Interpreting Yang's Triangle of Organizational Ability: The Way and Technique of Organizational Ability

Yang Triangle: The Organizational Ability of Reading: The Secret of Enterprise's Sustained Success.

In the era of mobile Internet, enterprises should have the following three important organizational abilities: user orientation, innovation and agility. To this end, enterprises should recruit elites and experts in terms of employee ability, and pay attention to the retention of talents. In employees' thoughts, we should use a strong sense of mission, passion and common values (not rules and regulations) to motivate employees and share benefits. In employee governance, agile small team management is adopted, and highly authorized and transparent information communication is emphasized. This is the best time and the worst time. The key is how to face it.

? -Author

Jackie Chan sang that no one can succeed casually, and similarly, no enterprise can succeed casually. If enterprises want to win, they must formulate correct strategies and build appropriate organizational capabilities.

Although the book I read this week has been published, and the cases listed in it have been some years, it does not prevent it from becoming a textbook in the field of domestic enterprise management practice.

The whole book is "big and complete", with general discussion and clear logic. Very friendly to non-researchers, the theory is interspersed with relevant cases, which reduces the difficulty of reading. The attached tools and procedures are also convenient for enterprise personnel to carry out actual combat in the enterprise.

In the era of mobile internet, with the rapid iteration of social change and economic development law, traditional bloated large enterprises have been unable to keep up with the tide of change of the times. State-owned enterprises in the 1990s are typical cases. In order to better adapt to the new business model and the unprecedented information circulation social system, it is necessary for modern enterprises to adhere to the ability of user orientation, innovative thinking and rapid iteration of organizational development for a long time.

Professor Yang Guoan put forward a formula in his book: enterprise success with a long history = correct strategy/appropriate organizational ability. This formula profoundly reveals the difficulty and connotation of management.

Why is it a multiplication relationship, not an addition relationship?

If the organizational capacity is equal to zero, then even if the strategy is strong, the operating results will be zero, and organizational capacity is the key to the sustainable success of the enterprise, because the strategy can also be used for reference, and organizational capacity can only be built in.

Therefore, around the equation "success = strategy * organizational ability", this book focuses on what organizational ability is and how to build it. From the perspective of Tao and art, if organizational ability is Tao, then how to build organizational ability is art.

In this book, Professor Yang pointed out that organizational ability, which is as important as strategy, is also of great significance to the success of enterprises. According to his own theoretical and practical research, he creatively put forward the classic three-pillar model of organizational management-"Yang Triangle" model, which contains three elements of employee ability, employee will and employee management, and constitutes the three pillars of organizational ability. These three pillars are indispensable.

The triangle also corresponds to "organization, talents and culture", and the inheritance of culture is very important. In particular, it tends to analyze and decompose the problems existing in the enterprise from the employee level (employee ability, employee thinking and employee governance), and then connect with the enterprise strategy and put it into practice. It also emphasizes the important role of top management in strategic organization and the guiding role of department heads, rather than just throwing everything to the human resources department.

Three pillars of organizational ability:

(1) Employees' ability: whether they have the knowledge, skills and qualities required by the organization;

(2) employees' thinking: whether they have values, behaviors and professionalism that match the organization;

(3) Employee governance: whether the company provides relevant resources to support employees to play their advantages and strengths;

Employee ability, employee organization and employees only correspond to enablement, empowerment and vision. This book focuses on how to improve the ability of employees from chapter 3 to chapter 6. The seventh chapter focuses on how to shape employees' thinking ability. Chapters 8, 9 and 10 respectively expound the key points of employee governance from the aspects of organizational structure, organizational boundaries and characteristics of the mobile Internet era. Professor Yang also cited a large number of operational cases and tools in the book, combining his own practice and the practices of some excellent enterprises.

(1) Employee Ability-What kind of talents does the company need?

Core: Clearly explain professional competence and core competence through competency model tools, find out the talent gap through talent review and inventory, and then use 5B tools to establish the required talent team.

Tools: 5B tools to improve employees' abilities.

Buy, recruit; Build and cultivate; Bind and retain talents; Bounce, elimination; Borrow talents, borrow

Operating steps:

1, first of all, there must be a clear talent standard.

Professional ability: the knowledge and skills related to the specific functions and work of employees directly affect whether employees can complete the job requirements.

Core competence: related behaviors and qualities that affect all employees and organizational competence around company strategy and culture.

2. Looking for talents.

Recruitment tools: 4S tools to improve the hit rate of imported talents.

1. Standa: What kind of talents do I need?

(1) Professional competence and core employee competence.

(2) Future potential: learning ability, passion, enthusiasm and hobbies.

2. Procurement: What channels are used to find suitable talents?

(1) Passive channel: release recruitment information.

(2) Active channels: employee recommendation, headhunting, talent map and fixed-point mining.

3. Screening: How to judge whether the candidate has the required ability?

(1) Choose three or more tools: structured interview, psychological test and background investigation.

(2) Choose the right interviewer: interested in the interview and with high professional ability; Screening and training.

(3) Strict recruitment process: set up multi-link interviews to ensure that the right person is found.

4. Ensure: How to ensure that the right person accepts the appointment?

(1) Competitive salary.

(2) Emotional investment.

(3) Highlight the company's selling points.

3. Talent training mechanism.

Using talent list to establish successor training system. (Pay attention to balance the development speed of enterprises and personnel training, and create an atmosphere that attaches importance to personnel training)

Lead by example: the commitment and participation of senior leaders

Talent selection system: objective and clear talent standards and transparent and objective selection standards (selecting truly capable people and conveying a performance-oriented culture)

Targeted training requires different levels of ability to design and develop a variety of learning methods.

Practical exercises. Combination of training and practice

Quantifiable talent development evaluation system, implement various measures of talent training.

4. Reservation and elimination.

Key factors to retain talents:

Satisfaction with the existing job

Future development space

The cost of leaving the company

Treatment offered by competitors

Eliminate employees with poor performance in time. The key principle of elimination is fairness, not for people. Whoever fails to meet the job requirements will be eliminated. Therefore, companies must have standards for evaluating employees and elimination processes, and these must be transparent. In addition, employees should be provided with opportunities for improvement.

5. Borrow talents.

Enterprises have no talents, but they can use external talents at low cost through strategic alliances, project cooperation, and hiring external consultants.

These are not the responsibilities of a person or a department, but the common mission of senior executives, middle managers and human resources departments.

Only through Qi Xin's concerted efforts and perseverance can the ability of employees be gradually improved.

(B) employee thinking

Appropriate characteristics, behaviors and general ways of doing things generally recognized by employees.

(c) employee governance

1, organizational structure

Organizational structure is a kind of thinking framework, which helps organizations to systematically decompose huge tasks or goals into tasks and responsibilities that can be completed by different departments, levels and positions. The key is to manage resources and institutional support. Help enterprises to clarify two core issues: how to divide labor and how to integrate.

Key factors:

rights and duties

information

procedure

Organizational structure is like human skeleton, various management systems are like human respiratory system and digestive system, and corporate culture is like human psychology. Once the framework of the organization is determined, other corresponding management systems and process designs can match it to ensure the smooth operation of the organization as a whole.

With the development of enterprises, the expansion of scale, the increase of management complexity and the increase of uncertainty of external business environment, enterprises should adjust their strategic focus and organizational ability in time, and at the same time need to adjust their organizational structure accordingly.

2. Organizational boundaries

Any barriers and obstacles that prevent people inside and outside the organization from smoothly integrating working methods, resources, ideas and information are the boundaries of the organization.

Senior managers provide employees with appropriate resources and support, and use the four levers of power and responsibility, information, ability and motivation to motivate employees, and regard employees as the source of the company's competitive advantage.

(1) Management philosophy of senior executives: Do you really regard employees as the most important assets for the company to achieve differentiated competition? Do you really trust and respect employees and provide them with sufficient resources and support to make them successful?

(2) Four aspects of key resource sharing:

Power and responsibility sharing: the management level is flat, the team is managed independently and given greater power and responsibility;

Information sharing: kanban, daily meeting and general meeting;

Ability sharing: strict selection and post setting in recruitment, continuous training after employment to improve employees' ability;

Incentive sharing

In order to reach a clear consensus within the company and confirm the company's vision and management philosophy, it depends on the sharing of four resources at the top of the company and across regions and departments.

(D) Three types of people, building organizational capacity

CEO (50%):

(1)CEO pays attention to himself, (2) asks other business executives to pay attention, and (3)CEO insists.

Human resources (20-25%):

(1) Tool design: pay attention to organizational ability, (2) shift the focus of work: individual-whole, and (3) know who customers are: internal customers-external customers.

-linear supervisor (25-30%);

(1) Orientation: talent development is one of its responsibilities, (2) balancing ego and ego, and (3) allocation of time and energy: 80% in the short term and 20% in the long term.

Organizational ability is the ability, thinking and governance of employees, which corresponds to the question of whether it can or not. Although it seems that all the subdivision contents are unremarkable, how to combine them into a replicable model that is convenient for systematic thinking, learning and practice, and how to construct a "formula" about enterprise success are indeed difficulties and skills.

The company should start from the business environment of its own industry, closely focus on the correct strategy, clarify the required organizational capabilities, and then design management tools around organizational capabilities to build three pillars.

The business environment faced by enterprises today is very different from that in the past. Competition is becoming more and more fierce and changes are changing with each passing day. Enterprises must redesign the governance model according to the change of external business environment, from the traditional governance model that focuses on control orientation, specialization/division of labor and scale expansion to the governance model that focuses on giving full play to employees' talents, integrating resources and responding quickly.

Combining them systematically and within a framework through daily management behaviors and tools is a methodology that is more in line with the actual situation of enterprises. Therefore, some people may say that he is not "innovative", but don't forget that management tools and methods need not "surprise victory", but the simplest things: respecting talents, cultivating talents, retaining talents, and encouraging outstanding talents to contribute to enterprise strategy.

He explained, "if the enterprise is in the early stage of its business, the customer is the first;" In the middle of entrepreneurship, speed is the first; Then when the enterprise enters the development period, organizational ability is the key problem it has to solve. "

This is actually an interpretation of the subtitle of this book: paying attention to "organizational ability" is "the secret of sustainable success of enterprises"

Text/green leather train