What is the core of improving the competitiveness of enterprises

What is the core of improving the competitiveness of enterprises

What is the core of improving the competitiveness of enterprises? Every enterprise needs to find ways to improve its competitiveness, but if it wants to improve, it needs to know what is the core of improvement. Let me give you a brief understanding of what is the core of improving the competitiveness of enterprises.

What is the core of improving the competitiveness of enterprises? 1 The core competitiveness of an enterprise is the decision-making power of the enterprise, including the judgment of grasping the overall situation and sizing up the situation, the innovative power of making bold breakthroughs and daring to compete, the cultural power of learning from others and pioneering, and the affinity of ensuring quality, honesty and trustworthiness.

Core competitiveness is a combination of a series of skills and knowledge that are deeply rooted and complementary in a group or team. With this ability, it can be achieved according to the world-class level-to several core combs.

Extended data:

I. Content composition

1, adopting innovative technology

Whether an enterprise has innovative technology often plays a decisive role in its development. Technological innovation means realizing the functionality, uniqueness and cutting-edge beyond the average level of the industry. This superior technology will bring more customer attention and market breadth to enterprises than ordinary enterprises.

2. Innovative talents

Even in the information age, the emergence of various intelligent devices has greatly reduced the requirements for human resources, but talents with innovative ability are still a rare asset in this era.

Because of innovative technology, it must be a creative talent to complete the development and design. Therefore, in an enterprise, innovative talents are always the most important factor for enterprises to lead the industry trend and the necessary condition for enterprises to build their core competitiveness.

3. Excellent corporate culture

Corporate culture also belongs to the category of abstract consciousness. Compared with some factors of production, the value of corporate culture is often difficult to judge. Nevertheless, in the modern enterprise system, the status of corporate culture is generally recognized and respected.

Second, the construction method

1, enterprise standardization management

The standardized management of enterprises is also the management of basic competitiveness.

2. Analysis of resource competition

Through the analysis of resource competition, it is clear what valuable resources an enterprise can use to build its core competitiveness, and if so, how to use them.

3. Analysis of competitors

The analysis of competitors can let enterprises know their own strengths and weaknesses, and enterprises should pay attention to collecting competitors' information and market information at ordinary times to keep abreast of competitors' dynamics.

What is the core of improving the competitiveness of enterprises? Two people! Enterprise, enterprise, enterprise is a word above. Without this person, it is a stop, so talent is the core competitiveness, with first-class people, first-class management, first-class execution and innovation. Therefore, no matter which enterprise, it should focus on the recruitment and training of talents.

Because this is the core of the whole enterprise. I hope that enterprises can find outstanding talents who want to do things and can do things, and cultivate their sense of collective honor. The most important thing is to keep them and let them serve the enterprise to the maximum extent. The meaning of enterprise's core competitiveness is a comprehensive system composed of knowledge accumulation and special skills (including technology and management). ) and related resources (such as human resources, financial resources, brand resources, corporate culture, etc. ) In the long-term production and operation process of the enterprise. It is a unique ability of enterprises, which is different from others.

The source and foundation of enterprise's sustainable competition lies in its core competitiveness. Core competence was put forward by two management scientists, Hamel and C.K.Prahalad, in the article "Enterprise Core Competence" published in Harvard Business Review (65438-0990). The theory of core competence and enterprise competence quickly occupies a leading position in the study of enterprise development and enterprise strategy, and has become one of the important theories guiding enterprise management.

Its appearance represents a viewpoint of enterprise development: the development of enterprises is determined by their own unique resources, and enterprises need to build their own ability system around these resources to realize their competitive advantages. McKinsey & Company believes that the so-called core competence refers to the combination of a series of complementary skills and knowledge within an organization, which has the ability to make one or more businesses reach the first-class level in the field of competition. Core competence consists of insight and foresight and front-line execution. The ability of insight and foresight mainly comes from scientific and technological knowledge, unique data, product creativity and excellent analytical reasoning ability. Front-line execution ability arises from the situation that the quality of final products or services will change due to the quality of front-line employees.

The core competence of an enterprise is the overall resource of the enterprise, involving the technology, talents, management, culture and cohesion of the enterprise, and it is the reciprocal behavior of all departments and employees of the enterprise. Core competence comes from the accumulation of core competence of learning team. The key is to create a learning organization and increase the special assets and intangible knowledge of enterprises in continuous cultivation. There is a company in Hunan whose goal is to build a learning enterprise. It uses the theory of chartered learning organization and management to rebuild enterprises, actively establishes a good learning mechanism of continuing education, lifelong learning and * * * participation, which benefits everyone, and promotes the progress and development of enterprises and employees.

The company requires all employees to change their ideas, take the creation of learning organization as a sharp weapon of enterprise management revolution, and change the enterprise management mode from system plus assessment to learning plus incentive through the creation of activities; In learning attitude, changing passive learning into active learning and learning into creation has become an effective tool for evergreen enterprise foundation.

In learning methods, we should adhere to the combination of internal and external, amateur, training and conscious. By establishing and improving the learning system of the three-level central group at the decision-making level, management level and operation level, aiming at advanced management methods and experiences such as new pressurization technology, drawing software, new technology and quality system, marketing, financial management and lean production, as well as knowledge of laws and regulations, the company adopts a combination of special training and pre-class meeting, and promotes the improvement of employees' knowledge level by using various learning forms such as special counseling, organizing seminars, team training and reading experience exchange. In the process of establishing a learning organization, the company insists on planned learning, content arrangement, process inspection and effective assessment, so that all members can devote themselves wholeheartedly and have the ability of continuous learning, so that all members can experience the meaning of life in their work and enhance their energy to create themselves and expand their future through learning.

Types of core competitiveness

The first category is the core competence based on the concepts of integration and coordination. The integrated view, coordinated view, network view and combined view in the table all belong to this category. Core competence is the ability to organize and integrate the resources, skills and knowledge owned by enterprises, and it is a kind of accumulated knowledge. This accumulation process involves the coordination of different production skills, the combination of different technologies and the transmission of values. Through the accumulation of core competence, an organization can quickly find opportunities in products and markets and obtain more excess profits.

The second category is the core competitiveness based on the cultural view. What do you think of the knowledge in the table? Does the concept of culture fall into this category? Barton and others believe that the valuable organizational culture that is difficult to completely imitate in an enterprise is the most important core competitiveness of the enterprise, and emphasize that the core competitiveness is contained in the enterprise culture and manifested in many aspects of the enterprise, including skills and knowledge. Technical value system and management system. Kevin from McKinsey & Company? Coyne, Stephen? Hall and others also pointed out that core competence is a combination of a series of complementary technologies and knowledge within an organization, which has the ability to make one or more key businesses reach the first-class level in the industry? This formulation emphasizes that core competence exists in all aspects of an enterprise in the form of knowledge.

The third category is the core competence based on the view of resources. Jay Barney emphasized that obtaining those resources with potential lease value is the foundation of enterprise's success, and these resources are the most basic conditions to ensure enterprises to continuously obtain excess profits. Olivier believes that the differences in decision-making and processes of different enterprises in obtaining strategic resources constitute the core competitiveness of enterprises. Only by acquiring strategic resources can enterprises have a unique position in the same industry, which comes from their unique ability in the process of resource identification, accumulation, storage and activation. The fourth category is the core competence based on technical concepts. Patel and Pavitt believe that the difference between innovation ability and technical level of enterprises is the fundamental reason for the existence of enterprise heterogeneity. Meyer and Utterback (1993) put forward that the core competitiveness is that enterprises are developing? The ability of manufacturing and marketing, which directly affects the performance of enterprises. The fifth category is the core competence based on the system view. According to this school, core competence is the organic combination of skills, complementary assets and operating mechanism that provide the foundation for the competitiveness and competitive advantage of enterprises in specific operations. It is based on the strategy and structure of the enterprise, with people with special skills as the carrier, involving all functions of people and organizations at many levels. Therefore, we must have a common vision and understanding of communication, participation and crossing organizational boundaries.