Four characteristics of Changshou Company "Changshou Company"

(1) is very sensitive to environmental changes. This feature represents the learning ability and adaptability of enterprises. As an enterprise in a certain environment, each one has its own growth boundary. The growth limit of an enterprise is intrinsically related to the mode of thinking. If an enterprise wants to break through the growth limit, it must complete the transformation. The biggest obstacle to enterprise transformation lies in the established rules of the game and the habitual thinking mode within the organization. Therefore, changing the way of thinking and changing the rules of the game is the fundamental starting point to realize the organizational change of enterprises. New ways of thinking will bring new ways of behavior. When employees' thoughts and behaviors change, organizational behavior will change, organizational structure will also change, and finally the enterprise system will be completely changed.

Nowadays, the environment in which enterprises live is constantly changing, the market is changing, the needs of users are changing, the conditions of competitors are changing, science and technology are changing, people's concepts and social culture are changing, and management ideas are changing ... Such a changing environment is a huge challenge to enterprise management. It requires the management of enterprises not to stick to a fixed model, but to constantly make dynamic adjustments and innovations and make correct and rapid responses to various changes. This is the learning ability of enterprises, which is the most important core viability, competitiveness and development ability of life-oriented enterprises. Longevity enterprises can cope with environmental fluctuations calmly. Whether it is natural disasters, wars, economic recession, technological innovation or political turmoil, these enterprises can reach out and sniff out the unstable factors in the environment at an early stage. Even if the information in a certain place is not smooth at any time, business executives can always learn and innovate according to the needs of the current situation, directly help solve social problems and seize opportunities for future business cooperation. Therefore, for human beings and anthropomorphic life organizations, learning is a necessary condition for survival and development, and learning is a strategy to adapt to the environment and keep growing. With the advent of knowledge economy, the economic world is changing from a capital-led world to a knowledge-led world. Whether the lifeline of an enterprise can be extended depends more on the ability of continuous learning and even lifelong learning. As Arie de Geus said: "With the improvement of enterprises' adaptability to the external environment and their own competitiveness, they should survive for a longer time, even forever."

(2) Have a high degree of cohesion and identity. This feature represents the ability and characteristics of an enterprise to create an internal organizational atmosphere. The strong loyalty and sense of accomplishment of employees are the important basis for enterprises to cope with environmental changes. The employees of Changshou Company can be proud to be a member of this group. Every manager, unless faced with a major crisis, usually the most important task is to maintain a sound organization like a fleet. Although the ships seem to be independent of each other, the battle of the joint fleet will be much stronger than the sporadic fighting power of a single ship.

(3) Conservative financial strategy. This means that enterprises have the ability to manage self-growth and control self-evolution. Almost zero debt or retaining a large amount of working cash, which seem to be incompatible with the spirit of modern financial management, are highly flexible in operational decision-making. Because the financial leverage is conservative, once the investment evaluation is completed, you can immediately invest your own funds to start new venture capital, without persuading other investors to join, but this is an advantage.

In the total capital, a certain proportion of debt capital seems to have become a common financial arrangement for modern large enterprises. Debt capital is like a double-edged sword. On the one hand, it can provide financial support for the development of large enterprises, and it is also possible to obtain financial leverage benefits. On the other hand, we have to bear the financial risks. Those large enterprises that adopt radical financial policies tend to use debt capital for financing and maintain a high asset-liability ratio. On the one hand, debt capital will bring financial constraints to enterprises, mainly because creditors will put forward many additional conditions for enterprises, which may make enterprises lose financial flexibility; On the other hand, due to the inherent rigidity of debt capital cost-interest expenditure, it will bring greater financial pressure to enterprises. When the market is at a low point, a large number of enterprises will inevitably get into trouble or even go bankrupt. On the contrary, large enterprises that adopt conservative financial policies are more interested in equity capital because of their concerns about risks, and tend to control the asset-liability ratio at a low level to enhance their capital strength. Therefore, a conservative financial policy will help to consolidate the capital base for the development of large enterprises, enhance their anti-impact ability, provide large financial leeway for large enterprises, and greatly reduce the risks caused by the imbalance of financial structure, thus contributing to the long-term stable development of large enterprises. He further explained: "Financial conservatism is not only a conceit of a company's reputation when it is immature in the early stage, but also seems to be the primary condition for the company's hope of survival in the mature stage." Some well-known longevity companies in the world, such as Toyota Motor Corporation and Ford Motor Company, are examples of pursuing conservative financial policies. Hewlett-Packard Company is famous in the industry for promoting the development of self-financing enterprises. During the Asian financial crisis, the experience of many large enterprises in Japan and South Korea confirmed the above conclusion from the opposite side. Established in 1830, sogou Company, a century-old shop, was forced to declare bankruptcy because of blind expansion and excessive borrowing in the bubble economy era, with liabilities exceeding 580 billion yen. Daewoo, known as the "aircraft carrier" of Korean industry, is in trouble and struggling because of its huge debts to banks. Dai Rong Group, the largest supermarket chain in Japan, is also struggling with high debts.

(4) High tolerance and decentralization. This feature represents the ability to establish a benign interactive relationship with other internal individuals or external individuals. Longevity company is committed to improving centripetal force, but also accommodates some maverick people and their experimental organizational behavior. The concept of the company must be open, overcome the incompatible resistance psychology, let employees learn different abilities through mutual tolerance, and at the same time express their ideas more confidently in the company, even if they are whimsical, they will not be laughed at or reprimanded.

This feature is evident in the management concept of "tolerant management" put forward by Aried Hess. The management mode of the company can be simply divided into two types: tolerant and intolerant.

▲ From the historical development trend, traditional industrial enterprises generally adopt intolerant management methods. With the improvement of production level, especially the development of high technology, emerging enterprises or companies in the wave of knowledge economy are increasingly adopting tolerant management methods.

▲ From the characteristics of related industries, labor-intensive enterprises mainly adopt non-tolerant management methods, while knowledge-intensive enterprises mainly adopt tolerant management methods.

▲ From the characteristics of corporate culture types, Asian and African enterprises and family-owned enterprises generally adopt intolerant management methods; European and American enterprises and joint-stock enterprises tend to adopt tolerant management methods.

▲ From the perspective of economic development, most enterprises in developing countries adopt non-tolerant management methods, while enterprises in developed countries increasingly adopt tolerant management methods.

▲ From the perspective of enterprise scale and business strategy, small and medium-sized enterprises and centralized enterprises mainly adopt non-tolerant management methods, while large enterprises and diversified enterprises advocate adopting tolerant management methods.

Whether a company adopts tolerant or intolerant management mode is only a rough analysis of its historical development and general trend. The actual situation is much more complicated, and the management methods adopted by many companies do not meet the above five situations, or even the opposite. For example, some labor-intensive, family-owned enterprises and oriental cultural enterprises adopt tolerant management methods, while some high-tech, modern enterprises and European and American cultural enterprises adopt non-tolerant management methods. In other words, what kind of management mode an enterprise adopts is determined by other factors, even accidental factors. However, from the development track of modern enterprise management, it has developed from "material-based management" to "people-oriented management" in industrial society, and now it has developed to the third stage of "ability-based management", that is, vigorously developing human resources, fully mobilizing people's intellectual factors, cultivating, motivating and giving full play to employees' working ability and creativity, which strongly requires enterprise managers to provide a relaxed and stimulating environment and conditions. This tolerant enterprise management model, which aims at cultivating employees' creativity, is the mystery of the strong vitality and competitiveness of many enterprises.

This new management concept and method is showing more and more influence in the world. He believes that tolerant management is a new management concept and method under the new economic form, and it is also the vitality of many enterprises in the world to maintain lasting vitality and become "longevity companies". Although Ali Dehes did not define the specific content of this kind of tolerant management in precise language, he came to the conclusion from his 38-year working experience in Royal Dutch Shell Group and his research on the long-term surviving companies in the world: all companies that can survive for a long time are tolerant companies. For example, 1900, a British Guiana company established in South America, has now become a large company including commerce, shipping and publishing. 1854, Irish immigrant W·R· Grace set up a company engaged in digging bird droppings (natural fertilizer) in Peru, and later turned to sugar industry and canned food trade. This company developed and established Pan American Airlines. After analyzing these companies, Ali Dehes found that they have the same characteristics: the company leaders allow unusual "marginal events" to occur and activities outside the core business to occur; The employees of the company have a tolerant environment, so that when the company is at an important turning point, those creative people, even if they take "crazy actions", will not be under pressure. Instead, they will often be valued and encouraged by decision-makers and management, so that the company can either survive the crisis or seize the opportunity to survive, develop and grow.

According to Arie de Geus's research and analysis, the concepts and methods of tolerance management mainly include the following basic contents:

(1) The decision-making and management structure of the company is not a highly centralized "vertical" or "pyramid", but a decentralized structural management model that gives full play to the subjective initiative of all levels and departments and gives creativity to all employees.

(2) The company does not take short-term economic benefits as the standard to judge the level of decision-making management, nor does it take this as the highest standard to evaluate departments and employees, but takes creativity, whether it can find and resolve crises, seize opportunities and strive for the company's long-term economic benefits as the highest standard. In order to achieve this goal, even at the expense of short-term interests.

(3) The relationship between the company and its branches and departments is to adopt diversified business strategies on the premise of maintaining integrity. Encourage branches and departments to use marginal areas to expand new business, or change their business in time, and implement the policy of combining full use of resources with cultivation of new resources.

(4) It not only creates an environment and conditions conducive to the innovation of branches, departments and all employees, but also has great tolerance and room for manoeuvre for the differences in business concepts, strategies and methods between the company and branches, departments and all employees. Also let the differences gradually coordinate with the company's goals in a certain period of time, or let these differences serve the company's goals well.

(5) Tolerance management is an open system. Tolerant management is by no means weakening the cohesion of the company. On the contrary, the formation of strong cohesion can only be realized in the tolerant management on the basis of openness. Because only in this way can the company absorb fresh ideas and creativity, recruit talents and train new people, design and produce new products, constantly change the composition of the company and improve the quality of the company.

(6) The "planning" of the top leaders of the tolerant management company is not to specifically ask about a certain business, but to spend the main time and energy on creating a good environment and conditions so that others in the company can make good decisions for the business. The top management of tolerant company with strategic vision puts the establishment of "think tank" in an important position in decision-making work. The "think tank" should be a team of experts and scholars with individuality and creativity, and they can fully discuss it. They should not only "tolerate" opinions and suggestions different from the company's established decisions, but also actively encourage them to stimulate the company's new creativity and vitality.

To implement tolerant management, we must have corresponding conditions. Although the implementation of tolerant management mode is a management mode that adapts to the characteristics of enterprise management in the era of knowledge economy, many enterprises that have implemented this management mode have achieved remarkable economic benefits and great social impact. However, there are also many cases in which this model has led to the failure of enterprises. Therefore, an enterprise must have certain conditions and foundations to implement the tolerant management model and succeed. Different enterprises may have different requirements and standards for these conditions and foundations, but in the most general sense, they generally need the following three items:

First, enterprises should have stable and lasting core qualities. Generally speaking, this quality is composed of three basic factors: high-quality leading group, complete and unified enterprise management system and stable development of main business. Only enterprises with this core quality can implement a tolerant management model. Otherwise, the quality of leaders is not high, the ability to control enterprises is not strong, the internal system of enterprises is not unified, and there are many divisive factors lurking. There is no stable main business to ensure the sustainable development of enterprises, no corresponding ability to provide necessary economic support for employees' creative activities, no tolerant mentality and no ability to make up for the possible failures caused by creative activities. In this case, enterprises will encounter great risks and challenges if they rashly transform from non-tolerant management mode to tolerant management mode or implement tolerant management mode.

Second, enterprises should have enough space to implement tolerant management. This space is mainly composed of several elements:

(1) There should be an environment and policies to actively encourage employees to engage in creative work. We should not only encourage, support and reward employees' creative work, but also tolerate possible mistakes and failures.

(2) For the emerging business inconsistent with the existing main business, for the idea of reforming, upgrading or even negating the existing technical level and management system of the enterprise, or even "reversing" the reform of the established management system and rules of the enterprise, the company has a set of systems and mechanisms that can timely discover, study and analyze whether to choose, making it a new opportunity for the enterprise and a new economic and technological growth point with the fastest speed, the best way and the lowest cost. For possible side effects, we can also make an accurate judgment and deal with them in an appropriate way.

(3) The space required for the implementation of tolerance management refers not only to the space within the enterprise. Moreover, this kind of space within the enterprise is not a space under a closed system, but an open space. The openness of this space also includes the external space of enterprise management mode, which means that the government and society provide necessary policies, environment and conditions for enterprises to implement this management mode or method. Although the way enterprises manage themselves is theoretically their own business, they are free to choose. But in reality, the management mode and mode of an enterprise are often restricted and influenced by the government and social forces. Therefore, from the perspective of enterprises, to implement tolerance management, we should do a good job of "public relations" in order to gain the understanding and support of the government and society, and try our best to resolve unnecessary misunderstandings between the government and society.

Third, enterprises should have the ability to balance tolerance and control. The biggest misunderstanding of tolerant management mode is often only understood from the word meaning, which is considered to be a free and diversified management mode without restraint and control, and it is difficult to survive and develop in the cruel and fierce market competition. This is the main reason why enterprise managers who actively advocate highly centralized and strict management are unwilling to accept this management model, and it is also the main reason why they have a one-sided or even wrong understanding of tolerant management. It should be pointed out that the implementation of tolerant management does not mean that enterprises do not need strict rules and regulations or centralized and unified management systems, but that such systems and systems are characterized by tolerance and actively encourage and support employees' creative activities in order to realize the endless vitality of enterprises. If the enterprise's system and system do not provide a tolerant environment and conditions for employees' creativity, then, no matter how strict and strict the enterprise system and system are, it is difficult to gain a competitive advantage in the fierce market competition. Because, the vitality and vigor of this kind of enterprise are only limited by the creativity of the enterprise leadership, but not the creativity of all employees. Many successful enterprises in the world, especially some high-tech enterprises, can develop rapidly in a short time because of the organic unity of leadership creativity and employee creativity. On the other hand, a leader who turns a blind eye to employees' creativity and even limits and curbs it is difficult for him to be creative himself, because he can't even perceive the creativity of employees in this enterprise. How can he take the lead in the fierce competition?

Arie de Geus's tolerant management thoughts and methods seem to be out of place in the atmosphere of emphasizing strict management, control management and centralized management in China's current enterprise management. However, it has great enlightenment for China to transform from a traditional industrial economy to a new economic form and to stimulate the management concept of China enterprises.