On how to organize and manage outward bound training.

In the current rapidly changing market environment, execution is very important for the survival and development of an organization. Only those enterprises that can timely respond to changes in the market environment and respond quickly can win the initiative in the changing environment.

Since the proposition of organizational execution was introduced into the field of domestic enterprise management, it has caused many heated discussions. At present, the understanding and understanding of organizational execution is "different people have different opinions, and the wise have different opinions".

Based on many years of management consulting experience, the author personally believes that the construction of enterprise execution should have different emphasis in different stages of enterprise development.

Especially for enterprises in China, we should understand the impulse and countermeasures to build "organizational execution" from the evolution of enterprise development level and living environment at this stage.

First, the source of organizational execution The construction of enterprise execution can be basically divided into three levels: organizational management mechanism, human resources and leadership.

Among them, the organizational management mechanism is the foundation, and the promotion of human resources and the sublimation of leadership require enterprises to optimize and upgrade according to the characteristics of their own development stages.

If the organization activity is compared to a performance, then the "organization and management mechanism" is like a "performance stage", which is the basic guarantee for the success and wonderful performance.

The organizational management mechanism here is more based on the basic management structure of the enterprise, including the relatively hard aspects of organizational management such as corporate governance structure, organizational structure, management process and system, which is called "hard system" for the time being.

These basic institutional frameworks determine the response mode and speed of internal and external "shocks" of enterprises, as well as the basic modes that enterprises should follow in implementation.

Any improper organization and management may hinder the execution of enterprises and reduce their operational efficiency.

After constructing the perfect "performance stage", the next step is to watch the actors perform.

After all, no matter how good and perfect the stage is, there must be first-class actors to really have a wonderful performance.

The employees of enterprises play the role of actors in the organization.

The role of human resources in enterprises is increasingly prominent, which has become the basic consensus of domestic and foreign enterprises. In order for all employees to actively strive to achieve organizational goals, human resource management must have reasonable arrangements in various aspects such as "selection", "education", "use" and "retention".

A good stage and first-class actors, coupled with the effective organization and leadership of managers, will certainly play magnificent music.

Excellent leadership skills and skills of managers at all levels in enterprises can greatly enhance the sense of direction and efficiency of enterprises in carrying out tasks, make the execution of enterprises by going up one flight of stairs, and play a role in threading the needle and icing on the cake.

Therefore, we believe that the execution of an enterprise must be based on three levels, but it must follow a certain order, that is, "organizational management mechanism"-"human resources"-"leadership", and there can be no inversion.

For example, no matter how brilliant the leadership art is, if there is no suitable talent to implement it, it will not be able to continuously achieve the predetermined goals of the enterprise; Similarly, no matter how excellent the talents are, if there is no perfect management support system, the result can only be that they are fighting on their own, and they cannot form organizational synergy, which greatly reduces the combat effectiveness of enterprises.

Enterprises must work hard at all levels to ensure the improvement of organizational operation efficiency and enhance competitiveness.

Second, the current situation and level of execution construction of Chinese and foreign enterprises According to the author's many years of consulting experience, I have contacted not only famous multinational companies, but also domestic listed companies, state-owned enterprises and private enterprises.

After years of observation, what impressed me the most is that this is also a consulting scheme. Domestic enterprises (including many well-known domestic enterprises) are slow to accept and often deviate from their inherent direction when implementing.

However, multinational enterprises are very different in this respect. After the relevant conclusions come out, their internal execution system will be started soon, and the effect of consultation will be reflected immediately.

For example, we made a comprehensive market research and analysis for a famous domestic white electricity enterprise and put forward a targeted improvement plan.

About half a year after submitting the final report, I suddenly got a call from the other party and asked if I could send them another plan because one of their supervisors had already asked about it.

Think about this more than half a year, during which how many market conditions have changed, and enterprises have only now remembered to implement the recommendations of consulting companies.

The situation of another multinational company is completely different. We are entrusted to do market entry strategy research and M&A plan for a fortune 500 multinational company in a food field. Less than half a year after we made a detailed analysis and put forward a specific M&A plan, our customers obtained the controlling right of the M&A target to be acquired, and accordingly completed the strategic layout in the target market in one fell swoop.

From the comparison of these two cases, the gap between domestic and foreign enterprises in execution is so obvious.

This is enough to cause us to think: what is the root cause of the gap between domestic and foreign enterprises' execution? Internationalized enterprises (mainly enterprises in developed countries such as Europe and America) have built a relatively perfect organizational system, that is, a management platform with a relatively mature governance structure, organizational structure and control process, which provides basic institutional guarantee for organizations to carry out their missions and tasks.

Although these basic management structures of international enterprises may age with the changes of enterprises and their living environment, excellent companies can generally make timely adjustments according to the actual development needs of enterprises, constantly improve and optimize the management level of enterprise organizations and enhance operational efficiency.

At the same time, after a long period of experience in the market-oriented and international environment, combined with its perfect MBA education (providing common management standards and communication language, reducing the communication cost within and between enterprises), the human resources of international enterprises have strong organizational viability and professional ethics in terms of management skills and professionalism, which on the other hand provides human resources protection for the execution of international enterprises.

On the basis of their relative perfection, how to further improve organizational execution? Naturally, there will be views such as "the essence of executive power is leadership", which is mainly because western management practices and theoretical circles often consider the executive power of organizations based on the living conditions and environment of enterprises in developed countries such as Europe and America.

Let's look back at domestic enterprises.

After more than 20 years of market-oriented operation, China enterprises already have the basic operation framework and mechanism, but it is far from enough to ensure that they can compete with international enterprises in organizational capacity.

Domestic enterprises (including many excellent domestic enterprises, such as Haier, Lenovo, TCL, etc. ) You still need to improve your organization and management mechanism to enhance your execution.

This execution T& nbsp; is undoubtedly revealed in the recent "westward movement" of domestic enterprises. Whether the integration difficulties of joint ventures such as TCL (TTE, T & nbsp; lead to the weakening of profitability, or the failure of overseas mergers and acquisitions of CNOOC and Haier, it has exposed the defects of domestic companies in the basic management and operation mechanism of enterprises, greatly affecting their internationalization ability.

From the different preferences of consulting customers at home and abroad for consulting needs, we can also see the gap in the execution of domestic enterprises.

In terms of consulting services, domestic customers tend to demand overall optimization and integration from strategic planning, organizational improvement and human resource management. (This has also led to the continuous large-scale consulting projects in China and the situation of large-scale international consulting companies, such as McKinsey, BCG and roland berger. , all doing business in China), that is, completing the most basic framework layout of enterprise management; However, foreign enterprises often only purchase part and specific consulting services from outside according to specific needs, such as market entry, advertising, competitive intelligence, M&A evaluation, etc. And can quickly put the results into practice based on its internal perfect organization and implementation system.

Of course, this is not to deny the role of "leadership" in the "execution" of domestic enterprises. On the contrary, enterprises in China still depend on their leadership ability to a great extent (or "strong leadership" is more appropriate).

However, we should also see that it is impossible to fundamentally solve the problem of enterprise execution by relying solely on the strength of the top leaders.

The first thing that domestic enterprises should consider is how to build the executive power of enterprises from the most basic work, that is, how to turn around and build the most basic management structure of enterprises after the rapid progress in previous years, which is a necessary measure for domestic enterprises to catch up.

Third, how to build the executive power of China enterprises In the past 20 years, domestic enterprises have mainly taken the development path of resources and opportunities.

This is partly due to the special business environment in China. The process of "leaving the country to enter the people" for more than 20 years has provided huge imagination space and rent-seeking opportunities for the development of various enterprises, which has created the rapid rise of many enterprises.

But looking back, many enterprises are often empty and huge bodies, which have not laid a solid foundation for the sustainable development of enterprises, which also leads to the closure of many famous enterprises once they face the loss of development resources and opportunities. Such precedents are not uncommon in the past twenty years.

Facing the increasingly market-oriented and international business environment, China enterprises must combine their own reality, go all out to lay a solid management foundation and build a strong and balanced execution based on the market and customers, so as to truly compete with international enterprises.

Specifically, domestic enterprises need to do more work in the following aspects: 1. Improve and optimize the organizational structure. In the completely market-oriented competition, the organizational structure and process of enterprises should be rearranged according to the principle of "customer orientation".

The first is the process, which should make a sensitive response to the market according to the customer's demand and turn the change of customer's demand into the driving force of enterprise development in time, which requires the key process of the enterprise to form a good docking with the market; Secondly, the organizational structure of the company should be adjusted according to the process changes, including the setting of horizontal functional departments, functional division and vertical functional division and complementarity, so as to better and more agile support the process operation.

The focus of improving organizational functions lies in two aspects: on the one hand, it lies in improving functions, that is, supplementing some key functions and related departments, such as strengthening the functions of some new functional departments and other related departments necessary for international operation; On the other hand, it is to optimize the structural layout of organizational functions and optimize the functional combination in vertical and horizontal directions to effectively promote the operational efficiency of enterprises.

For domestic enterprises, it is not an overnight task to complete this task, but a task that needs continuous efforts. It is necessary to form a more practical operational framework through continuous adjustment.

2. Improve the standardization and scientificity of human resource management. Because domestic enterprises used to rely mainly on the talents of entrepreneurs, they often misread human resources and thought that the greatest asset of enterprises was the wisdom and resources of * * *, thus ignoring the cultivation and development of subordinates' abilities. As a result, many enterprises now find that "head" (called "head" by senior managers of enterprises) is not enough and "waist" (called "head" by middle managers of enterprises).

The excavation, cultivation and use of human resources is an important focus of enterprise execution.

For enterprises in China, the key now is not to recruit a large number of talents from the market, but to solve the management system of human resources first.

Without a perfect system and incentive and restraint mechanism, even if senior talents can be recruited, it is difficult for them to play their due value in the enterprise.

There have been too many cases in the media, such as TCL, Wang Weizun and Penbao.

Therefore, the most urgent human resources proposition for domestic enterprises is to build a platform for talents who meet the strategic development of enterprises, such as post analysis, optimization and reorganization, talent evaluation, incentive and restraint principles and mechanisms for enterprise strategy and efficient process operation, so that employees in each post can understand the basic responsibilities of their posts, understand the importance of their posts to realize the strategic objectives of enterprises, and plan their actions according to the requirements of the strategic objectives of enterprises to form a joint force for enterprise development.

3. Build a harmonious corporate culture.

As social animals, people have their own subjective judgments and will change their behavior accordingly.

Therefore, in addition to relying on rigid organizational framework and institutional constraints, corporate culture, like social morality, can effectively guide employees' behavior.

As a hidden force, corporate culture can often release amazing power at critical times.

Corporate culture can also be shaped, which can be conveyed to every employee of the enterprise through a series of effective means through the exquisite design of relevant personnel of the enterprise.

See the story of Haier smashing the refrigerator and Jack of GE? From Welch's autobiography, you can learn how the leaders of these excellent enterprises skillfully designed the cultural foundation of their enterprises and how they extended it to all levels through concise and effective means.

Corporate culture construction is a grand proposition, and I don't need to say more here.

In a word, the survival of China enterprises is gradually shifting from seizing opportunities and resources to paying attention to the market and customers. At this time, the fate of the enterprise will no longer only depend on the ability of top managers to grasp resources and opportunities, but also need to fully reflect the comprehensive operation level of the enterprise.

This requires our enterprises to start from the basic skills, do a solid job in the enterprise management and implementation system, as the basic platform for enterprises to fly again, coupled with excellent talent management, will certainly achieve the future glory of China enterprises! Public basic outward bound training is different from all outward bound training courses. Traditional outward bound training emphasizes the operation and review of the project. In fact, in many training institutions, due to the mixed market and the lack of a perfect supervision system, it is impossible to conduct in-depth post-experience audit.

Most outward bound training is superficial, so it is difficult to go deep into the reality of the enterprise. Outbound training has become a playground, leaving behind superficial happiness and empty slogans, but spending the boss's hard-earned money. In view of this situation, we put forward a brand-new concept of "multi-base outward bound training" and carried out a lot of practice. After practice test and customer feedback, this outward bound training mode is really effective, which is a further innovation of traditional outward bound training.

Compared with the traditional outward bound training, outward bound training emphasizes the whole and systematic training experience. As long as the trainees enter the training venue, the training has already started, not only for each training project, but also for in-depth feedback and counseling. The coach really takes the students as the center, fully takes care of their physical and mental changes, and makes the students really shocked through training.