Case analysis of change management

Case analysis of change management. Enterprise reform refers to a series of activities that enterprise managers take the initiative to change the original state of enterprises in order to adapt to the changes in the internal and external environment of enterprises and take a certain goal or vision as the guide. Because change is an eternal theme, whether it is subtle social evolution or vigorous enterprise strategic change. The following is a case of change management that I have carefully arranged for your reference, hoping to help friends in need.

Change Management 1 Case Analysis of Supply Chain Integration

Supply chain management involves the management of logistics, information flow and capital flow, in which the interests involve consumers, suppliers, manufacturers and distributors. Its core content includes three aspects: supply chain information integration, cooperation and coordination of member enterprises and the establishment of interest mechanism of member enterprises.

Typical case:

After the acquisition of IBMPC business, how to combine IBM's global sales network with Lenovo's own supply chain? Lenovo first reformed and improved the planning process, logistics operation process and order delivery process, which increased the flexibility of the supply chain. In order to support a variety of business models, Lenovo's supply chain adopts a dual model of transactional customers and relational customers. This integration continues, but it has effectively improved Lenovo's supply chain efficiency.

Comments:

It can be seen from Lenovo's case that supply chain integration is not easy. In the process of integration, we must first integrate ideas, because the process of process integration is a game with suppliers, and we must first form a partnership with upstream and downstream through communication. If you can't do this, you may lose all your efforts.

Case study of change management 2 design creates value

Through better design, products can get higher value. This point has long been recognized and applied by many large foreign enterprises. For example, South Korea's Samsung believes that outstanding appearance is an effective way to enhance product affinity, and its diligent pursuit in this respect has established its position as an outstanding representative of modern industrial design.

Typical case study:

Boloni, a home furnishing company, believes that the cabinet industry, like fashion and automobiles, has its own unique weather vane, and Italian design is undoubtedly the representative of the cutting-edge trend. They hired a chief designer from Italy with a high salary, which made Boloni show the pure Italian style. Put on the coat of Italian fashion design, Boloni brand effect is prominent, and it quickly occupies the first position in the domestic kitchen industry.

Comments:

For a long time, design suffered a cold reception in China-from manufacturers to consumers, everyone's understanding of design is still very narrow, especially some manufacturing enterprises, which blindly emphasize low cost and do not regard design as a management or necessary investment. This has caused many Chinese enterprises to pay high tuition fees. The success of enterprises with the concept of "design creates value", such as Boloni, has at least given people such enlightenment: to make design reflect value, we must first realize the value of design! Only by integrating attention design into the DNA of enterprises and satisfying people's taste of visual aesthetics on the basis of excellent performance of products can we make the overall performance of products leap forward and improve the added value and brand power of products.

Case Analysis of Change Management Chapter III The root cause of many companies' difficulties lies not in organizational structure, CEO or employees, but in group organization and culture. Therefore, among many companies that have re-emerged from the brink of bankruptcy, some companies have achieved success through ingenious financial financing means, while others have re-emerged through a culture of change.

Because people who work in different cultures will have different behaviors and performances, only by changing the culture can everyone complete the task more efficiently and constructively. This change requires drastic changes in customer and employee satisfaction, quality and profit, in order to regain the trust of all sectors of society.

be united in one's aims

This will help enterprises to set clear goals from the beginning. All members of an enterprise should agree on the core objectives. If we can't focus on change in the end, then enterprises will pay a high price.

This consistent goal must also be reflected in the strategic arrangement of the enterprise. In other words, the goal of corporate culture change should be the goal of corporate strategy, and all changes are carried out around how to achieve strategic goals.

If the strategic objectives of enterprises are unclear, or there is no clear strategic choice, and employees' understanding of strategic objectives is inconsistent, cultural change will not achieve results.

The success of China's reform and opening up should be attributed to the unanimous recognition of the strategic goal of "centering on economic construction" by all the people of China. The change of ideas has achieved results, which is people's desire and pursuit of economic development.

benchmarking

Learn from colleagues around you, learn from all the people and things that can be learned, and set off a boom and organizational atmosphere of benchmarking in the whole company. Cultural change needs benchmarking enterprises as a reference, and needs to give employees clear demonstrations and standards. If we can't find the benchmark of learning, cultural change can't be carried out.

In order to change itself, Huawei spent 10 years, and asked the IBM consulting team to accompany Huawei to grow together. Huawei takes IBM as a benchmark and strives to get close to IBM's standards. This 10 year effort has really made Huawei grow into an internationally competitive China company.

Full participation

Culture involves the behavior habits and work of every employee, and it needs the joint participation of all employees to achieve results.

Ge's way is to start with the training of employees, from the revolution of employees' ideas to the arrangement of organizational structure, and finally to the adjustment of employees' behavior habits.

This also enlightens us that cultural change needs full participation, and enterprises need to invest in the design of organizational structure and the empowerment and development of employees; It is necessary to create an organizational atmosphere so that employees can easily participate in all activities of the enterprise and play their respective roles.

In fact, letting all employees participate in all activities of the enterprise is another key factor for the success of cultural change.

Quality supervisor

If we break away from the commitment to customer quality, the development of enterprises will reach the limit. Therefore, if there is a standard to measure cultural change, it is product quality.

Cultural change is a change of ideas in the eyes of many people, which is true, but ideas need to be reflected in product quality, and corporate cultural change will be implemented and effective. Therefore, high-quality standards and taking them as the forerunner of all behaviors are the most important factors for the success of living culture reform.

Unity of purpose, benchmarking, full participation and quality guidance are the key success factors of cultural change, but we also know that cultural change is not easy to achieve and is not foolproof. It takes time, at least one year, usually three to six years; It must work hard and always be vigilant; Also need to maintain great patience and long-term maintenance. Therefore, in the cultural transformation, we should be alert to the following problems:

Setting a successful example is the key to change, and learn to use small successes to strive for greater work achievements. So we should start from a small place in the company and then expand step by step. China's reform and opening up began with four special economic zones, and then gradually extended to all of China.

Supporters of change must convey clear and consistent goals. If they can't deliver a consistent message and keep this message clear and dominant for a long time, cultural change may only be a temporary craze.

When enterprises begin to have a good turn for the better, change often becomes more difficult. When the reform has achieved initial results, complacency and complacency have become a constant danger, and enterprises need to constantly set higher benchmarks to lead everyone.

The stability of the top management team is very important. If the top management team is unstable, it will bring short-term behavior, which is not conducive to the realization of cultural change.

Keep good communication. There is no precedent for cultural change, and the change of every enterprise is a process of independent exploration. Therefore, it is necessary for business leaders to keep a clear understanding, communicate with employees, interact with the outside world, and be able to face and solve problems in time.

Case Analysis of Change Management 4 Star Company is a small private enterprise that produces and sells electronic products. Founded in Zhongguancun, Beijing, 1996. At the beginning, it had only three employees and assets of less than 20,000 yuan.

After six years of painstaking efforts, it has developed into a group company with 16 subsidiaries, 300 employees and assets of nearly 200 million.

The company's business scope covers more than ten fields such as communication, security and network application, and operates more than 500 kinds of products.

The rapid development of the company depends on the pragmatic and efficient strategic choice and the ability to plan and grasp the enterprise strategy.

In the long-term market practice, star companies have found a shortcut suitable for their own development, that is, seeking stable large enterprises as their relatively fixed partners.

They believe that small enterprises should not only produce special products that others can't compete with you, but also find one or several large enterprises as their relatively fixed partners to supply their products for a long time.

In this way, our products will have a stable market and the output will remain relatively stable.

In 2000, four years after its establishment, the company found a big foreign buyer. Every year, the company bought a series of supporting products of about $8 million from Interstellar, which made the company's products have a relatively fixed export route, and at the same time, the company's popularity was improved unprecedentedly.

Analysis:

1. What business strategy did the star company adopt? Briefly introduce the strategy.

A: Star companies have adopted the strategy of relying on business.

The so-called "attachment" means that the production, operation and development of this enterprise are relatively fixed or grafted on a large enterprise or enterprise group, which becomes an integral part of the serial production of this enterprise.

For small enterprises, "attachment" is an effective way to realize enterprise collectivization on the basis of specialization.

For example, Star Company has found a big foreign buyer, and a series of supporting products with an annual cost of about 8 million US dollars have made its products have a fixed market, thus reducing business risks.

2. What business strategies do you think star companies can adopt as small enterprises?

A: As a small enterprise, a star company can also adopt regional-oriented business strategy, industrial structure-oriented business strategy, "crevice" development business strategy and joint competitive business strategy.

Case analysis of change management. After decades of development, A Construction Company has become a well-known local leading construction enterprise. Summing up the successful experience of an enterprise, many managers can sum up it as favorable weather, favorable geographical position and harmonious people, such as the sustained development of the national economy, good relations with local governments and banks, regular customers and good reputation formed over the past decades, and good quality of employees. Encouraged by the prosperity of the 2008 Beijing Olympic Games, the company established its vision and mission of breaking geographical boundaries and becoming a well-known construction enterprise in China and even the world. When enterprises set up such a vision and mission, and worked hard for it, they found that the "time, place and people" that used to be an advantage seemed to be gone. For example, not long ago, a Japanese construction company asked the company to give a quotation for a project within two days when negotiating with the company. Because the company doesn't have people who know both architecture and Japanese, it can't quote in time. It's a pity that the company didn't seize the project.

Please analyze the internal and external environment of the company and the measures to be taken.

(1) Heaven, earth and people are a general description of the internal and external environment of the company. As can be seen from the case, the company's past success comes from the favorable weather, geographical location and human relations, which constitute the company's competitive advantage. When the company repositioned itself as a national and even world construction enterprise, it can be seen from the case that the government, bank relations, regions and personnel quality requirements have all changed, and the so-called favorable weather, geographical location and human harmony are no longer advantages.

(2) Therefore, the company should truly recognize the internal and external environment, determine the company's mission and vision, and formulate corresponding measures around heaven, earth and people. Specific measures should focus on cultivating the company's core competitiveness: having the skills to establish e-commerce networks and systems; Can quickly put new products on the market; Better after-sales service ability; Skills in manufacturing high-quality products; Innovative ability to develop product characteristics; Respond quickly to market changes; A system to meet customer orders accurately and quickly; The skill of integrating various technologies to create new products.

With China's entry into WTO, enterprises are facing new opportunities and challenges. In order to adapt to the competition from home and abroad and the long-term healthy development of enterprises, large state-owned enterprises realize that they must change their concepts, speed up the pace of establishing a modern enterprise system, and at the same time, they need to practice hard and improve their management level. And training is the forerunner. In the past, enterprises did a lot of training, but basically they hired a few well-known experts temporarily and took the training mode of full-time participation in large classes, which was ignored in the training process. After the training, some people feel useful at work, others feel useless and have not learned what they want to learn; Some people also report that the training method is too simple and has not been combined with the actual work.

If you are the deputy general manager in charge of human resources management, how should you manage the company's training?

(1) Although enterprises realize the importance of training as a guide. However, as the case shows, there are still many problems in training, such as monotonous training content and methods, insufficient training process control and training effect evaluation. In order to ensure the effectiveness of training, we should consider the following aspects.

(2) In view of the problems existing in the case, the following measures should be taken: First, manage the training work well; Secondly, we should ensure the diversity of training content. The training content should include political and ideological education, professional knowledge and management; Third, adopt various training methods, including systematic theoretical training, job rotation and visits.

(3) In short, in the process of training, the following problems should be mainly solved: training should be combined with enterprise goals; Superior managers should support and participate in the training work; Select and train good teachers; Training content should be targeted; Training methods should be combined with training objects and training contents; Theory and practice should be combined.

Case analysis of change management. Enterprises that produce traditional handicrafts in a certain place have gradually developed and grown up with China's open policy. In recent ten years, the average growth of sales and exports has exceeded 15%. The number of employees has also increased from less than 200 to more than 2,000. Enterprises still adopt similar linear organizational structure in the past. Director Wang, the head of the enterprise, is in charge of both sales and production, and is an all-round manager. Recently, something happened in the enterprise, which made the factory director Wang at a loss.

First, production is basically made to order, and the factory director basically conveys production instructions. When the delivery is tight, it is often the factory director who takes the lead and burns the midnight oil with the employees. Although the goods were delivered on time, the quality was not up to standard and the products were returned for claim;

Second: In the past, the number of people recruited by enterprises was small, and factory director Wang had the final say. At present, nearly 50 college students are recruited every year, which also involves the training of personnel. The previous practice didn't work.

Third, in the past, factory director Wang always temporarily arrested people to do logistics and other work. There is too much work in this field now, so we can't do it for the time being. All these things, the effective management methods in the past have lost their functions.

Please explain the problems existing in the enterprise from the perspective of organizational work and put forward measures and suggestions.

(1) From the information given in the case, it is obvious that the enterprise adopts a linear organizational structure. The advantages of this organizational structure are: the advantages of linear organizational structure: the structure is relatively simple, and everyone knows who they should report to and who should report to him. Clear responsibilities and authority. Everyone has one and only one direct supervisor, so it may be easier and faster to make decisions. Disadvantages: However, in the case of a large organization, the business is complicated and it is difficult for one person to undertake all the management functions.

(2) Obviously, when the enterprise grows to more than 2,000 people, the linear organizational structure restricts the normal development of the enterprise. Just like the dilemma faced by Director Wang in the case, it is no longer effective and efficient to let one person take charge of everything.

(3) Enterprises need to adopt an organizational structure suitable for enterprise development, such as a linear employee organizational structure with specialized division of labor, and consider setting up a production planning department, a human resources department and a logistics department. In this way, we can give full play to the advantages of the line-staff organization structure, that is, line managers at all levels have corresponding functional organizations and personnel as staff and assistants, so they can effectively manage departments to adapt to the complex and meticulous characteristics of modern management, and each department is under the unified command of line personnel, which meets the requirements of unified command and strict responsibility system for modern organizational activities.

Case analysis of change management 8. The boss of a private enterprise was greatly inspired by the relevant incentive theory and began to put it into practice. He gives more work and responsibilities to his subordinates and inspires them through praise and common sense. As a result, instead of improving employees' enthusiasm, they were strongly dissatisfied with the boss's practice and thought that he was exploiting employees with tricks.

Please analyze the reasons for the failure of the boss's practice according to the incentive theory and make suggestions.

(1) From Maslow's hierarchy theory, we know that human needs are hierarchical, namely, physiological needs, security needs, social needs, status and respect needs, and self-realization needs. Maslow believes that only when the lower-level needs are met will there be higher-level needs. The dominant demand determines people's behavior.

(2) In the case, the boss of a private enterprise may ignore the lower-level needs of employees, such as physiological and safety needs, which are likely to be the dominant needs of employees. The failure to prescribe the right medicine led to the failure of the boss's incentive practice in this private enterprise.

(3) To make incentives effective, it is necessary to understand the real needs of employees and meet them. In the process of implementation, we should adhere to the principle of material interests, create incentive conditions according to the mechanism, and combine material interests with spiritual encouragement.