How to improve the innovation management ability of enterprises

Some people say, "Experience is the foundation of innovation." I thought, "If you have experience to pave the way, then you can go."

Work is a step closer, and if you add your own innovation, it will be even more icing on the cake. "

At all times and in all countries, every inventor summed up his experience and lessons from failure before inventing one.

A new product. Edison said, "If you want to invent new products, you must have fantastic ideas for countless times."

Failure. "

Yes, Edison proved his argument himself! When people lived by candlelight, Edison

Just stand up and say, to invent a new thing called "electric light", everyone thinks he is talking nonsense, but

Yes, he just ignored it. Although he kept failing and falling down again and again, he never gave up and moved on.

Looking for books to read, he found many valuable experiences left by his predecessors that were not valued by others, so he borrowed them.

With the experience of others and their own experience and efforts, they successfully invented the "electric light".

Later generations were not satisfied, but borrowed Edison's "electric light" and his new concept and invented "nothing"

Shadow lamp has benefited many surgical patients and facilitated many doctors. So, if you want to break through.

It is necessary to borrow everything that can help you, so that you can avoid going astray a lot.

And realize your dream faster and better-self-creation!

It is impossible to borrow other people's "experience" and "achievements" without hard work. Take something from our magazine

Let's talk about articles first: Now many magazine articles are basically the same, but they have been completely changed.

It's just that magazines are boring to read. Now I seldom buy magazines because

They are all "borrowed" and there are too few self-created ingredients.

However, it is not necessarily good to rely entirely on self-creation. Don't think you are right just because you "took" something from others.

Remember others, we are just borrowing knowledge. Lu Xun, a great writer, didn't ask us to use "housemaster"

The spirit of "righteousness" is to learn from others' good things to make up for their own shortcomings. This is called "learning from each other's strengths". country

The same is true of China's policy. We should learn from the good strategies of other countries and formulate a suitable strategy according to our own situation.

China's national conditions, building a socialist country with China characteristics. Now China is making rapid progress.

Exhibition, to the world power. Other relatively backward countries also "borrowed" China's experience to make their own.

The country continues to make progress. ...

Borrowing other people's experience plus our own innovation is the best way for us to develop ourselves. So, for the sake of

If you want to improve your innovation ability, it is very important to borrow the experience and achievements of others! Closing the sword depends on how you use it!

Reduce opportunism with incentive mechanism

The most critical system for enterprises to achieve efficiency is the incentive mechanism. To clarify the importance of incentive mechanism, we must first understand the concept of opportunism.

The ownership and management rights of modern companies are separated, but opportunism is easy to appear. The emergence of opportunism has a process, first of all, we must clarify the various relationships in the company. The board of directors is the representative of the owner and has the right to entrust property management to others. Is the principal, the general manager is a professional hired by the board of directors to manage the enterprise, and is the agent. The two are principal-agent relationships. But the actual owner of the company is the shareholder, and the board of directors is only the representative of the owner. The board of directors is the agent of shareholders and the principal of the general manager, with dual identities. After the general manager obtains the management right of the enterprise, he entrusts it to different department managers. At this time, the general manager became the principal, the department manager became the agent, and the general manager also had a dual identity. After receiving the task, the department manager hands over the specific work to his subordinates, and the employee becomes the final agent and the department manager becomes the principal. The relationship between people in modern companies is a series of principal-agent relationships. The bigger the company, the more complicated the principal-agent relationship.

Customers and agents at all levels have their own personal goals, which are not completely consistent with the overall goals of the company. If there are personal goals between each layer of the principal-agent relationship, then cooperation is inefficient. Enterprises pay attention to the coordination among team members. To solve this problem, it is necessary to sign a contract between the principal and the agent, stipulating the rights, responsibilities and interests of both parties. All parties should act according to the contract, and it doesn't matter if their personal goals are different. As long as you abide by the contract, you have to work hard for the overall goal of the company.

The contract here refers to a complete contract, that is, both parties to the contract fully understand each other and have complete information, but the reality is an incomplete information society, and the principal and the agent do not fully understand each other. Public information in information can be obtained by conventional methods, while private information cannot be obtained. Therefore, the signed contract is incomplete and cannot fully bind the rights, responsibilities and interests of both parties. An agent can engage in acts that are beneficial to him without violating the contract. This is called opportunistic behavior. For example, the number of banquets for the general manager cannot be stipulated in the contract, but the general manager has the right to entertain. He can often hold banquets under the pretext of work needs, and invite his friends and relatives to establish a close network. These people are useless to the company, only useful to individuals. This is called consumption and opportunistic behavior at work.

This phenomenon is very common in modern companies. In addition to senior managers, ordinary employees can also engage in speculative activities. For example, the number and time of going to the toilet will not be stipulated in the contract. In this case, employees can go to the toilet to smoke and chat for half an hour in the name of going to the toilet, which is also opportunism.

There are two ways to solve this problem: supervision and encouragement. The cost of supervision is very high, besides the actual cost, there are also psychological costs, which is a signal of distrust of the supervised person. Incentive mechanism is to closely link personal efforts, achievements and personal interests, so that people can automatically reduce opportunistic behavior. The incentive mechanism is mainly divided into two parts.

First, the general manager's incentive mechanism. In the company's incentive, the incentive to the general manager is the most critical link. Because the quality of an enterprise depends largely on the enthusiasm of the general manager. There are three main ways to motivate the general manager: first, the normal salary is not directly linked to the performance, but the labor paid by the general manager in his daily work; Second, dividends, focusing on short-term incentives, according to a survey, about one-third of the income of general managers of large American enterprises comes from dividends; Third, stock options. Two-thirds of the income of general managers in many enterprises comes from stock options. The stock price of an enterprise fundamentally depends on the profitability of the enterprise, and stock option belongs to venture capital, which closely links the risk and income of the enterprise with the efforts of the general manager himself. If the company's stock rises well, the general manager will make more money. If the company's stock falls sharply, his appointment to buy stock options will be ruined. This method focuses on the long-term motivation of the general manager.

Second, the way to motivate employees. In addition to piece rate, there are three kinds of institutionalized incentives for employees.

First, efficiency wages. General wage is called market wage, which is the wage level determined by labor supply and demand in the market. Efficiency wage is a kind of wage higher than market wage, which can bring higher efficiency. 19 14 the market wage of American auto workers is $2.34. Ford raised the company's salary to $5, which is an efficiency salary. Its efficiency improvement is reflected in three aspects: first, Ford has recruited the best workers to ensure work efficiency; Second, workers work hard and reduce opportunistic behaviors. Opportunistic workers are in danger of being fired If an individual only gets 2.34 yuan, he is not afraid of being fired. Anyway, it's still the same price to go to work elsewhere. He will cherish the salary of five yuan and work hard; Third, the mobility of workers is small, and workers have a training adaptation period from entering the factory to taking up their posts. If the turnover rate is high, it is necessary to continuously recruit and train, resulting in low work efficiency and increased costs. The implementation of efficiency wages, workers are willing to work in this enterprise, and the turnover rate is small, which is very beneficial to the factory. Henry. Ford later said in his autobiography that the implementation of efficiency wage is the most effective means to improve efficiency in his life.

Second, employee stock ownership. There are two ways of employee stock ownership plan: first, the enterprise sends shares to the key managers and technicians of the enterprise. This practice is exquisite. The first step of sending shares is only the dividend right of enterprises, which is also commonly known as performance shares. You can participate in corporate dividends every year, but the shares cannot be transferred. Once you leave the company, the shares will disappear automatically, and the company has the right to take back the shares at any time. However, the disadvantage of this method is that the incentive is not strong enough, so the general company will stipulate that if a series of requirements are met within a certain period of time, a small number of performance shares will be converted into company common stock and become personal property, so that the enthusiasm of employees will be improved; The second is to let employees buy shares. Give employees corresponding discounts when purchasing. For example, if employees can't pay a large sum of money at one time, they can gradually deduct it from their salary every month. Such purchased shares can enjoy all the rights of ordinary shareholders. This is a very important incentive system, which has existed in China for a long time. The typical representative is the Shanxi merchants' bank number. The reward system implemented by the bank is called the stock system. Banks' shares are divided into two parts, one is called silver shares, and the other is called body shares, which is what we now call human capital shares. After the apprentice becomes a full member, he mainly pays dividends by shares. People at all levels continue to increase the number of shares according to their working years, experience and status. Therefore, the rules of Shanxi merchants' ticket number are very strict, but the guys are very active and efficient.

Third, the sharing system. The income of all employees in an enterprise is directly linked to the quality of enterprise management. Workers' wages are divided into two parts, one is called fixed wages and the other is called dividends. The quality of dividends depends on the quality of the company's operation.

Attention items of motivation

Incentive mechanism is the most complicated in enterprise system design, so we should pay attention to the following problems.

First, proceed from the reality of the enterprise. There is no fixed model of incentive mechanism, and every enterprise should create its own incentive mechanism according to its own conditions and reality. In the 1960s, Japan's economy developed rapidly, and Americans sent economists and management experts to inspect Japanese enterprises. As a result, they found that Japanese enterprises with high efficiency generally adopted the sharing system, so the United States followed suit, and some enterprises also implemented the sharing system. As a result, all enterprises that implemented the sharing system closed down. Why does the sharing system work in Japan and not in the United States? The reason is that the specific situation in the United States and Japan is different. The Japanese have a strong collectivism, emphasizing that only a country can have a home, and only a home can have my concept. Employees regard the enterprise as their home. Under this cultural tradition, people often have a sense of belonging and identity to the collective. Sony employees will be proud of the company, and he is willing to associate his own interests with the collective. The traditional concept of Americans is individualism. God is the boss and I am the second. As a worker of General Motors, I am not proud. They think that GM is GM, I am me, I work for him, and he gives me money, clearly. If GM engages in a sharing system and asks employees to pay first and then get the money, they will quit. Japanese enterprises adopt the lifelong employment system. Under this system, the interests of employees and enterprises are closely linked, so he will pay more attention to the relationship between the collective and others. American enterprises adopt short-term employment system, so the sharing system is not applicable. Therefore, the results of the same system are very different because of the cultural gap between the East and the West and the specific conditions of the two countries are different.

Second, the combination of material incentives and spiritual incentives. According to the survey of economists, only 20% of people's happiness comes from money. For low-income people, money and happiness are closely related, while for high-income people, spirit is more important than money. Therefore, for ordinary employees, economic incentives are very important, and for many senior managers, spiritual incentives are more important. Spiritual encouragement is to create a corporate culture that makes people feel happy at work.

Third, openness and institutionalization. Incentives should embody fairness and justice, and the core of fairness and justice is that they are completely legal in procedure and exercised according to the system. For example, what kind of employees can receive shares, and under what conditions the donated shares can be converted into common shares, which must be realized through the system. At the same time, this system should be recognized by everyone, open and transparent, so that rewards and punishments will have an incentive effect. In some enterprises, the leaders have the final say. He thinks that good people are rewarded and bad people are rewarded. This just goes against the original intention of motivation. People who get the money will be happy, while people who don't get the money may be more disgusted, and spending money may not necessarily do good. If everything is done according to the rules, everyone will have nothing to say and the incentive system will be effective. Therefore, the incentive system should be approved by the board of directors first, and then discussed by employees. After most people approve it, they will decide and implement it.

Economics is a life-oriented science, which solves the problem of "choice" that everyone must face. For enterprises, economics can help managers find the direction of business decision. Since 1950s, the course of "Management Economics" has been taken as the core course by more and more foreign business schools and management schools, and it plays an indispensable role in the process of training and bringing up professional managers and business leaders.

To some extent, management economics has built a bridge between traditional theoretical economics and actual business activities. Why do general commodities have to be reduced in price to sell much, while luxury goods such as jewelry and famous cars are more expensive to sell, and there is no market? Why can large foreign enterprises keep high profits, while domestic manufacturers have to fight bloody price wars? If a competitor launches a new advertising or promotion plan, should we follow up? Through the course of management economics, you will be able to solve these problems by yourself.

In today's increasingly competitive and ubiquitous society, management economics is not only the necessary basic knowledge for business people, but also the learning and understanding of non-business people, so as to achieve the effect of knowing ourselves and ourselves. As long as the problem of scarce resources on the earth is not solved, managers can make more efficient decisions by using the principles of management economics.

Management economics is so important that we list it as the first compulsory course for excellent presidents. In this issue, we invite Professor Liang, a famous economist, to explain this course to you.