Are there any excellent companies in Shanghai that provide corporate culture consulting?

When Augute International Consulting provides corporate culture consulting services to each client, it will conduct a comprehensive and systematic diagnostic analysis of the company's successful history and overall cultural mechanism in its development process. Experts from Augut found that the success factors of each enterprise are different, and the bottlenecks in development also vary widely, but corporate culture often becomes one of the important factors that promote or hinder development. In a broad sense, corporate culture is not good or bad, only whether it is suitable or not, or whether it can promote the future development of the company. The excellent genes in the corporate culture that can promote the development of the company must be inherited, the neutral content must be improved and improved in the direction of excellence, and the content that restrains the development of the company must be reformed and improved, in order to guide the company to develop in a better direction.

Corporate culture is not static. As the company exists and develops, the corporate culture will grow and improve. The inheritance and change of corporate culture run through every moment of corporate development. There is an invisible golden line between inheritance and change. An important part of the massive survey and analysis is to find this line, so that the inheritance and change of corporate culture can be realized more perfectly.

1. Excellent enterprises need the inheritance of excellent culture

No matter what kind of society and system it is in, the culture of each enterprise will have its own characteristics and trajectory. In the case library of the Augute Agency, we found that in the entrepreneurial period of a company, although the advantages of capital and brand have not yet been formed, the corporate culture played a positive and important role in motivating employees and winning customers, helping the company to grow from scratch. Yes, from childhood to adulthood. In the process of development, an enterprise gradually enriches and precipitates a corporate culture that conforms to the enterprise's personality and development. It can be said that one of the characteristics of a successful enterprise is to have an excellent corporate culture.

However, once an enterprise experiences rapid development, or changes in leaders or systems, the role of the original corporate culture is significantly reduced. It can be said that the imperfect inheritance of corporate culture becomes an obstacle to enterprise development, and this This phenomenon is not an isolated phenomenon of a certain enterprise, but occurs frequently in the development process of many enterprises.

How can corporate culture be passed down effectively? On the one hand, we must continue to promote and implement, on the other hand, we must reflect the connotation of culture through continuous actions. We mainly achieve cultural inheritance through three methods:

1. Establish a complete corporate culture inheritance mechanism and set up The transmission channel of cultural concepts;

2. Decompose cultural concepts into organizational behavior, management behavior and employee behavior, and solidify corporate culture through rules and regulations, operating procedures, functional responsibilities, and work standards. Based on the system, achieve the integration of culture and system;

3. Use corporate culture promotion positions, cultural activities, role models and the role of managers as important cultural carriers to effectively implement culture.

In terms of building a cultural inheritance mechanism, Haier is ahead of Chinese companies. The company uses "drawings and words from employees" to help Haier solve the problem of abstract and difficult corporate cultural concepts. Haier employees Draw cartoons based on your own understanding of the corporate philosophy. Through comics and stories, the profound corporate philosophy can be story-telling, visual, intuitive, popular, and simplified, which is easier for employees to understand and accept, and is more conducive to the effective inheritance of corporate culture. . These practices of promoting and inheriting corporate culture are worthy of reference and learning by other companies.

There is a popular mind game among the corporate management of Wal-Mart, the world's largest retail giant. The core question of the game is: "What would Mr. Sam think?" That is to ask: Would Sam Walton be happy with today's Walmart culture? This game helps the company to ensure that Wal-Mart's excellent corporate culture is effectively passed on within the company no matter how many times there are leadership changes in its long history of development.

2. Inheritance is not about accepting everything, but also requires change and innovation

For enterprises, the influence of culture is deeply rooted. It is the most difficult to change, and it is not easy to change unless it is absolutely necessary. of. However, when a corporate culture has become the biggest obstacle to the operation and development of the enterprise, if the corporate culture is not changed and new vitality is not injected, the enterprise will just wait to die. Therefore, the change of corporate culture determines the survival and development of the enterprise. Jack Welch commented on the key role of changing corporate culture: "If you want the train to be 10 kilometers faster, you only need to increase the horsepower; but if you want to increase the speed ten times, you must replace the rails. ".

General Electric (GE) of the United States has maintained its ever-lasting prosperity for more than 120 years since Edison founded the electric lighting company. Especially in the nearly 20 years under Jack Welch's leadership, GE has grown at an annual rate of more than 10%. In 1999, the company's net profit reached US$10.7 billion, with sales of US$112 billion. GM's stock market value was the world's highest market value company at that time. GE has created the miracle of a global multinational company, and its success is largely due to changes in corporate management culture. For example, when Welch took charge of General Motors in the early 1980s, GE was one of the most powerful companies in the United States and was operating normally. At that time, annual sales were US$25 billion, profits were US$1.5 billion, and balance sheets were healthy.

However, Welch saw challenges from market changes and realized that in the context of economic globalization, second-rate products and services would not survive. Only those who insist on being first, low-cost, high-quality, and have absolute advantages in market positioning Only with products and services can you win in the competition. To this end, Welch proposed the "first or second" business strategy. He decisively eliminated some profitable but outdated businesses, retaining only those businesses that dominated the market, and required all GE divisions to become number one or number two in the market, otherwise they would be shut down. or sale, thereby achieving the goal of making GE the most competitive company in the world.

1. Change requires ideological awareness

In the process of change, companies will face the problem of how to transform corporate culture. The transformation of corporate culture is a systematic and comprehensive work. It is not a complete denial of the past, but a bold abandonment of the original culture that has hindered the development of the company. This requires pressure from the external environment and internal awareness of the initiative to seek change. power.

The first is the idea of ??change. Everyone in the enterprise should realize that excellent corporate culture is not a great idea or a loud slogan, but a persistent practical spirit and the formation of a unified ideological understanding.

The second is the awareness of change leadership. A truly excellent corporate culture does not just require a leader with far-sightedness and charisma, but requires them to concentrate on building a large and lasting system for the company, not to let him bring a big and fat fish to the company, but to let him bring a big and fat fish to the company. Businesses find a way to catch fish.

The third is to change core values. All actions of the company must follow the core values ??of its corporate culture, and at critical moments the company can give new meaning to the core values.

The fourth is the strategic concept of change. What an excellent corporate culture should guide is not a company struggling around a strategic goal. The company must follow the natural elimination law of survival of the fittest at any time, and be ready to end a strategy that cannot go forward or change the strategic plan at any time.

The fifth is to change the concept of talents. A company with a great corporate culture simply won't accommodate people who don't want to or don't meet its standards. Even if a leader with extraordinary ability comes, as long as he does not agree with the company's philosophy, he will still be rejected.

2. Change requires unified action implementation

Corporate culture change is not about shouting slogans, making appearances, or handing out brochures, but must be implemented in action. Within the framework of the enterprise's organizational system, the vision, mission, core values, and strategic goals are related, and they are continuously tested and implemented in the process of association. From organizational structure, recruitment to evaluation of cultural inheritance, the company must ultimately translate it into every day's decisions and behaviors. The most important person in change is the manager. The most important factor and biggest obstacle to the success of change comes from the managers themselves. As role models, managers must practice it in three aspects:

First, managers must lead the change and invest with a positive attitude. Be aware of this change and lead employees to join the change;

Second, we must make changes for business performance. Managers' commitments to the company must pass the assessment system and the promised business goals must be fulfilled;

Third, they must make changes to surpass themselves. The most critical point is to constantly deny and surpass yourself. This is a requirement for managers.

3. Inheritance is promotion, change is development

Excellent companies have rich corporate cultural resources, will form a complete corporate culture system, and will cultivate new generations of corporate employees. Continue and pass down the excellent corporate culture tradition.

In the inheritance of excellent corporate culture, we must continue to innovate. This is sublation and development. In order to inherit the excellent cultural essence of an enterprise and endow it with new corporate characteristics and contemporary connotations, it is necessary for the corporate culture change mechanism to continuously help enterprises eliminate content that is not suitable for new systems, new concepts, new backgrounds, and corporate development. It is necessary to systematically integrate concept culture, institutional culture, and behavioral culture to build a corporate culture system with the company's own characteristics.

Augute International Organization welcomes friends from the business community to come together to discuss the transformation and inheritance of corporate culture in depth.

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