changes.
Second, how to lead and implement empowerment?
Based on the above judgment, I think Jinhong's management is not simply "empowering", but should be promoted and implemented in combination with the industry and our own reality. Specifically, it can be divided into two levels: one is to cultivate a culture of "empowerment" in middle and senior leaders and front-line management, and form systematic thinking and effective cooperative actions through information sharing and departmental connection to achieve the same goal. The second is to "empower" grass-roots operation posts, improve job satisfaction, and further "empower" to tap endogenous potential. Jinhong's middle and senior management should internalize and externalize Jinhong culture, especially the senior management shoulders the important responsibility of integrating and mobilizing all employees and resources to lead and promote Jinhong's industrial dream of becoming an international brand pharmaceutical enterprise. The middle level of the company is the key network node to promote the strategic landing, and the first-line management is most familiar with the first-line situation. Therefore, if these three groups can always have a "big picture" and break down the barriers of levels and departments, Qi Xin will work together to solve the problems and challenges in an uncertain environment, believing that "empowerment" will help the team improve its coping ability.
Grass-roots operation positions of the company need to be managed at the grass-roots level with appropriate "authorization" in the front line, so as to better understand the role of their work in the "overall situation" and gain job satisfaction and greater work motivation. At the same time, we should also see that there is still a big gap between our management efficiency and the requirements of the new situation and new tasks. After more than ten years of development, Jinhong is in a critical period of transformation and upgrading. The construction of 302 workshop and the start of Dingjiawan project will bring new opportunities for the company's development and new challenges for our effective management. It is also essential to "empower" employees with Taylor's scientific management.
After reading the book Empowerment, I understand that the main point it expresses is that in a complex environment, teams should set the same goal, create an atmosphere of mutual trust and enjoyment, and learn to empower employees, so as to build a flexible team that can cope with uncertainty and promote the realization of team goals. Here, combined with the actual situation of this department, I would like to talk about the inspiration and gains from reading this book. If there is anything wrong, please ask the leader to correct me.
First, the understanding of Taylor's reductionism
Taylor's reductionism is to decompose work into simple steps that anyone can perform through "scientific management", and to maximize efficiency through research, evaluation and standardization. Although Taylor's "scientific management" has become limited with the advent of a more interconnected, faster and more unpredictable era, its rigid deep well organizational structure and management methods can't cope with the more complicated environment. However, Taylor's "scientific management" still has some merits in some specific situations. For example, it can still play its efficient role in dealing with known problems, repeatable processes and work. As far as R&D work is concerned, although there are many objective uncertainties in R&D processes, methods, instruments, operating rules of systems and R&D processes, we can still establish standardized and modular processes, documents and systems through reducibility optimization standards and key points, so as to train employees quickly, avoid mistakes and improve work efficiency. The work of R&D is based on observing laws and regulations. No matter how the situation of different varieties changes, it only changes the methods, ways and processes of analyzing and solving problems. All the work of R&D will eventually return to the framework of laws and regulations and meet the requirements of laws and regulations.
Second, how to break through deep wells
The organization and department in Taylor's reductionism, like a deep well, are a combination of vertical columns. The information between columns is blocked, and all members in the column are like being in a deep well. Everyone's eyes are only on their own leaders and only do the work arranged by them. Lack of communication between columns affects normal work. In the past, the project management mode of the institute was similar to this organizational structure. There are several directors in a project team, such as preparation, analysis and synthesis, but each director is only responsible for his own work, and his job is to report to the superior leaders of the undergraduate department. Therefore, the first thing that comes to mind when encountering any problems is to find a leader to solve them. The communication among members of the same project team is not sufficient, and the goals are not clear and unified, which affects the work efficiency.
The characteristics of "deep well" are: scattered targets, blocked information, lack of communication, and distrust because of ignorance. Therefore, to break through the deep well, we need to unify our goals, build team trust and enjoy information; By establishing a number of flexible small teams, a highly flexible large team is established. The project management reform carried out by the institute this year is similar to this. We have established a project manager system, each project team is like a small team, and the department is a big team. The project manager is in charge of the project team, and everyone else is a member of the project team to assist the project manager. Each project has set the completion goal of the project at one time, and the project manager is responsible for controlling the overall quality and progress of the project and reporting to the department and company leaders in time. Information among project team members can also be shared in time. Managers Project managers can be analysts, pharmacists, synthesizers or registered and clinical personnel, and members of each project team cross each other and have different identities. The project manager of a project team can also be a project member of other project teams, which is conducive to the sharing of information and experience between different project teams, improving work efficiency, establishing mutual trust among teams, and also conducive to the selection and training of project management talents.
Third, empowerment.
To build a highly flexible team, it is necessary to empower team members, which I think is also the most important and difficult. Authorization is not exactly the same as authorization, and the independent ability of individual members is a necessary condition for authorization. Empowerment needs to fully trust the ability and subjective initiative of individual members on the premise of full understanding and experience. The key to empowerment is how to cultivate and discover high-quality talents. Only by cultivating and training members and establishing a relationship of mutual trust can empowerment play its greatest role. At the same time, empowerment is also to let the right people do the right thing. Each member has his own advantages and disadvantages. Let members do what they are good at, learn from each other's strengths and get twice the result with half the effort.
An excellent R&D manager needs to be trained in many projects for many years. Although the research institute has changed the project management mode, team members can trust each other, communicate in time and * * * *, but at present, our project manager's management and decision-making ability is still insufficient, which needs continuous learning, training and improvement.
Finally, as a department leader, I still need to keep learning and growing. A good leader is not a decision-making, but is good at discovering and cultivating talents. By establishing and monitoring various key processes, a good organizational environment and atmosphere are formed, giving the team a stronger cohesion. Keep your eyes on it and let go of your hands! So as to better achieve personal growth and team goals.
Reflections on "empowerment" 5 Stanley, commander of the US Special Operations Command? Mcchrystal abandoned the conventional thinking that existed for more than a century and reshaped the task force into a new organizational form: the development of enterprises needs teamwork ability and innovation ability to adapt to the changes of the times quickly; With the decentralization of the team, everyone is an independent and distinctive individual, and the characteristics of these enterprise teams can make the enterprise develop stronger and stronger; Embedded organization, breaking the "deep well", that is, breaking the communication barrier between departments, establishing trust between departments and making effective decision analysis; Leaders empower their subordinates to make decisions, create a constantly changing environment and make timely choices.
By reading the book Empowerment, I learned the following points:
1. The world is uncertain and needs to learn to adapt to new changes.
In terms of empowerment, in the face of Al Qaeda in Iraq, the huge Secret Service forces are helpless. The secret service forces have cutting-edge communication technology and special training, but Al Qaeda has defeated them because the secret service forces have not adapted to the changing behavior of the enemy.
Therefore, first, the team needs management innovation, and each member should have subjective initiative, adapt to the changes in the environment, learn from competitors' ways and means, exercise agility, and change their coping ability in order to defeat competitors. Secondly, to cope with the complex and changeable new environment, the organizational form should also be changed. Organizations need to be decentralized and the leadership-centered structure needs to be broken. Every member of the team is an independent individual and has his own unique advantages. He should respect and discover the uniqueness of each member. Only in this way can enterprises gain more benefits and grow faster.
2. The team should enjoy comprehensive information.
"Empowering" is similar to a daily executive meeting of 7,000 people. Everyone can attend the daily situation meeting, which may take up to 2 hours. It seems inefficient, but the author thinks it is very important.
Therefore, in the rapidly changing environment faced by front-line decision makers, it is the most important task to speed up decision-making. Everyone in the organization needs to obtain information, that is, enjoy it. Front-line personnel are the people closest to the fire, and their first-hand information is not enough for them to make the most effective decision. Leaders at all levels should have a broader vision and overall view, enjoy the * * * between front-line decision makers and supreme commanders, and master the overall situation to make the best decision.
It is concluded from the book that it is more important to build team agility and adapt to the environmental changes brought about by uncertain factors than efficiency.
3. The team needs to establish an embedded organization to break the "deep well"
In the book "Empowerment", the practice of "embedded organization" is put forward, including job rotation and sending liaison officers from various departments to brother departments. The task of the liaison officer is to strengthen the trust between departments, so as to establish an effective system across departments.
So all departments should send the strongest people to play this role. Front-line intelligence personnel get an important message, from which liaison officers can build trust between departments and make effective and rapid response, thus preventing large-scale terrorist attacks like 9 1 1. Break the "deep well" of various departments and distrust between departments, and coordinate development around the same goal at a higher level.
4. The leader in the team should play the role of authorizing subordinates.
The era of traditional team leadership as a whole has passed. In the new era, things are unpredictable, and leaders should lead by example, like gardeners, empower their subordinates' decision-making ability, create an environment for departmental cooperation, and let team members seize opportunities and make timely and correct choices in a complex and ever-changing environment.
After reading Empowerment, I understand that the main point it expresses is that in a complex environment, teams should achieve unified goals, fully trust and share information, so as to achieve personal growth and organizational goals. Among them, uncertainty and empowerment impressed me deeply.
Uncertainty: The author finds that the US military is the "elite of the elite" in the fight against Al Qaeda in Iraq, but he is at a loss when facing Al Qaeda members who have almost nothing. Because the U.S. military is systematic and modular, and its opponents are loose and disorderly, this is "uncertainty", because you don't know what you will face in the next second. Shopping malls, such as battlefields and the Internet age, have experienced explosive growth of information, and business opportunities have become more complicated and intense in this environment. There are many "uncertainties" in front of every company. Only by participating in the Shanxi project can we deeply feel all kinds of uncertainties and the efforts and changes made by the project team to deal with these uncertainties.
Empowerment is actually authorization. The examples in the book are mainly generals who go out to fight. They are thousands of miles away. If something happens, I'm afraid the day lily will get cold. So give them the power to make their own decisions thousands of miles away. However, empowerment is more than authorization. If it is simply decentralization, it will not only not empower employees, but also leave employees in a fragmented state. Therefore, under the premise of fully understanding and enriching knowledge and ability, we should show enough trust in individual members. Only by cultivating and training members and establishing a relationship of mutual trust can we give full play to the role of empowerment. At the same time, empowerment is also to let the right people do the right thing. Each member has his own advantages and disadvantages. Let members do what they are good at and learn from each other's strengths, which will get twice the result with half the effort.
Since joining the company, I have participated in the testing of 5G intelligent inspection robots, intelligent files, logistics systems and other projects. Recently, through learning empowerment, I have a deeper understanding of testing. In the process of promoting logistics projects, the project team overcame many difficulties such as tight time, heavy tasks and many competitors. At the daily meeting, all members timely synchronize the existing problems and realize information sharing, thus improving the overall work efficiency and ensuring product quality. At the same time, I would like to thank my team leader and other colleagues for giving me the greatest support and help when I needed help in the exam.
Reflections after reading Empowering 7 Before reading Empowering Investment, there are several doubts. 1. What is authorized investment? 2. What is the difference between enabling investment and ordinary investment? 3. How to apply empowerment in an enterprise like ours?
With these questions, I read the book carefully.
I. What is enabling investment?
20 17 everyone is talking about the word empowerment, so what is the real empowerment investment? In the book, I believe that empowerment investment refers to investing in specific "problem" listed companies in specific industries, with organizational empowerment and talent empowerment as the core, and industrial empowerment and capital empowerment as tools to acquire problem companies, empower them, drive change, clarify problems and innovate.
Second, the difference between authorized investment and other investments.
In my opinion, there are two aspects to this problem:
1. The core competitiveness is not compared with capital, but with the organization and talent system.
3G Capital introduces itself as follows: Our core management philosophy is to be good at selecting, educating, using and retaining first-class talents. Lehman, the core figure of Brazil's Sanxiong, attaches great importance to the selection and training of talents. Their core criteria for selecting talents are smart PSD talents, which means poor mentality, intelligence and passion for struggle. The performance of employees after their employment is completely determined by their ability and contribution, and has nothing to do with their employment time, education and background. Brito, CEO of Anheuser-Busch InBev, is a typical case.
2. A value creation system driven by dreams, talents and culture, with industry-finance interaction, merger and acquisition integration and operation promotion as tools.
The active value creation mode of 3G capital is completely aimed at the specific enterprise characteristics of a specific industry, and its core is to launch a series of actions of industry-finance interaction, merger and acquisition integration and operation management promotion around three key words: dream, talent and culture. These actions include: re-election of the board of directors and management team, management incentives consistent with shareholders' interests, layoffs, welfare cuts, zero-based budget, lean production, asset sales, continuous mergers and acquisitions, leveraged financing, etc. The improvement direction of these actions is to unify the thinking of all employees of the company, re-stimulate the vitality of employees, and let the company and Qi Xin work together to improve the cash flow of enterprises, reduce costs and expenses, and strive for the long-term shareholder value and sustainable operation of the company.
Therefore, 3G capital is very different from most private equity investment funds or active value creation funds. Most investment institutions are usually financial institutions and financial investors, and the enterprises invested are commodities. After short-term simple post-investment management, they make money by adding leverage, buying low and selling high. 3G capital is a long-term holding investment in the form of sustainable operation of entity enterprises, focusing on specific problem enterprises in a few industries, leading by organizations and talents, and using finance as a tool to improve the efficiency of industries and enterprises through mergers and acquisitions, integration and business improvement, increase the ability of sustainable development and sustainable operation of enterprises, and create long-term value for shareholders.
Third, the operability of authorized investment in practice.
The most precious asset of 3G capital is time. They want to make long-term, small-scale investments, focus on the long-term, participate in a large number, and use long-term funds to earn long-term money through compound interest. It is more appropriate to be an entrepreneur than an investor's title. Most investors hope to pursue higher short-term returns through rapid and large-scale investment. In fact, this model is easy to cause distraction, and there are few really good investment targets. As a practitioner entering the investment field, I feel the same way. Because of the profit-seeking nature of capital, we are more likely to pursue not long-term holding, but how to make a high-quality investment portfolio. After reading this book, combined with my own work, I have been thinking about some mentality and principles that we should have in our daily work:
1, you must have a focused thinking, don't worry too much, invest small but fine, not too much and miscellaneous. No matter what stage of investment, I hope that every investment I make conforms to our own investment framework and principles, and the enterprises I invest in must conform to our values and concepts.
We are investing with the attitude of entrepreneurs. We understand our company as a start-up company and we also understand ourselves as an entrepreneur. In addition, we play the role of "semi-partner" in cooperative startup companies, helping them solve some problems, helping them grow and expand their career territory, which coincides with the concept of 3G capital. However, the energy level of each investor/institution is different. The ability we can give to start-up companies now lies in three aspects: strategic planning, capital operation and corporate governance, while the more important aspects for enterprise management are talent investment, management and corporate culture construction, which we have not yet touched.
3. Real value investment should be a long-term process that requires great patience. It takes time for an enterprise to realize its value and keep growing. Every investment of investors is not only money, but also time and energy. Because of this, on the one hand, we should carefully choose the project, the right person and the right thing, otherwise we will deviate from our logic and goals; On the other hand, it is necessary to give enterprises enough time, and the more promising the project, the more patient and long-term holding it. As a long-term patient investor, Empowering Investment is worth reading.