On The Construction Of Enterprise Culture

Many enterprises do not talk about the creation of corporate culture. Some people think that corporate culture is only a matter of business development or large enterprises. Start-ups should not be distracted from the construction of corporate culture.

But this is not the case. Corporate culture came into being with the initial establishment of an enterprise. Since the date of its birth, the enterprise culture has existed at the same time, only to see whether entrepreneurs are good at creating and managing corporate culture.

We know that everything is new when businesses are built.

In particular, the new team and new staff come from all corners of the country. Everyone has their own past experiences and the culture of their original units.

This period is the most intense period of cultural integration and collision.

Without

Therefore, in the initial stage of construction, the enterprise culture construction must be placed in the same important position as the hardware construction of plant and equipment.

At the same time, we should also see that the initial stage of enterprise construction is also the time for the lowest cost of enterprise culture construction. This is because the corporate culture in the initial construction period is not stereotyped, and is still in the development stage, without the resistance to change, and a blank sheet of paper can delineate the most beautiful pictures.

Stan Shih, chairman of Acer computer in Taiwan, believes that corporate culture is not a sport, but can be achieved in two or three years.

It is best to start building enterprise culture when the enterprise is young, because it is more difficult to build an enterprise culture after a big one.

It seems that start-ups start writing corporate culture at the very beginning and will have a multiplier effect on the future development of enterprises.

Some newly built enterprises in China, starting from the beginning of their business, have two things to do in management: one is to grasp the international quality assurance system, the other is to grasp the construction of enterprise image, and to promote the overall management of enterprises through these two tasks. This experience is worth learning from for reference.

General manager Zong Qinghou, founder of Wahaha company, attached great importance to the important role of mental outlook in economic construction at the beginning of his business. In the past 18 years, he has been unremitting efforts to cultivate an enterprise culture with his own characteristics.

In the fertile soil of the rapidly developing economy, Wahaha "home" culture has experienced the historical process of origin, development and gradual improvement, and finally formed a relatively complete "family" cultural system.

For the newly established enterprises, unlike the developed enterprises, the concept and values of business experience are only vague concepts and rudiments in the minds of entrepreneurs. They can not be established and promoted, nor can they be examined and rebuilt.

The construction of enterprise culture of start-ups will be fundamentally different from the growth of enterprises' culture.

In addition to spending a lot of time and energy in building a clear concept system, we need to systematically plan the system, behavior and material level, and organize training, seminars and other activities to introduce and rebuild the culture. All of these need to invest a lot of manpower, material and financial resources.

But for startups, there is no need for large-scale cultural reconstruction and construction.

But this is not to say that the establishment and construction of corporate culture is not the key stage of cultural formation. We must identify the core concepts and lay the ideological foundation for the long-term development of enterprises.

For start-ups, the following aspects should be done in the construction of enterprise culture.

1 uncover the veil of corporate culture

The brand of many famous international companies comes from the support of its radiative corporate culture, such as Coca-Cola's American culture, Rolls-Royce's aristocratic culture, Marlboro cowboy culture, brandy's pastoral culture, and tender culture.

Therefore, creating an enterprise is creating culture, and whether the enterprise is truly established and developed is a strong corporate culture.

Without corporate culture as a foundation, enterprises can not be everlasting.

In the start-up stage, enterprises first realize the importance of corporate culture construction and the real role of corporate culture in enterprises, which requires entrepreneurs to learn and guide themselves, and can also invite or participate in the explanation of corporate culture experts with real experience. It is best to let big families have the opportunity to visit well-known enterprises in the same industry to learn about others' experience in corporate culture construction.

This will enable us to unify our thinking and form a consensus on the construction of enterprise culture. We can avoid the conflict of obedience or blind obedience at the beginning, resulting in the ineffective implementation of corporate culture, and the disconnection between corporate culture and management and strategy.

In the unified thinking, a view must be established, that is, the corporate culture is operable, a scientific system with a plan, execution, evaluation, adjustment, pformation and sublimation, rather than "govern by doing nothing".

This is especially important for entrepreneurs. Sometimes, when they hear a lot of profound corporate culture "metaphysics", they may abandon the idea of setting up corporate culture at the beginning of their business.

It is also a wrong idea to start building up a strong healthy corporate culture. Enterprises will breed a potential negative corporate culture, which will swallow up many of your business achievements.

2 the entrepreneurial team should strengthen communication and achieve common interests and value orientation consistency.

Entrepreneurial team is the key element to create an enterprise.

In reality, the entrepreneurial team members are not unified due to the inconsistency of management concepts and ways. Some members do not recognize the company's goals and strategic values, resulting in vicious conflicts, which leads to the dissolution of entrepreneurial teams.

Therefore, full communication and communication between team members can not only avoid team dissolution, but also form a unified view of value through communication, which is conducive to the formation and improvement of enterprise values.

3 communicate the vision and gradually clarify the core concept.

In the process of groping and forming, corporate culture of start-ups need not be eager to decide on their own corporate culture. It is still a matter of time before they really belong to their own corporate culture.

However, enterprises must have their own core concepts. Enterprises without core concepts do not know what they want to do and develop blindly.

The vision tells people "what we (enterprises) will become", which is different from the strategic goal -- clearly telling the members what specific goals can be achieved at any time.

A clear vision should be a magnificent commitment to the inside and outside of the enterprise, so that people can imagine the benefits after reaching the vision. It should have the following characteristics: it can make people passionate, encourage members, mobilize their enthusiasm, make people feel a little high, but are willing to fight for it.

In the early 1950s, when SONY was a small business, it declared its vision to become "the most famous enterprise and change the inferior image of Japanese products in the world".

An exhilarating vision is easy to communicate and resonate among shareholders, employees and other stakeholders.

Without planning a shared vision, strategic management can easily disappear in the confusion of a large number of projects, and changes among departments are meaningless because no one knows where changes will lead enterprises.

At the same time, in the strategic stage, we should give employees a blueprint which is enough to make them excited.

Therefore, the strategy should put forward a common vision for employees and stakeholders to help, even at the expense of short-term interests.

The use of vision to stimulate employees' desire for change is an essential part of strategic management, and also the core of start-ups to create corporate culture.

4 entrepreneurs should give full play to the functions of corporate culture founders.

It is usually the founder or top manager of an enterprise that creates corporate culture. The behavior of his or her thinking mode also lays the foundation for the corporate culture of the enterprise, that is to say, part of the corporate culture is the personalization of the founder.

Therefore, the founder's influence on the enterprise culture is decisive. When a new enterprise is established, the founder's management thought and behavior have begun to create the culture of the enterprise, which has already had a decisive influence on the whole company's corporate culture development.

The editor in chief of Harvard Business Review and Dr. Xin Rong, a Chinese American doctor, pointed out that corporate culture is the culture of the boss, and that the corporate culture depends on the boss, especially the entrepreneurial boss, not only in China but also in the West.

In the early stage of corporate entrepreneurship, corporate culture is the culture of entrepreneurs' personal ability. During this period, the boss or entrepreneur played a helmsman role in the decision making of an enterprise.

For example, the rational gambling of Vanke Wang Shi brought the advanced system design; the constitutional monarchy of HUAWEI Ren Zhengfei made the power structure half open and half locked; Lenovo's sword cut the vassal to resolve the four division; the hidden worries of Haier Zhang Ruimin's power deification; Changhong's strong man politics, the exclusive error correction mechanism and so on; these bosses' cultural thinking and behavior style defined the initial form of enterprise culture, and also displayed a boss's personal ability, basically representing the cultural style of the whole enterprise.

More than 90% of our enterprises, especially the medium and small-sized private enterprises, have such a culture.

The cultural power of an enterprise is only a vague and vague prototype. No one notices or studies it, but thinks that the boss can do well in the business and the boss is strong enough to learn or imitate from his influence. What is the boss saying?

We should pay attention to the individuality of the corporate culture as a manifestation of personal style. So the popularity of the boss doctrine, the personal worshipping of the individual in the small world, and the personal atmosphere of personal supremacy in the organization, the result of this deification is not only bad for the construction of enterprise culture, but also a malignant tumor in the enterprise.

5, pay attention to the execution of corporate culture.

Through the planning of common vision and the formation of core values, an enterprise culture supporting development strategy has been initially established, and this is only the beginning. The members of the enterprise only remain in the understanding stage for the new values, so that the members of the enterprise highly agree with the enterprise values and turn them into conscious behavior, which means long-term success.

There are several elements to be concerned about.

(1) the leadership team should take the lead in implementing the culture of execution.

Such values can not be accepted by employees if the common values are only in oral, written and conference forms.

Values should not just be sermon every day, but should be reflected in every action at all times. The action of the leadership team is more important.

Corporate culture is a number of ideas and slogans, but the essence is "behavior".

Fundamentally speaking, corporate culture is formed by daily decision-making, doing things and dealing with others. Moreover, corporate culture is formed by most people, not formed by a leader.

The role of a leader is to have a keen insight, pay attention to the psychological and objective environment of all members of the organization, and form a consensus through slogans and behavior guidance, so that everyone can act in accordance with each other and form a dominant culture, forming a strong force culture, and shaping the executive concept. It requires high-level leaders to set an example, truly become the forerunner and promoter of the execution culture, and have the courage and determination to pform cultural organizations.

(2) performance management and salary culture should serve the idea that the enterprise wants to establish, so that the performance of employees is consistent with the direction of motivation.

For spiritual things, if it is not embodied in the material level, it is impossible to convince people.

If employees believe in common values, they must be convinced that such values can bring performance to them, whether in salary or personal development space, there must be a carrier.

Therefore, it is necessary to consciously show employees how the new strategy helps them improve their work performance and enable them to relate to values in the implementation of strategies, so that they are willing to uphold this value.

(3) create a great team spirit.

Team spirit is a good professional realm with a spirit of cooperation.

The culture of many enterprises emphasize teamwork: it is not only responsible for their own work, but also actively assisting others and organizations to achieve the overall work objectives, so as to maximize the efficiency of resources.

For start-ups, the establishment of team spirit is particularly important. This is because the responsibilities of departments and posts are not very clear in the start-up stage, which leads to mutual shirking responsibility, wrangling, complaining and losing teamwork spirit between departments and posts.

In view of this situation, enterprises should pay attention to team encouragement and team spirit assessment when carrying out staff assessment, and serve as an important basis for the development of enterprises' rewards and promotions, so that the "hard management" of management system should be combined with the "soft" management of enterprise culture.

(4) we should pay attention to and advocate innovative learning.

From the first day of creation, enterprises need to upgrade their innovative learning to an important position. Corporate culture can not be achieved in the short term, and needs to be accumulated and precipitated.

Innovative learning culture can break the situation of being self complacent and stopping.

Many enterprises have made some achievements in the initial stage, stopped learning and liked to talk about the past instead of the future. This is the sign of the decline and fall of enterprises.

In fact, corporate culture is also in constant development and evolution.

Innovative learning corporate culture is to abolish all kinds of boundaries, bureaucratic hierarchy and arrogant habits, create an open environment for information sharing, and constantly reward the results of innovation, so that employees can experience learning excitement and tremendous energy brought about by change, and make work a "happy learning process with pay".