Operational practice of strategic design

Throughout the forest of enterprises in China, there are not many strategic enterprises, only a few. So are private enterprises. Since the reform and opening up, many well-known private enterprises have emerged from scratch and from small to large. But unfortunately, there are not many well-known private enterprises that can last forever. Why is this happening? There are many reasons, but people think that the lack of strategic design may be the fundamental reason.

Some people may say that the strategy is not strategic, as long as there are one or two advantages, the enterprise can be run well. So some people emphasize financial strength, human resources, technological innovation, strengthening management and corporate culture. As we all know, enterprises with considerable financial strength have failed. The once prosperous Nande Group had sufficient funds at first, but it was still doomed to complete failure. Human resources are of course important, but improper use may sometimes backfire. Technological innovation is indispensable, but the operating performance of a considerable number of private high-tech enterprises is not satisfactory. It is also important to strengthen management, but many state-owned enterprises with high management level are in trouble to varying degrees. The importance of enterprise culture construction to enterprise development is self-evident, but it is not a decisive factor. The decline and even ultimate failure of the Sun God Group, which attaches great importance to cultural construction, can illustrate this point. It can be seen that one or two strengths can only make the enterprise popular for a while, but it is difficult to create long-term glory. What can create a long-term brilliant enterprise can only be strategy.

Why do you say that? Because only strategy is comprehensive, long-term, fundamental and decisive. If the strategy is right, others are easy to be right; The strategy is wrong, and nothing else is right.

So what is corporate strategy? Simply put, enterprise strategy is actually a long-term and comprehensive consideration or idea made by an enterprise for its own development. An entrepreneur once said that both successful enterprises and failed enterprises have done 1000 small things. The difference between the two is that 1000 small things done by successful enterprises are related to a major event, while 1000 small things done by failed enterprises are chaotic. People think that the great event this entrepreneur said is strategy-enterprise strategy. It can be seen that strategy is something that affects the whole body, is the outline of the development of things, and plays an important role in the development of things.

Obviously, the above is a popular saying. In a more academic way, the enterprise strategy seems to be expressed as: the strategic goal of the enterprise plus the guarantee system that can achieve this goal is the enterprise strategy. Simply put, strategy is "strategic goal" plus "security system".

Obviously, the primary task of strategic design is to establish a good strategic goal. So what is a good strategic goal? To establish a good strategic goal, there are at least two important problems to be solved: first, what to do, that is, the positioning of the main business; The second is how big to achieve, that is, to establish development goals. Compared with the two, the question of what to do is more important, because only when the question of what to do is solved can the question of how big to do be put on the agenda. Judging from the practice of many private enterprises, the problem of how to do it is not so easy to solve. This question seems simple, but it is not. The main reason for the failure of many private enterprises is that this problem has not been well solved. The more serious problem is that some failed private enterprise bosses have not realized the importance of this problem and continue to copy similar mistakes. Either the positioning of the main business is not accurate, or it is blindly engaged in diversified expansion; Either too conservative to explore new industries, or too impatient and disorderly in the project.

Why is the main business orientation so difficult to solve? Because this not only involves entrepreneurs' perception and grasp of the market, but also involves the personality and understanding of enterprises and entrepreneurs, as well as entrepreneurs' correct estimation and judgment of their own strength, and so on.

Even if the problem of what to do is solved, how big the problem is may not be solved. Either there is no goal, or the goal is too big to be realistic. Compared with the two, the unrealistic goal is more prominent. Some people say to be the first in China, others say to be among the top 500 in the world for many years, and so on. It seems that the bigger the goal, the more strategic it is. In fact, this is precisely one of the manifestations of no strategy.

Just having a good strategic goal cannot be called having a strategy, but also having a guarantee system that can achieve the strategic goal. Obviously, the so-called guarantee system is actually a question of how to do it. The practical experience of many enterprises shows that the problem of how to do it contains a lot of content. For example, how to recruit and train talents, how to open up the market, how to raise funds, how to develop technology, how to establish an organizational system, how to build corporate culture and so on. It is because there are many contents that a system is formed, which is called the strategic re-guarantee system. In fact, every content in the security system can constitute a strategy, such as talent strategy, market strategy, financing strategy, technology strategy, organizational strategy, cultural strategy and so on. Obviously, the so-called strategy in the security system is actually only a sub-strategy, not the overall strategy of the enterprise. Only when the strategic goal of an enterprise is combined with the security system to form a complete strategic framework can it be called the overall strategy of the enterprise.

To sum up, the so-called strategic design is actually to think clearly about what to do, how big to do it, and how to do it. When these problems are solved, good strategic design will naturally come. Practice has proved that if the strategic design is right, the enterprise will prosper, and if the strategic design is wrong, the enterprise will decline. This has become an increasingly convincing conclusion.