How do enterprises move towards Excellence

The main reason why most enterprises don't live long is that there are defects in their systems and functions. This is mainly manifested in the following aspects: the congenital deficiency of enterprise establishment, the limitation of industries and products, the limitation of regions, the limitation of financing channels, the limitation of lagging management, the limitation of sales and marketing system, the limitation of organizational function defects, the limitation of salary system and incentive mechanism defects, the limitation of enterprises' lack of long-term sustainable planning, the limitation of entrepreneur trap and family trap, etc. Secondly, it is the restriction of the humanistic quality of enterprises. This is mainly manifested in the constraints of cultural factors: the quality of enterprise leaders, the concept and ability of enterprises, the pursuit of goals and so on. These constraints have also produced various internal conflicts such as "veteran" and "newcomer", boss and professional manager, entrepreneur and enterprise, collective goal and personal goal. Figuratively speaking, it is because the IQ, EQ and adversity quotient of enterprises are not high enough that most enterprises are on the verge of extinction in adolescence. The Tao and Technique of Excellent Companies' Sustainable Growth Throughout ancient and modern times and at home and abroad, the sustainable growth of excellent companies always develops in the balance of Tao and Technique. Accordingly, the cycle of Tao and technology affects excellent enterprises. In enterprises, Tao refers to the basic concepts and core values of enterprises such as social mission, business philosophy and management philosophy. It constitutes the upper part of generalized strategic planning, and they are the guiding ideology for the top management of enterprises to formulate business strategies, business strategies and various management systems; It constitutes the core competitiveness of enterprises. If it is missing or weak, under the increasingly fierce market competition, enterprises will easily become at a loss and may be ruthlessly eliminated by the economic tide. Rand Company of the United States has spent 20 years tracking 500 world-renowned enterprises and found that all the enterprises that have remained unchanged for a hundred years have a common feature. They always adhere to four values: 1. The value of people is higher than the value of things. 2. Common value is higher than personal value. 3. Social value is higher than profit value. 4. User value is higher than production value. In enterprises, technology refers to the actions taken by enterprises to realize or complete the vision and mission put forward by Tao. By formulating these strategies, enterprises provide clear action programs and methods for employees and provide goods and services to the society. If an enterprise does not formulate its own business strategy according to the market development trend, it will be difficult for it to provide goods or services that satisfy consumers, which will eventually make it difficult for it to gain a foothold in the market. Excellent enterprises often pursue corporate interests under the premise of assuming social responsibilities, thus promoting healthy social competition. The three-dimensional incentive mechanism of "gathering justice and benefiting benefits" is the core driving force for China enterprises to excel. The concept of justice and benefit is the essence of Confucianism and the core of China traditional culture. Its most fundamental proposition is "the unity of justice and benefit". Confucius said "See Si Qi" and Mencius said "Pay equal attention to justice and benefit", both of which regard justice as an important value orientation. Under the influence of this cultural thought, the business ethics of "trade doesn't bully the three public interests, fairness and justice take rich wealth" was formed in the traditional culture of China after the Song and Ming Dynasties. Shanxi merchants, the most respected in the history of China, put forward the honesty concept of "repairing with righteousness and repairing with fame". The so-called righteousness of Confucianism refers to the interests of the whole, the nation and the country. For enterprises, it is emphasized that there are ways to make money, and that self-interest does not harm others. The so-called interests of Confucianism are neither money wealth interests nor rights interests in a narrow sense, but broad and long-term interests. Confucianism believes that "if you are honest, you will know the honor and disgrace, and if you have enough food and clothing, you will be polite and righteous." From this point of view, in the development of market economy, everyone pursues personal interests and every enterprise pursues profits, thus forming an internal dynamic phenomenon to promote economic development. In the process of pursuing benefits, many management practices tell us that economic development and enterprise growth also need to emphasize the Confucian righteousness, and pursue the combination of profit and serving the society, so as to achieve the unity of righteousness and benefit. This also fully shows that excellent enterprises do not take profit as their sole goal, but the final result is much higher than that of ordinary enterprises. From the perspective of cultural management, it is generally believed that western enterprises with the most rigid institutionalized management have done better in humanistic management and spiritual encouragement, which shows that the encouragement of corporate culture is a powerful supplement to material encouragement and will greatly improve the effect of material encouragement. Therefore, enterprises should establish an effective and powerful three-dimensional incentive mechanism to serve the development of enterprises. "Righteousness gathering" means using the concept system of corporate culture spirit to unite and motivate employees, and "benefit gathering" means using the benefit distribution mechanism to unite and motivate employees. The close combination of the two will have a great impact. At present, it is very important for China enterprises to do a good job in the integration mechanism of "veterans" and "newcomers". At present, many enterprises in China are in the formation stage of corporate culture, and various internal conflicts are concentrated, including the conflict between "veteran" and "newcomer", the principal-agent problem between owners and operators, and the conflict between collective goals and personal goals. It is urgent to use corporate culture concept system and common goal system to guide the thinking and personal goals of the whole company. Because enterprises, like people, need to constantly realize their own development needs, and it needs more social elites to join. Accordingly, the original employees and franchisees of enterprises should also pursue self-realization. It is necessary to form such an idea in the enterprise as soon as possible: for the old employees who understand the corporate culture, they should pay more attention to the overall interests of the enterprise, accept new employees with a good attitude, help new people grow up, and actively seek, cultivate, support and recommend people with high quality and strong ability when their personal status and interests are greatly challenged. Newly introduced high-quality talents should also carry forward the spirit of teamwork, actively integrate into the corporate culture, take the initiative to run in with old employees, and learn from their good professionalism and work experience with an open mind. To this end, it is particularly important for enterprises to do the following work well: First, enterprises should form a mature and personalized cultural system, and form cultural resonance through cultural landing and deep planting, so that employees can improve their ideological realm and consciously regulate their behavior, and they can focus on the overall interests of enterprises and realize that without the development and overall interests of enterprises, there will be no personal development and interests. Secondly, enterprises should also form the following concept: only those who have team spirit, consciously integrate into corporate culture and can get along well with old employees are the talents that enterprises need. Of course, this should also form a guarantee mechanism from the aspects of rules and regulations, and be linked to employee promotion as one of the assessment factors. Thirdly, enterprises should consciously examine whether the recruits meet the standards of enterprise employment when recruiting, and repeatedly emphasize the concept and code of conduct of enterprises, the integration of individuals and corporate culture, teamwork and the beneficial running-in of new and old employees when training new employees. In short, enterprises need to attach great importance to the basic driving force of corporate culture if they want to avoid entering a weak period in a strong period, move towards another strong period, create new core competencies and form a wave after wave of growth.