Modern western management regards scientific management as the core of enterprise management, and thinks that management mainly uses rationality and science to ensure that enterprises do things in the right way, and emphasizes strategy, planning, organization and process management to improve efficiency. In fact, cultural management is the core of enterprise management. The role of cultural management is to unite employees with the core values of the enterprise, shape the personality of the enterprise, provide goals, directions and motivation for the development of the enterprise, and ensure that the enterprise does the right thing. Doing the right thing is far more important than doing things in the right way, because doing things in the right way may also make mistakes.

Facts show that blindly pursuing efficiency may not be able to manage enterprises well. Without culture, enterprises will improve the "efficiency" of doing wrong things in the right way; Without information, enterprises will do unreliable things in the right way; Without art, enterprises will do things that dampen people's enthusiasm in the right way. American Fortune magazine once published an article pointing out that no matter how clever the management strategy is, it will not succeed without a strong corporate culture, outstanding corporate values, entrepreneurial spirit and philosophical beliefs.

The essence of cultural management is to establish a set of value standards for enterprises, so as to judge the quality, right and wrong, success or failure, good and evil, beauty and ugliness of things; Distinguish between right and wrong; Distinguish what to do and what not to do; Decide what is important and what is secondary. Different cultures determine different pursuits and optimal allocation of resources of enterprises, and shape different personalities of enterprises and different core competitiveness of products. Fundamentally speaking, the core competitiveness of enterprise products comes from the cultural personality of the enterprise rather than the technological advantages, because their respective technological advantages and product individuality are the results of pursuing individuality and culture.

Among the elements that constitute corporate culture, the core values of enterprises are in a dominant position. Core values are the first value standard used by an organization to judge whether things are good or bad, which determines the mission, motivation, passion and cohesion of an enterprise. Once an enterprise has its own unique core values, it will have a clear direction. The core values of an enterprise are the value basis of all ideas, systems and technologies of the enterprise, and technological advantages and competitiveness are the concrete embodiment of the core values of the enterprise. In order to gain core competitiveness, enterprises must start with the establishment of core values and build a corporate culture oriented by core values. In Volvo's corporate culture, safety is the core value; In Toyota's corporate culture, economy and fuel economy are core values. After attaching importance to finance, marketing and technology, enterprises in China have gradually reached the stage of attaching importance to people and realized that talents are the foundation of enterprises. So, how can we unite people and maximize their potential? The answer is: building a corporate culture oriented to core values. Because science and technology can be learned, it is difficult to transplant and imitate the internal core values of all employees and the resulting sense of mission, motivation, passion and cohesion.

The institutionalization of core values is the key to the formation and implementation of corporate culture. Only by institutionalizing can the core values of enterprises be transformed into practical actions of employees. The so-called institutionalization is the process of transforming the core values of enterprises into operational management systems, thus ensuring the implementation of core values.

Corporate culture management is the internal unity of cultural institutionalization and institutional culturalization. Cultural institutionalization is to transform core values into practical management systems, and institutional culturalization is to transform institutional ideas into employees' thinking, pursuit and habits, so that they can be recognized by employees and transformed into employees' personal values, and finally realize the unity of enterprise values and employee values, forming the "collective character" of enterprises, that is, corporate culture. In this process, the key link is to realize the institutionalization of enterprise core values. The change of values will inevitably bring about the change of management system, and the synchronous coordination and integration of the two can ensure the effective implementation of corporate culture.