Inspirational articles suitable for businesses

An individual is like a drop of water, and the team is like the ocean. Only when the water droplets melt into the ocean will it not dry up; only when the individual execution ability matches the team execution ability can it surge forward. If you are in a company, you need some inspirational words and corporate inspirational articles to accompany us all the way. Let’s take a look at the 3 inspirational articles suitable for companies that I have carefully recommended for you. I hope it will be helpful to you. Inspirational articles suitable for enterprises: How can small businesses succeed in counterattacking against large companies?

When you compete with a large company, you are never more progressive than it is, but more conservative. In order to maintain their leading position, many companies will strive to develop products with greater competitiveness, which creates a low-price market where small companies can take advantage of it and retreat instead of progressing.

Disruptive innovation and sustainable technology are an asymmetric competition, mainly at the level of thinking. If you can't enter the thinking level and only look at the skills, these skills will be forgotten in a flash.

From the perspective of thinking, reflection needs to be carried out from two perspectives: mainstream and heresy, progressive and conservative.

Without a long-lasting foundation, large companies will surely decline

The famous "Wired" magazine editor-in-chief Kevin Kelly (known as KK) once said: Non-mainstream is the future. ?.

He said, "If a small company fights with a large company, it should not fight from the front, but must fight from the flanks." ?

Regarding emerging technologies and products, he said:

?Disruptive technologies often come from non-mainstream, and they have something in common: at the beginning, they all The quality is so poor that you can completely ignore it.

No one knows whether it will succeed, the profits are very low, and the market is very small. These characteristics of low quality, high risk, low profit margin, small market, and non-provenness are the keys to the future. ?

Regarding edge markets and customers, he said:

?Disruptive competition comes from the edge, not the center. Marginal areas are not a very good market, with low profits, unreliability, a small market, and high risks, so no one competes. Some start-up companies can only go to peripheral markets because of lack of money and cannot enter the central market.

However, these fringe forces will expand more and more, eventually subverting the entire industry. So, if you want to compete with the giants, don’t go head-on, but find a new angle and go to the edge markets, because that’s where you have the advantage. ?

KK often gives the example of a sailboat.

Before the steam engine appeared, sailing ships dominated the world. KK said: When the first steamship appeared, everyone would laugh at these steamships as ridiculous, funny and inefficient. They break down often and then cost a lot.

People call them toys, and they are toys because they are useless. But one thing they did that those sailboats could never do was they could swim upstream. ?

Everyone knows the subsequent story. The steamboat overturned the sailboat.

KK said in a recent speech, "The greatest product in 20 years has not yet appeared today!"

I give you a message from a philosophical perspective: "Mainstream" It will eventually fall, and heresies will rise. ?

If your company starts to build buildings, starts to establish a reputation, and some people start to say that your company is already a mainstream company in the industry, then the implication is that your company has begun to die. Philosophically speaking, it must be like this, it flourishes and then declines.

Post-90s culture is still non-mainstream culture, but what the post-90s generation pays attention to is what we really need to pay attention to.

If your company has become mainstream, you must start to attack yourself from the fringe market. That is the only chance for large companies to survive.

Let’s look at the ten years from 1973 to 1983. 350 of the Fortune 1000 companies were squeezed out of the list by new companies.

From 2003 to 2013, in the past ten years, as many as 712 Fortune 1000 companies were kicked off the list! Large companies were quickly pushed off the altar, and the speed at which they were pushed off the altar was shocking.

There are no long-lasting enterprises in this world. From this point of view, large companies will definitely decline. This is a dilemma that large companies cannot break through even if they understand it.

So there is always an opportunity to start a business.

It is better to regress than to progress

Let’s talk about another angle of thinking: progress and conservatism.

The core spirit of sustainable technology is progressivism, while destructive innovation, on the contrary, is conservatism. When you compete with big companies, you definitely don't want to be more progressive than them. I suggest you be more conservative than them.

Sustainable technology is technology-based innovation, and its core is better, higher, faster, and stronger. This is the theory of progress. In order to maintain their leading position, many companies will strive to develop more competitive products.

But what these companies don’t realize is that as they compete in higher-performance, higher-margin markets, they are chasing high-end markets and improving product performance faster than the actual needs of their regular customers.

In the process, these companies have created a market for low-price products, and competitors using disruptive innovations can just take advantage of it. I am not better than you in terms of mainstream performance, and in terms of mainstream performance, I am not better than you. Emerging technologies seek breakthroughs, rather than progress, it is better to retreat.

There is an interesting point in "The Singularity is Near": the achievements of the past two thousand years are equivalent to the achievements of the 20th century, the achievements of the 14 years before 2014, and the achievements of the seven years after 2014. . Technology will accelerate progress.

This view is very similar to a philosophical view of Teacher Wang Dongyue. Teacher Wang Dongyue said:

First, our entire organism evolves at a one-way acceleration from low-level to high-level;

Second, the more primitive and low-level stages are The more stable it is, the more advanced and advanced the stage is, the more turbulent and unstable it is.

Why does the higher the level, the more turbulent it becomes? Let’s take a look at human history.

The recorded agricultural civilization lasted for 5,000 years, and the industrial civilization lasted for 400 years. But I think that if we have now entered the Internet civilization, the Internet civilization will not last more than 100 years.

The evolution from low-level to high-level is one-way and accelerated. The more primitive stages are more stable, while the more advanced stages are more turbulent.

From a micro perspective, the foundation is becoming less and less lasting. AT&T was the industry leader for 65 years, IBM for 25 years, Microsoft for 15 years, and Google for 7 years? It’s getting faster and faster.

The average lifespan of high-tech companies in the United States is 7.6 years, and the average lifespan of high-tech companies in China is 3.3 years, and this data in China is from 8 years ago.

The latest data on the average life span of Chinese high-tech enterprises is 1.8 years, which is sensational!

Introducing high-dimensional things into the low-dimensional market

From this, we Three ways of survival are guided.

The first way of survival is to cultivate tradition and compete in a low-dimensional market. The advantage is stability and slow cyclical changes.

The second way of survival is to follow and lead the explosion of technology. This is to compete in a high-dimensional market.

The third way is to mix and match, mixing high-dimensional and low-dimensional, and introducing high-dimensional things into the low-dimensional market.

Many companies adopt the first and second ways of survival, while disruptive innovation is the third way of survival. I don’t encourage blindly pursuing the latest and greatest technology. I encourage introducing the best things into areas where competition is relatively low.

It took Huawei and Lenovo 30 years to become the world's top 500 companies. They adhered to the low-dimensional traditional industrial era; as high-dimensional Internet companies such as BAT pursue high-end technology, they have become the world's top 500 companies. It only took 15 years to become a Fortune 500 company.

We have seen another example: Xiaomi is about to become a Fortune 500 company in less than 5 years. Xiaomi is a dimensionality reduction attack. Why do you say that?

These are actually two value networks. Compared with the Internet value network and the mobile phone value network, it is in a higher dimension. Now it seems that Lei Jun has created many miracles, but he lost when he fought against Internet companies in the Internet industry.

His Kingsoft anti-virus product lost to 360 Antivirus, his e-commerce business lost to Dangdang, and in the mobile field, his MiLiao product also lost to WeChat. In other words, Lei Jun is not top-notch in the pure Internet circle.

Lei Jun’s best thing is to introduce high-dimensional things into the low-dimensional market to compete. This is called dimensionality reduction.

Diao Ye is also a very popular person in the Internet circle. He has founded three companies. The first one was Afu Essential Oil, which became a 1 billion yuan company in ten years. The second company, Diaoye Beef Brisket, used Internet thinking to build restaurants and became a 1 billion yuan company in just three years.

Now he starts to do O2O, manicure project Helijia. Helijia is an example of introducing mobile Internet into traditional industries. It only took 7 months to achieve a valuation of 1 billion yuan.

Mr. Diao said a very classic saying: I am a second-rate talent, but I entered a third-rate industry, and I hope to become a first-rate enterprise. This is dimensionality reduction.

Fu Sheng also said something similar: think with the Internet and do things away from the center of the Internet. Internet thinking is the highest-dimensional thinking today, and things far away from the center of the Internet are traditional industries. For traditional industries, this is such a sentence that stings our hearts!

Inspirational articles suitable for enterprises: How HR improves team morale

In the era of team fighting, the office The execution ability of each person determines the level of the entire department. As an HR director, in addition to working on your own professional skills as always, you also need to consider how to improve the capabilities of your subordinates.

As HR, what can we do to improve the execution ability of our subordinates?

Different people will have different results when executing the same thing; the same person will have different results in different periods, different environments, and There will also be differences in execution capabilities. How to judge the level of execution? Just like the corn that is abundant in our north, the seeds are planted in the black earth in spring. By autumn, we will know whether this year's harvest is good or bad. Practice gives the most sincere answers, and practice interprets the most real cases.

The creation of execution depends on the corporate environment, and the enterprise platform is fertile soil for the creation of execution. In addition to considering how to create a small closed loop of HR team execution, HR directors also need to cultivate a good foundation for the execution of other departments of the company. For example, how to incorporate team execution into performance appraisals, and how to establish a team execution mechanism? The HR director said Compared with other department heads who do need a bit of this split personality, the human resources director is indeed more than just an ordinary supervisor.

What can supervisors do in the process of building the execution ability of their subordinates? What they do will determine what kind of execution ability their subordinates will have. The King of Chu had such a thin waist that many people died of starvation in the palace.

Bole’s heart.

To build team execution, the first thing a supervisor can do is to have a bole heart. A bole heart is a heart that persistently pursues excellence and is good at discovering the subtleties of subordinates. Bole was a declining aristocrat of the Jin Dynasty. He was good at horse-reading. Han Yu said: "Thousand-mile horses often exist, but Bole does not always have them." This further deepens people's respect for Bole. Is the process of building execution ability the same as that of Bole's horse-drawing? A thousand-mile horse also requires Bole to discover its excellent potential and know how to train a thousand-mile horse. In the end, only then can a person win a thousand-mile horse. The leadership ability of the team leader is the shortest board in the barrel. To a certain extent, the short board of the team leader is the key to improving execution.

The heart of management.

The case focuses on building team execution capabilities.

In the field of management, the English equivalent of "execute" is "execute", which has two main meanings. One is: "to do something that has been carefully planned (using knowledge as distinguished from merely possessing it)"; this meaning It is closer to this case and emphasizes the implementation of the plan. To ensure execution efficiency and effectiveness, the supervisor cultivates the team's working habits of making plans in advance, providing frequent feedback during work, and summarizing afterwards. The heart of management is the self-identification of the supervisor's role as a manager and the establishment of self-management awareness among team members. Management is a process that requires the management object to understand and implement the opinions and ideas of the management subject. Therefore, the process of improving team execution is a process for the team leader to improve the self-management awareness of team members.

Execution ability includes individual execution ability and team execution ability. An individual is like a drop of water, and the team is like the ocean. Only when the water droplets melt into the ocean will it not dry up; only when the individual execution ability matches the team execution ability can it surge forward. Inspirational articles suitable for enterprises: A senior executive’s reflections on business management

1. Fines are useless

For a low-level supervisor, fines are useful. It is useless for a senior executive to fine his subordinates. Because subordinates are not machines, especially when you are not in charge of some employees who are doing things, but the supervisors at the next level. The effect of fines is very low. Everyone seems to think that after a fine is imposed, the other party will definitely bear some responsibility for fear of the fine. In fact, this is taken for granted! A senior executive must understand that what he wants and what others want are two different things. What you think is OK, your subordinates often think is not OK. When it comes to fines, the mentality of many subordinates is, just fine them. I’ve already fined them, what else do you want me to do? They don’t take the lesson to heart at all.

2. There is no difference between democracy and meanness at all

Democracy means actually listening to the opinions of the majority of people; being mean means actually listening to the opinions of a small number of people. On the surface, it seems that democracy is safer. Not really. We must recognize the fact that most people are stupid, and only a few people are smart. Therefore, if a senior executive believes that management must be democratic, basically he will not be able to do much. But if a person is mean about everything, he can't do anything. Therefore, a senior executive must have a reserved temperament. You must understand that some things need to be put on stage in a democratic manner. Some things should be kept in mind and done in secret.

3. Talents are those who are disobedient

If a person is very obedient, this person is basically useless. Only truly talented people will support you. This is a law that has not changed for thousands of years. Really talented people are proud. He is not afraid of you firing him at all, because he is talented and can find a job casually. Senior managers basically don't have to worry about people who are obedient on a daily basis, because this kind of thing can be easily solved by lower-level managers. It's just a matter of following the law. What's the difficulty? The difficulty for senior managers is that they have to subdue them. These are truly talented people. This is the main job.

4. When looking at any problem, you must think deeply

A person who only thinks of Apple when he sees Apple is a grassroots employee.

A person, when he sees an apple, will think, whose apple is this? This person is a low-level executive.

A person who sees an apple will think, why is this apple here? This person is a senior executive.

A person who sees an apple and wonders whether such an apple is worth anything is the boss.

Senior executives need to be good at reading below the surface. Why are all employees afraid of you? Why are all employees very close to you? Appearance and reality are often completely different. Be good at thinking.

5. It is difficult to be a good person

It is actually very simple for a person to be a bad person. Only people with little ability will become bad people. Only those who are capable try to be good people.

Being a bad person without any scruples, yelling at anyone, and forcing employees to work is nothing more than a cruel heart and a loud voice. Xiang Yu is such a person. People with military geniuses like Xiang Yu fail in the end because of his "bad guy" temperament. As a boss, if your senior executive is such a bad person, you have to be careful that the company will be destroyed by him, because all the talents will be lost. Be careful of people like this who are incompetent but domineering. A senior executive is good at being a good person. It's hard to be a good person because if you are nice to one person, everyone wants you to be nice to them too. Bad people don't have such worries. If you treat someone badly, everyone will think, "Don't treat me badly." So the bad guys are simple.

6. Be good at considering the overall situation

Senior executives must always understand that when it is your turn, there must be big problems that are difficult to solve. problem. Although it may seem very simple on the surface. Because there are some lower-level supervisors below you, and the lower-level supervisors do not easily report things to the higher level because you will question and blame them. Therefore, a senior executive must consider multiple factors when making any decision. Why do you do this? Is there a more appropriate method? If the company has regulations in this regard, why do the lower-level managers not follow the company regulations but upload them to the higher level? Are the company regulations inconsistent with the actual situation? What are other people’s opinions on this matter? How is it? Everything needs to be considered. It’s not just about following a script. That's a stupid supervisor's approach.

7. Be able to answer the following questions well

1). Three people came over. There was a fat man, a thin man, and an average man. Who among the three people is the one? Most likely the boss.

2). Five people came over, including a fat man, a thin man, and average people, No. 1, No. 2, and No. 3. Among the five people, who is most likely to be the boss?

3). When a coin is thrown into the air and it falls, what is the probability that it will be heads?

4). You leave your job and jump to a company that is smaller than the original company but provides better services. A company with relatively high salary and position. Your original company will give you a certificate of "Excellent Manager". How do you think your original company feels about you?

5). Your boss told you this morning: The company's finances are in danger and it may not be able to sustain it. In order not to waste your time, I will introduce you to a better company. What do you do?

8. You must be good at learning and discovering

This is not only a requirement for senior managers, but also for lower-level managers. It's just that an executive is like a person sitting in the middle of a row of seats at a movie. If he gets up to use the toilet, everyone around him will get up with him. But when the person sitting at the edge goes to the toilet, almost no one will be disturbed. , there is no other reason. The position of the executive determines the consequences of doing the same thing. Back to business. If a grassroots manager is not strong enough to learn and discover the strengths of his subordinates in a timely manner, the impact may not be too great. Perhaps he can still lead his team across the battlefield. But as a senior manager, if you lack the ability to learn and discover the highlights of your employees or subordinates in a timely manner, the impact on the team will be fatal.

If a team or an enterprise wants to develop rapidly, a sunny and positive attitude is essential. And discovering the bright spots and strengths of your subordinates at any time and in a timely manner is a good way to convey a sunny mentality. Maybe just a simple sincere compliment would move his subordinates to tears. Uncle Liu Huang gently put Adou on the ground with his long arms and said to Zhao Yun: How can this kid harm one of my generals? With just one action, Zilong was devastated for the next 50 years. Why not.

9. Tenacity, tenacity, or tenacity

This is a topic that everyone with a little common sense knows. They all know that they must be tenacious to succeed. However, the reason why most people still just watch others succeed is because they only know the need for perseverance but don’t know how to be perseverant. If the worldview is correct, if the methodology is wrong, the goal will still not be achieved. Everyone has a psychological bottom line, but some people have a higher bottom line and some people have a lower bottom line.

How can I have the quality of perseverance?

It’s very simple. No matter how difficult the situation is on the surface, or how desperate the predicament is, you must try every means to find even the slightest possibility of reversal. I believe , this possibility is like water in a sponge, as long as you look for it, it is definitely there. Then this possibility is expanded and expanded through operable plans, and exports appear. All of this depends on the tenacity of managers. In this regard, Shi Yuzhu's beautiful turn is a very good footnote.

The following is the author’s analysis of these management perspectives when I posted.

1. Why not impose a fine?

If your subordinates are a group of grassroots employees, you must not only punish them, but also punish them clearly and clearly. But when you are in a senior executive position, as the general manager and your subordinates are a group of department managers, you will understand the disadvantages of fines. If you are a child and you make a mistake, your father will chase you all over the street and beat you, but when you become an adult, your father will not do this. Because of your role, your identity is no longer the same. If your father chases you all over the street and beats you again, you should stop being a human being in the future.

Each department manager is no longer an individual; his honors and faults belong to the entire group. If our national representative is insulted by a foreign country today, it is by no means his personal matter. If you scold your HR manager in front of everyone in the company today, he will be fined two months of his salary. In 80% of cases, you will receive his resignation letter the next day.

For a grassroots employee, small mistakes will be punished and big achievements will be rewarded. For a senior employee, he will be punished only for major mistakes and rewarded for small achievements. This is an expression of the art of balance. And for a manager, either you don’t punish him publicly, or once he is punished, you might as well just resign.

For a person to be your department manager, he must have advantages that exceed others. And this advantage is difficult for others to replace, otherwise why would you let him be a department manager? However, the higher his position, the more mistakes he may make. Because all problems in this department are his problems. It is his problem that he makes wrong decisions, it is his problem that he does not execute well enough, it is his problem that his employees make mistakes in execution, it is also his problem that the employees do not cooperate, it is also his problem that the employees are incompetent. He took on all of the division's problems. If you really want to be punished. All our executives are not getting paid.

One of Matsushita’s rules of conduct is: only scold his manager in his own office. He was scolded furiously in his own office. When he leaves the office, he will be treated with great courtesy. In front of his employees, he will be encouraged and his employees will be proud of him. And let him work hard for this face.

A person’s ability to withstand punishment and honor is completely different depending on his position. If you praise a department manager for his hard work, he may just say haha. A junior employee, if you praise him for his hard work, he will not be able to sleep the whole night.

Many things in this world must have multiple standards.

You can’t ask Les to know how to cook, but if it were your wife, you would think that she should learn to cook.

If you still can’t see this clearly. Maybe you are too naive.

2. Who is the boss?

Personally, I think there will be many answers, just justify yourself. I will give my own opinion based on one condition: fat people are capable people, and thin people are They are people with weak ability, and the average person is between the two:

1) Three people came over, a fat man, a thin man, and an average man. Who among the three people is the most capable? Maybe the boss.

The average person is the boss. The reason is that there is no water for three monks in a team. This requires a person whose ability is between too strong and too weak to use different strategies to reconcile the two. relationship, coordinate the ratio of forces, and make the best use of people to form a team centripetal force.

2). Five people came over, including a fat man, a thin man, and average people, No. 1, No. 2, and No. 3. Among the five people, who is most likely to be the boss?

The fat man is the boss. The reason is that there are many average people in the team as the middle force, and an iron bowl figure is needed to make decisions and lead everyone.

3) When a coin is thrown into the air and falls, what is the probability of heads?

Different conditions lead to different answers: For example: if a coin lands heads, If you throw it straight up and it lands on the sand, then it's 100%; if you throw the coin with random rotation and it falls to the ground, then according to statistics, in the long run it's 50%.

4). You leave your job and jump to a company that is smaller than the original company but offers a higher salary and position. Your original company will give you a certificate of "Excellent Manager". How do you think your original company feels about you?

The company believes that your resignation is because your ability is not recognized, not because of salary.

5). The boss told you this morning: The company's finances are in danger and it may not be able to sustain it. In order not to waste your time, I will introduce you to a better company. What are you going to do?

I would say that I am willing to work hard with the company *** and persist until the last moment.

In fact, these two questions are just a psychological trap. When you are engaged in business and management. You will always encounter various situations, and in many cases you do not have complete or sufficient information to support your decision-making. What would you do in this situation?

If you choose to make a decision based solely on this information in this situation. You are taking a risk. Worse, you are gambling.

If you haven’t clearly seen your surroundings, the best way is to stay still and look for more information that can support your decision. Moving is more dangerous than not moving. Because no matter how bad your past decisions were, they will not be worse than the decisions you made randomly.

Many people do not have enough definitions and appear even more panicked when faced with panic. Especially when others put pressure on them, they are more likely to choose a gambling-style decision. This is the most dangerous situation.

3. Why are talents disobedient?

In fact, such a thing is very simple, you only need to put yourself in their shoes and you will know. Why are talents disobedient? Or appear to be disobedient? Because they have different opinions, it’s that simple. Why do talents always seem to have objections to your opinions? Because he may have seen the shortcomings in your opinions. If what he sees is not as good as yours, what kind of talent is that? Can such a person actually help your company and your business improve? This is a question worth pondering.

A person sees what you can’t see and is willing to tell you, not wanting you to continue your mistakes. Such people are considered talents. So he will appear disobedient and incapable of execution.

For a person, what you see can only be seen after you tell him. What kind of talent is this kind of person? How many people, how many people who are obedient and have high execution ability. When encountering changes or difficulties, I feel helpless. This is the result of my observation for a long time. If you have people like this under you, it will be no different than fighting alone.

In fact, this kind of thing can be understood very clearly logically. It's just that people are too accustomed to accepting other people's wrong ideas. But I didn't think about whether there was something wrong with the logic.

Many people may think that being able to do things is considered a talent, but I don’t agree with this view. In this case, there will be an overflow of talents. Zhuge Liang is a talent, and Zhang Juzheng is a talent. What kind of undergraduate or master's degree graduates? They don't understand anything when they come out, and they talk a lot but it's useless. What kind of talent is that? To me, talent is someone who thinks at the same level as you. Without thinking at the same level as you, he will not be able to fully understand your ideas and will not see the shortcomings in your ideas.

The above are 3 inspirational articles suitable for enterprises that I have carefully compiled and recommended for you. I hope you will like them.