How do China enterprises break through the bottleneck of innovation?

A few days ago, Hu Xinxin, vice chairman of china enterprise confederation and China Entrepreneurs Association, Zhong Pengrong, a famous economist and director of Beijing Vision Consulting Center, Guan Jiaxian, chief management master of Taiwan Province Knowledge Management Group, Hu Zijing, chairman of Hunan Friendship Apollo Co., Ltd. and other well-known domestic economists and business leaders believed that innovation is the soul of enterprise development, and enterprises must realize self-innovation and change passive management into active management if they want to be invincible in the competition and become the final winner. Hu Xinxin believes that as enterprise managers and entrepreneurs, whether it is management design or strategic design, we must always face management innovation. Guan Jiaxian believes that an enterprise is like a tree. Unless there are new raw materials and nutrients, the tree can continue to blossom and bear fruit. If there is no continuous innovation, the enterprise will go bankrupt. Zhong Pengrong believes that China enterprises should standardize their management experience, just like McDonald's fast food, while China cooking can only be controlled by feeling. It is not feasible for China enterprises to always pin their management on experience, so they should learn from western enterprises. Three experts agreed that China's enterprise management must break four old factors: first, break the conservative mentality of faith; Second, break the empirical method; Third, avoid blindly copying western enterprise management; Fourth, we should get rid of institutional determinism, especially the state-owned enterprises, which are also enterprises. As long as we work hard to innovate, we can find a way suitable for our own survival and development. At the same time, they also believe that enterprises in China have made great achievements in management innovation. The reason is that China's economy has entered a new round of rapid growth, industrialization and informatization go hand in hand, and marketization and internationalization are irreversible. In this context, many enterprises have achieved independent innovation. Hu Zijing, chairman of Hunan Friendship Apollo Co., Ltd., had many feelings when talking about the innovative experience of enterprises in recent years. In the second half of 2002, Wal-Mart, Metro, Carrefour and other foreign retail giants entered Changsha. As the leading retail enterprise in Hunan, Hunan Friendship Apollo Co., Ltd. is facing strong challenges. At the same time, considering that Youa shares may be annexed by foreign giants, Bank of China also wants to stop lending, and the company's development has encountered an unprecedented crisis. As early as 200 1, Hu Zijing creatively put forward the management mode of "integration of operation and management" in view of the present situation and management bottleneck of traditional commerce, and promoted the scientific management method of "separation of purchase and sale and unified management" in the traditional department store industry, which was called a challenge to the traditional management mode by the industry. Hu Zijing had a sincere exchange with China Bank on this advanced management mode, and finally won the bank's recognition of the local retail giant Youa Co., Ltd., and the company came back to life. "Judging from the development trend of the world department store retail industry, the department store retail industry can only adapt to market competition if it operates like a supermarket. However, under the planned system, China's department store retail industry is still operated as a single store. This management model has completely shrunk with the department store retail industry in the late 1990 s, and its drawbacks have been exposed. " Hu Zijing thinks so. At the same time, he mentioned, "At present, under the pressure of domestic and foreign retail predators, if management innovation is not carried out, then our company can only last for about three to five years at most." Li Hechang, chairman of Guangzhou Baiyun Chemical Co., Ltd., shared the same feeling with Hu Zijing: "1995, when I took over Guangzhou Baiyun Chemical Co., Ltd., the technical director of the company committed suicide because the product quality could not keep up, and a large number of key personnel followed suit. After I took office, I held a mobilization meeting for the whole factory, asking the employees of the whole factory to share joys and sorrows with me and improve their quality. Three months later, the product quality problem was finally solved and the company turned losses into profits. The secret is to seize technology and innovation. Later, it was found that the company's products were only 10 yuan, while the products of American GE company reached 100 yuan. The company brought the products produced in the United States for careful analysis, only to know that there are still many indicators of our company's products that are not up to standard. In fact, it is not difficult to solve them. I recruited a technical backbone outside and gave him the position of technical director to fill the vacancy of this position. Later, our products finally reached the national standard. " Hu Xinxin said: "If you want to write a history of the development of enterprises in the world, then enterprises in China have a very important position in this history, that is, enterprises in China have achieved overall breakthroughs in the past 20 years of reform and opening up. Sun Yat-sen once said in the General Plan for the Founding of the People's Republic of China that people in the world can be divided into three categories: foresight, hindsight and unconsciousness. As an entrepreneur, we must be proactive, proactive, and unconscious will be eliminated. " With the further deepening of the reform of state-owned enterprises and the continuous release of national management innovation achievements, people have been inspired to think about the concept of management innovation. In 2004, the internal and external environmental pressure further accelerated the pace of enterprise reform in China, and the management reform with breakthrough as the core was in full swing. Five management schools, such as simple management, risk management, chain management, agile management, and learning management, have also emerged in China business circles where management innovation has multiplied. In this regard, Hu Xinxin said: "Schumpeter once said,' What is an entrepreneur? Entrepreneurs are those who engage in creative destruction. This definition shows that entrepreneurs must constantly deny the past if they want to lead enterprises from one step to another. I advocate that we should grasp the content and essence of management innovation instead of sticking to the genre. Huang Liming, director of Shanghai Xinya Pharmaceutical Factory, also thinks: "No matter simple management or process reengineering, it is inseparable from the core of' management innovation'. This is not a matter of sects, but how to really apply the core of management to the management of enterprises and create benefits for enterprises through this management. " Finally, Zhong Pengrong put forward four suggestions for enterprises in China: "Western management theory tells us that management is endless, and as long as the earth is turning, management will continue to innovate."