How to understand the value of corporate culture

Corporate culture is a cultural image composed of an organization's values, beliefs, rituals, symbols and ways of doing things. For the positioning of enterprises, enterprises are legal person organizations, first legal persons, and then organizations. The reason why an organization exists and grows is because the social value of a legal person is increasing, that is, it is first positioned as the value of a legal person, and then it is the carrier to realize the value. Therefore, the corporate culture we usually talk about is how to strengthen corporate organizations. In this way, its key is no longer to strengthen the sense of belonging in order to unite people's hearts, but to stimulate the sense of mission in order to improve efficiency, which is one of the inevitable results. The original root is that when an industrial society and an enterprise become the most basic units of society, individuals spend most of their time in enterprises, and corporate culture is an organic part of the social and cultural system. For a big society, what small groups advocate, what small groups encourage, what big society advocates and what small groups deny. China enterprises rarely really do a good job in corporate culture, because entrepreneurs don't really realize: what an important social responsibility enterprises bear-social responsibility is the function that enterprises provide in the social division of labor chain; It is the social responsibility of enterprises to provide employment opportunities to make more families happy, realize personal achievements and support the education of future generations; It is the social responsibility of enterprises to convey the spirit of service through the consumption process of providing social services (products); It is also a social responsibility for an enterprise to convey its enterprising spirit to its related shareholders, partners and internal employees through the business chain ... Doing public welfare undertakings and donating charitable funds are not only social values.

Corporate culture needs cohesion because the realization of enterprise value chain is group behavior, scholar William. Ouchi believes that corporate culture is enterprising, defensive and flexible, that is, the values that determine activities, viewpoints and behavior patterns. Cohesion is the potential, which is the output of the overall value of the enterprise after the division of labor and cooperation in the internal value chain, representing the same direction. Therefore, to do a good job in corporate culture, we must first have a social entrepreneur. This social entrepreneur needs to be a yogi, who should always correct and seek to realize his own life value and discover the life value of others and help realize it. He needs to be a thinker, thinking that a legal person organization is like an organism, just as people need life value, so he also needs its life value as its business model. He needs to be a leader, see what others can't see, think what others dare not think and do what others dare not do. What he needs is a designer: accurate calculation and rational analysis, architecture of resource value and integration for fission. What he needs is an motivator: he has a sense of mission that others don't have, a sense of social responsibility that others don't have, and knows how to use his influence to achieve it. Finally, he needs to be a missionary to enjoy this situation.

Huawei, once known as the "coyote", is bent on finding people with wolf spirit and wolf quality when recruiting, and people who meet the requirements of its unique "wolf culture" corporate culture. Although it faces a group of outstanding college graduates like other enterprises, Huawei values strong willpower and the characteristics of not being a slave, requiring independent personality and thinking ability. These people have also become the most valuable asset of Huawei's difficult rise in the past 20 years. As an Internet company, it is common for Sina to grow rapidly, and it is also normal to fall down in an instant, so Internet companies must always keep a strong sense of consciousness. To this end, when Sina selects candidates, one of the most important requirements is not to be impetuous. It is necessary to know whether the candidates are sober and have a high grasp and correct understanding of the Internet industry and field. In addition, because the time for any Internet product to update or decline is getting shorter and shorter, Sina pays more attention to "learning ability" than "work experience" when selecting people. This is the enlightenment that Huawei and Sina bring us: without a clear pattern, enterprises will not have a clear value chain; Without mature life values, enterprises will not have successful business values; Without systematic business values, enterprises will certainly not have a good corporate culture.

Second, the cultural structure is a team, not a gang.

A team with culture can be called a team. They share common goals, visions, thoughts, communication methods and similar hobbies. Only in this way can it be called a viable team, otherwise it can only be a gang. There are two kinds of teams that really envy many enterprises in the world, one is the army and the other is religion. First of all, all military forces have the following unique commonalities: internal obedience, strict discipline, team honor, hard work and so on. Imagine how cohesive an enterprise will be if it can have a military culture. How efficient will the enterprise be? How effective will enterprise management be? How simple will the superior-subordinate relationship be? But it is undeniable that enterprises will never learn military culture, because this is caused by the special environment of the army-the army is relatively isolated; Strict military discipline; Military training time is too long; The military education system is special; The military team has a strong sense of honor. Then there is religion. There are few enterprises in a hundred years, and religion in a thousand years can be seen everywhere. This is mainly because the religious concept is correct and there is no religion to teach people to do evil; Religion is managed by lifelong professionals with strong professionalism; Strengthen the concept of life, strengthen it every day, and promote culture to go deep into the heart and solidify in the brain. Bill, the founder of Al Gore. Mrs. Gold once said, "Gore doesn't need human resources." It goes without saying that in an organization with high professionalism and recognition like Gore, everyone is HR, which all stems from Hugol's invisible but ubiquitous corporate culture.

Where does corporate culture come from? -In the final analysis, from the commercial value of an enterprise, it is obvious that behind the profit is value, and behind the division of labor is mutual assistance. Where is the corporate culture going? -Expand the social value of enterprises, and borrow a phrase I often say: Do the right thing, let the good circulation, do the right thing and let the value pass.