Corporate culture is the core driving force of enterprise development, and it is also the main reason that affects whether employees are willing to work in this enterprise all their lives. However, the corporate culture in China has no culture at all. Almost empty slogans have no effect on employees.
Real corporate culture must have clear values and symbols. For example, Huawei's "wolf culture", because they face too many strong players in the communication field, can win only by the strength of the wolf team; TCL's "eagle culture", because the rebirth of the eagle needs to grind off its old beak on the rock before it can grow a new beak.
Both cultures are initiated by the boss, but the core belongs to the culture of the team, because the team has feelings! Simple boss culture is not far away and has no value!
Corporate culture is the culture of a company, not the personal culture of the boss, nor the culture of the core team. Only when everyone agrees can it be called corporate culture.
First of all, many people think that corporate culture belongs to the boss or the core team. In fact, this statement also makes sense. Because corporate culture is relatively formulated by business owners or core teams, that is to say, it is mainly based on their values, not corporate culture, and all come from their values. The whole team structure of this fish enterprise is related to a certain extent, so it is a bit one-sided to say that the corporate culture is the boss culture or the core team culture.
Secondly, corporate culture is the soul of enterprise development, so corporate culture is critical to the development of an enterprise, so corporate culture cannot be defined as boss culture or core team culture, because if the positioning of boss culture or core team culture is not recognized by others, it may hinder the development of an enterprise, because only the culture recognized by all employees of the enterprise can be regarded as corporate culture, which is more conducive to the development of the enterprise.