My thoughts after reading "Enterprise Evergreen"

After reading a famous book, everyone must have gained a lot and need to write down their thoughts after reading. So do you really know how to write a review? Below are my thoughts on reading "Business Evergreen" compiled for your reference. I hope it can help friends in need. Thoughts after reading "Business Everlasting" 1

I bought the book "Build to Last" a long time ago. It was a translation edited by Zhenru Translation and reviewed by Yu Lijun, who is a translator of economic management books that I am familiar with. I have read many of his translations of management and marketing works. When I carefully read this book, I felt familiar with the content written in the book. It was not because I had seen books with similar content there, but because I had been engaged in management consulting and business research for many years. A certain feeling resonated with the content and findings in the book.

I feel amazing that I can have the same views as the author of the book, because in the management world, the author of this book is said to be a very famous so-called "everyone". Since he is a "everyone" It’s natural to have high opinions, and I am just a person living in a small town in China. I am not knowledgeable, not high-level, and not well-known, but I can learn from the insights of these so-called management masters. At the same time, it can be seen that the research methods and ways of thinking I use are scientific. That is to say, no matter who you are, whether your level is high or low, whether your reputation is big or small, as long as you follow that set of methods , use your own diligence and seriousness, put a certain amount of effort into the collected information and materials, read, analyze, research and think, you can find some common things from them, this thing has a certain The so-called principles or laws of universality.

Frankly speaking, I also want to do that kind of research, do that kind of research in China, make an abstract summary of the development of Chinese enterprises over the past thirty years of reform and opening up, and find out what others have done. There are some principles and warnings that they can rely on so that they can make their business better and more exciting, or at least avoid detours. However, there are too few such studies in China. The ones I can see lack some depth and logical power. And our business community generally lacks interest in supporting this type of research. It’s relatively easy to talk about funding. The most important thing is that companies generally won’t open their data and information to you, including allowing arbitrary interviews with their personnel, unless under certain special circumstances, like Ling Zhijun, who can compare Feel free to browse Lenovo's archives and interview Lenovo personnel.

However, the research I am talking about is not limited to the research of a certain company, but at least like the two authors of "Built to Last", to understand more companies and more history. and more relevant people. Although the history of Chinese enterprises is still very short, it is difficult for us to summarize anything of long-term significance based on such a short history. However, it is better to study and summarize than not to study and summarize. There are always more people thinking and studying such issues. It is better than less. It is better to think deeply about these issues than to think too superficially. It is better to think more comprehensively about these issues than to think too one-sidedly.

As we all know, our business management theory research seriously lags behind business management practice, and our business management theory is far from being a good guide for our business management practice. Although Western business management theory is much more mature than ours, it is, after all, a system summarized under different cultural backgrounds. There are still many inconveniences in using it that are not acclimatized to the environment. Although there are management consulting services to conduct Some transformation and cultural rooting work, but after all, there is a huge gap between the actual workload required and the actual research strength of China's management consulting. Although many financial journalists have joined, the depth of the research on the problem is not yet actual improvement.

If management practitioners in the corporate world are allowed to directly read those Western management classics, apart from being comforted by their appreciation of logic and familiarity with management terminology, the practical benefits will be limited after all. We lack basic understanding and research on our own culture, let alone management research based on this culture, let alone research on management models and management philosophical thinking based on the world's multicultural background. Our corporate management practices seriously lack profound philosophical reflection based on culture, and therefore are still far from maturity.

Our maturity and sophistication in business management need the support of such management research. We need the support and guidance of such management research based on the Chinese cultural background. This is the task that lies before all those who care about and support this work. Not just management consultants and management scientists. Thoughts after reading "Business Everlasting" 2

I remember that Tsinghua University once emphasized in teaching activities: it is not to give students prey, but to teach them how to hunt. This is exactly what American management scientists James C. Collins and Jerry I. Porras told us in their book "Built to Last". As the author himself says, "This is not a book about capable, visionary leaders, nor is it about visionary product concepts, visionary products, or visionary market analysis, nor is it about the vision of owning a certain company. The issues discussed in this book are more important, long-term and real. This is a book about forward-looking companies. "This book discusses many aspects that we usually ignore or even misunderstand in business management. The book thoroughly criticizes 12 myths that have long misled everyone about the long-term survival and development of enterprises. From the perspective of business management, the book "Built to Last" is truly unique. This brings us to my country's IT technology service industry. From the perspective of the entire industry, it did not take a long time to develop from scratch, but during this period, practitioners experienced too many great joys and great tragedies. In the market economy, the life and death of enterprises has become a landscape. However, due to the great waves, some enterprises, even some that were once good, disappeared, while other enterprises continued to prosper. The secret of this can be easily obtained by comparing it with the book "Built to Last".

When I was thinking deeply, what I felt most deeply was whether and how to determine the core concept of the enterprise. Aren’t those enterprises that have been eliminated by the market lack the correct core concept? Most of today's companies will flaunt their corporate culture in an arty way, and they will also compile a few core concepts of the company. But often these things cannot withstand the scrutiny of time and the market, or cannot be sustained. The author of "Built to Last" tells us that the core philosophy of a company cannot be created or formulated, but needs to be discovered. Rely on introspection to find the core idea. The core idea must be sincere and honest. You cannot make up false ideas, and you cannot rationalize ideas. You must passionately support the core values ??and purpose from the bottom of your heart, otherwise it is not the core idea, and you must insist on the core idea like a paranoid. The book also clearly tells us the essential difference between core concepts and strategies, that is, core concepts must be adhered to at any time and in any environment, while strategies can be adjusted as the market environment changes. As a company that hopes to exist for a long time and is far-sighted, it should have higher pursuits in addition to profit. Just like HP's "respect and care for every employee", Wal-Mart's "exceed customer expectations" and Merck's "we are engaged in the business of saving and improving life" and so on. On the contrary, our companies are too focused on short-term interests and eager for quick success.

Driven by such a mentality, companies may be able to achieve temporary success for a period of time, but with the impact of drastic changes in the market, those who do not have the core concept of why the company exists or do not persist in adhering to the concept companies will inevitably be eliminated. Objectively speaking, having a core philosophy does not necessarily lead to a visionary company, but a visionary company must have a core philosophy, and this core philosophy should be an educational culture. This is like a war. Tactics must pay attention to the enemy. As the market changes and fluctuates, companies must adjust their strategies at any time. In terms of strategy, there should be a belief in victory and an ultimate pursuit that transcends temporary victory and defeat. The extraordinary development of the information technology industry in recent years has made many practitioners, including corporate leaders, impetuous and speculative to get rich. Take IT service companies as an example. We lack in-depth thinking about the reason for the existence of the company and focus too much on the technical level. As market competition intensifies, companies often fall into confusion, and the development of enterprises loses direction and motivation. The book "Built to Last" has given us a good revelation. We really need to think carefully about the reasons for our existence and development. Some people may think that discovering the core philosophy of a company is a retreat process. Yes, this is indeed the case. This kind of theoretical retreat has always been necessary.

The author lists some core concepts of forward-looking companies. One of the rules is that they can guide and motivate employees, comply with the needs of human nature and must transcend the pursuit of corporate profits. Enterprises, like people, always need to comply with the rules, rather than existing in "specificity and mystery". The book "Built to Last" provides novel insights and opens up our thinking space.