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1, the vision under the framework of corporate philosophy
China's corporate culture theory of Jingsheng Management Consulting takes corporate philosophy as its fundamental core, including four propositions: vision, mission, core values and philosophy. We believe that vision is to solve the basic problem of what an enterprise is and what it wants to be. Give two examples. For example, China Lenovo Group "Lenovo in the future should be high-tech Lenovo, service Lenovo and international Lenovo"; Another example is Bellevue Hospital in America. "Bellevue Hospital is in a leading position in providing the necessary resources to achieve the highest lifelong health level of community residents."
In American strategic theorists, vision and mission are clearly divided into goal statement and mission statement, but some are collectively called goal statement and some are collectively called mission statement. China's enterprises and management scholars have various opinions, some regard the vision as a mission, some regard the mission as a vision, some call it a business purpose, some call it a business goal, and even many enterprises directly summarize it with values or business philosophy. This fully illustrates the chaotic situation of introducing western management theories into China at present, and also reflects that most enterprises in China are still in the primary stage of enterprise development, lacking thinking about the reasons, significance or value of enterprise philosophy.
Here, we would like to point out that no matter at home or abroad, there is a lack of a really clear statement to solve this problem in a philosophical sense. The vision of * * in Shengji learning organization has been preliminarily explored, but it is too emotional and vague; Although Mark Lipton's vision leadership theory clearly distinguishes vision from mission, he thinks that an effective vision should include three core principles: reason for existence, strategy and values, and integrate vision with values and strategies.
Let's put aside utilitarian economics for the time being and look at enterprises from the perspective of management, and we will find the philosophy of human survival.
It is so unified and coordinated with the survival philosophy of enterprises. Philosophy of life revolves around the value of human existence, the goal of existence and how to live more meaningfully. The same is true for enterprises. Forward-looking enterprises need to constantly examine what their existence is for, what its value is and how to exist. The vision is to tell people "what is an enterprise" and what the enterprise will look like, and it is an expectation and description of the future development of the enterprise. Only by clearly describing the vision of the enterprise can employees, society, investors and partners have a clearer understanding of the enterprise. A beautiful vision can inspire people's heartfelt inspiration and inspire people's strong cohesion and centripetal force.
2. Vision is the intersection of strategy and culture.
Vision is the intersection of strategy and culture, which is both the guidance of strategy and the navigation of culture.
Enterprise strategy is the fundamental guiding ideology about how the enterprise as a whole should operate, and it is the overall expression of how the enterprise will act at present and in the future in the dynamic internal and external environment. The core question to be answered by enterprise strategy is what is the reason for the existence of the enterprise, that is, why the enterprise can get returns from the outside and survive. In other words, the reason why an enterprise exists is the core issue of enterprise strategy. To formulate a strategy, we must first answer three questions: what is the business of the enterprise? What should the business of an enterprise be? Why? In fact, this is to answer the questions of core business, emerging business and seed business. Therefore, the most important thing in corporate strategy is direction. This direction is a long-term vision and a short-term strategic goal. Vision is the intersection of strategy and culture, which is first embodied in strategy. After the vision is formulated, the strategy will focus on the strategic indicator system, annual business plan and supporting key performance appraisal system in the vision formulation stage. Therefore, strategic thinking should be the simplification of complex problems, and this simplification process is the process of sorting out, combing and refining the vision.
The question of which comes first, strategy and culture, is the proper meaning of corporate culture research. We believe that strategy and culture should not be completely separated, they are inseparable collaborative systems. The most important thing of strategy is to solve the problem of going in the right direction, going in the right way and how to go, while culture is the philosophical way and spiritual encouragement to solve the problem of finding the right direction and how to achieve the same desire. We should look at it in a unified way and do it in a unified way, including coordinating with human resources. The most important thing in culture and strategy is direction, and any incentive without direction is ultimately ineffective. We can't just shout for unity and increase cohesion, but there is no solution to where the enterprise should go, and employees have strength and no place to make it. Here, the vision is the connection point between strategy and culture, which gives strategy and culture a clear direction and a glorious dream.
3. Vision is a dream to stimulate potential.
The dreamer may not realize it, or he may not realize it, but looking at the future from now on, it is hard to realize it. Man is great because of his dreams. Looking back on the ancients in China hundreds of years ago, flying in the sky seems to be an unreachable dream. But when Yang Liwei travels around the world in Shenzhou 5, you have to sigh what the world would be like today without persistent dreams.
Vision is the dream of such an enterprise. When Henry Ford said a hundred years ago that his vision was to "let everyone own a car", you would think he was crazy, but now in American society, his dream has been completely realized. How can we understand that a madman once said such a thing a hundred years ago? This kind of dream usually makes people feel incredible, but they can't help being infected by its power. Therefore, if the vision is a goal that people can grasp and realize immediately, then it can only be said to be a strategic goal at best, not what we call a vision.
The power of vision should be that it is in a vague state of realizable and unrealizable, which is both grand and exciting. So when some entrepreneurs tell us that the vision can't be realized, we will ask him, if the vision can be realized so easily, how can it be exciting?
Therefore, entrepreneurs should pay attention to whether your corporate vision can make your blood boil or even tears; Whether it can often keep you awake all night; Can you have passion and impulse to share with employees? If not, we suggest you consider revising your vision!
The philosophical meaning of vision is based on "what you want to be, so you can be", not "what you can be, so you want to be"! The wisdom of visual philosophy gives enterprises the power to stimulate people's infinite potential, so as to realize the ultimate play of their life philosophy and enterprise philosophy. This is the basic principle of vision leadership, entrepreneurship or the art of manager leadership. Only by hanging carrots and sticks in front of employees can he take employees to get bigger carrots, but carrots are carrots.
The concept of vision leadership originated from the United States, a capitalist superpower full of romanticism. Many so-called pioneers of management believe that the great rejuvenation of China must abandon the obstacles of traditional ideas. They think that the Christian concept coming out of western philosophy is incompatible with Confucian realism in China's philosophy. We don't think that business managers in China should stick to the tradition in today's globalization, but in the face of blind introduction and application of western management system, we beg to differ. If we say that "the poor are immune to themselves, and the rich are helpful to the world", then the spirit of "the joy of the world first, the worry of the world later" always inspires many modern enterprises "gentlemen" in China to find their vision. The glorious dream belongs not only to American enterprises, but also to China enterprises.
Vision is the ambition to conquer the world.
Hermann simon, the father of "world hidden champions" and a professor at Harvard Business School, believes that "hidden champions" are small and medium-sized enterprises that are not well-known but reach the top in a narrow industry. They have an unshakable position in the industry, a stable workforce, a high degree of innovation and rich profit returns.
Simon believes that the success of the world stealth champion lies in:
First of all, their goal is to become a global leader in their own field and pursue this dream tirelessly without thinking.
Second, the invisible champion company regards market definition as part of its strategy. By observing customers' needs and related technologies, we have defined their respective markets very narrowly. They are highly focused companies, emphasizing depth rather than breadth.
Third, invisible champions combine their unique achievements in products and technology with global marketing. Serve the global target market through its own subsidiaries, and don't hand over the customer relationship to a third party.
Fourth, the invisible champion is very close to customers, especially top customers. They don't rely solely on technology or market to win, but win through the same direction of technology and market.
Fifth, the invisible champion company is very innovative in both products and production processes. Their innovative activities are global and continuous.
Sixth, invisible champions create strategic competitive advantages in product quality and service. They always keep close contact with their strongest rivals. In order to maintain the vitality of enterprises, they will take the initiative to attack at all costs and maintain their position in the industry.
Seventh, the invisible champion depends on his own strength. They don't believe in strategic alliances and are not as keen on outsourcing as other companies. They think their competitive advantage lies in something that only they can do. Eighth, the invisible champion has a very strong corporate culture, which is related to the recognition and enthusiasm of excellent employees. The selection of new employees is very demanding, and the leaders of enterprises are excellent, usually at the helm for decades.
Liang wang, a nail clipper in China, also made an experience talk as an invisible champion in China. From his self-funded global research before entering the nail clipper market, he is determined to become the world champion of nail clippers; Hire technical elites in the industry, set up high-standard testing centers and R&D centers, collect a large number of domestic and foreign technical parameters, determine target competitors, and break the substantive gap one by one after careful analysis and comparison; We should take the initiative to attack, be brave in hand-to-hand combat with competitors, leave rich benefits to dealers and grievances to ourselves; Then, through soft ban, we will defend the leading position in the industry to the death: strive for the first brand in the industry, establish the R&D and manufacturing center of nail clippers in China, formulate industry standards and occupy the commanding heights of the industry. Raise the threshold of competition, constantly build a firewall for enterprises, and spare no effort to maintain the leading position in the industry. We all think that the little people of Guangfu have such a strong ambition to conquer the world. This ambition is a well-meaning ambition and the best interpretation of "what kind of person I want to be, so what kind of person I can be".
People in China often say that shopping malls are like battlefields. No ambition means weakness and retreat. "When the two armies meet, the brave wins." . Non-ambition can not build a strong team that is tenacious and unyielding against shopping malls; Non-ambition can not establish a sustainable dynamic system for enterprise development; No ambition is a vision that seems impossible to realize.
Compared with the top expressions in corporate vision, such as "Best", "Best", "Leading" and "Let every desktop and every family have a computer", China enterprises are still immersed in vague slogans such as creating famous brands, brand strategy and world class, and you can't feel a clear sense of direction. At present, management media are talking about values all over the sky. It seems that values are corporate culture and corporate culture is values, but in fact, it must be pointed out that core values support the basic assumptions of peer-to-peer model, which only tells us how to do the most appropriate problem, but does not tell us where the direction is. What business managers in China need most now is to correct the mentality of "striving for the future" and raise their heads to reflect on their business ideas, especially our corporate vision and our business dreams.