1. Entrepreneur’s health check-up
I often pass by the Junyao Building on Zhaojiabang Road in Shanghai. Every time I pass by, I can't help but think of Mr. Wang Junyao, a private entrepreneur who died young at the age of only 38. The death of Mr. Wang Junyao is not an isolated case, but a phenomenon. For example, Peng Zuoyi, general manager of Tsingtao Beer Group Co., Ltd., died in the prime of life, Wen Shiren, vice chairman of Taiwan Inventec, died suddenly due to stroke, and Yang Yang, president of Ericsson (China) Co., Ltd. Mai passed away suddenly due to cardiac arrest... These elites in the business world, who were all-powerful in the business world, did not lose to their competitors, but lost to themselves. This reflects the general state of mental and physical overwork among Chinese entrepreneurs, especially private entrepreneurs.
Question: Why do entrepreneurs not realize they are terminally ill until their bodies “break down”?
First of all, entrepreneurs do not treat their health as a business and do not realize that ensuring the health of entrepreneurs is also one of the strategic goals of the enterprise. Precisely because of lack of awareness, entrepreneurs take the lead and devote themselves wholeheartedly to their careers, often neglecting their physical health.
Secondly, entrepreneurs have not found a path and method for decomposing and transmitting pressure. Because the pressure cannot be effectively decomposed and transmitted, it is all accumulated on the entrepreneurs. If things go on like this, it is easy to become sick from overwork. If through the establishment of standardized enterprise management mechanisms and management systems, through the effective allocation of responsibilities, rights, and benefits, the pressure is decomposed to various departments and positions, and the sustainable development of the enterprise is promoted by relying on the strength of the team, entrepreneurs will also be mentally and physically stronger. You won't be overworked for a long time.
In addition, entrepreneurs lack health management. Health check-ups have long become an important means of health management at home and abroad, that is, through regular health check-ups, physical health status is dynamically monitored. Most diseases can be detected early through physical examination, so that preventive and treatment measures can be taken in time. Many entrepreneurs are very busy with their careers every day, but they are reluctant to spend a few hours for a health check-up. Health management is extremely lacking.
2. Business management diagnosis
According to normal logic, entrepreneurs who do not even care about their own health and devote themselves wholeheartedly to their careers must attach great importance to the health of the enterprise they painstakingly run. This is not the case. A considerable number of entrepreneurs do not pay attention to the health of their companies. This is also an important reason why many companies are vulnerable to the financial crisis and "collapse" in an instant.
Question: Why was it that it was not until the company “collapsed” that it was discovered that it was so weak?
First of all, the opportunity-oriented strategy prompts the enterprise to concentrate on capturing market opportunities, neglecting the accumulation and construction of the enterprise's core competitiveness, and neglecting the continuous optimization and improvement of the enterprise's management foundation. For example, when the economy is growing steadily, decision-makers mostly invest their energy in production management and marketing, and cannot directly make short-term decisions such as formulating medium- and long-term corporate development strategies, building customer-oriented process systems, and establishing advanced human resources management systems. Things that produce economic benefits require little effort or even indifference. In some areas with a poor soft environment, corporate decision-makers spend most of their energy on "running business," "running taxes," and "running projects," and rarely spend time promoting internal management optimization. When the external environment changes dramatically, companies are the first to be eliminated due to their lack of resistance and flexibility.
Secondly, the self-inflation fostered by empiricism has led many entrepreneurs to turn a blind eye to the diseases that exist in their enterprises. Most entrepreneurs are marketing masters, technical backbones, and doers. No matter whether it is smooth sailing or stumbling along the way, after all, they have built a business and it has been very successful. Under the aura of success, it is easy for entrepreneurs to believe that the previous set of management methods is practical and that past experience cannot be challenged, so they have a kind of resistance to things beyond experience. In the midst of self-satisfaction, enterprises gradually lose the motivation and passion to continuously optimize management.
In addition, companies lack effective ways to monitor the health of their companies. Some entrepreneurs realize that there are certain problems in the enterprise, but they cannot clearly define what the problem is; some entrepreneurs are clear about the problems in the enterprise, but are very vague about the root of the problem; more often than not, entrepreneurs It is clear what problems the company has and the root causes of these problems, but it is difficult to find suitable solutions or there are no suitable people to help formulate and implement solutions. In fact, it is not difficult to solve these problems. Advanced enterprises at home and abroad usually use the method of introducing third-party enterprise management diagnosis to dynamically monitor the health of the enterprise, just like dynamically monitoring the health status of entrepreneurs through health examinations.
3. Management Diagnosis of Growth Enterprises
With the rapid development of China's economy, small and medium-sized enterprises have become the main force of the national economy and play an increasingly important role in the development of the entire economy. Some of these companies use their own technology, market, talents or resources to quickly occupy the market and continue to grow and develop. These companies face good development prospects, and we define them as growth companies. At the same time, we have also seen that these enterprises are facing a series of difficulties and bottlenecks in the tide of market economy: management transformation and management standardization are a very important part of it.
Combining a large amount of practical experience in management diagnosis, Shanghai Landing Enterprise Management Consulting Co., Ltd. found that growing enterprises generally have the following characteristics in the process of transformation and management standardization:
(1) Strong color of people rule: The founder has a great influence on the enterprise, and is even a banner of the enterprise. Therefore, founder management represents enterprise management. This is a kind of enterprise ruled by people. With the expansion of scale, market expansion and successful experience, It is difficult to replicate, and a transformation from rule of man to rule of law is urgently needed.
(2) Irregular human resources: Entrepreneurial veterans and founders have good interpersonal relationships, including fellow villagers, primary school students, classmates, neighbors, etc. They rely on trust and affection, and there is no human resources management, and there is no performance appraisal and salary. The system, or very simply, needs to be fully constructed.
(3) Execution ability begins to weaken: The joy of success dilutes the company's management, and as the demand for off-site management and scale management increases, the number of personnel increases, and execution ability becomes a major problem.
(4) Cohesion begins to decline: The company always feels that it is not as good as when it was founded. Everyone is united and motivated. As the number of employees increases and the company expands, there is no energy and cohesiveness declines.
(5) The company’s management and control becomes more difficult: The company’s management and control capabilities are obviously insufficient, including personnel, finance, purchasing, sales, etc., which often results in death (tiredness) if one is in charge and chaos if one is left alone.
An enterprise is an organism. In the process of its survival and development, along with changes in internal and external environmental factors, the advantages of an originally healthy and vibrant enterprise may cause problems and get into trouble. If there is no timely and effective "diagnosis and treatment" and it is allowed to delay, the consequences will be disastrous. Therefore, once managers discover a problem, they should immediately take measures and propose corresponding governance methods based on the crux of the problem through investigation and research to ensure the healthy and sustainable development of the enterprise. Many internationally renowned large companies regularly invite management consulting companies to conduct management diagnosis, discover existing management problems, improve management capabilities, and improve operation management and profitability. In recent years, more and more large domestic enterprises have also strengthened organizational health care through management diagnosis.
Growth-oriented enterprises can learn from the practices of leading domestic and foreign enterprises, regularly hire management consulting companies to conduct management diagnosis of the enterprise, promptly discover problems in enterprise transformation and internal management, and formulate corresponding solutions.
The contents of a comprehensive management diagnosis include corporate strategic audit, corporate culture system diagnosis, organizational management and control system diagnosis, process management system diagnosis, marketing management system diagnosis, human resources management system diagnosis, financial management system diagnosis, comprehensive risk management system diagnosis, etc. Growth-oriented enterprises can choose comprehensive diagnosis or special diagnosis based on specific circumstances and actual needs.
A complete enterprise management diagnosis includes diagnosis project establishment, in-depth research, research and analysis, problem raising and analysis, preparation of diagnostic reports, implementation of diagnostic solutions, etc. In each link of diagnosis, diagnostic methods and tools such as field observation, interview, questionnaire, statistical analysis, image depiction, and brainstorming are mainly used. The perfect combination of rigorous operating procedures and advanced diagnostic methods ensures that management diagnosis accurately grasps core issues and correctly formulates management improvement strategies.
In short, the growth of any entrepreneur and the development of an enterprise have a distinctive life cycle. Due to changes in the internal and external environment, the growth of entrepreneurs and enterprise development must go through a process, stage and cycle from growth to decline. Health diagnosis can help entrepreneurs monitor the health status of body functions, prevent and treat them in time, and avoid the tragedy of not discovering that life is so fragile until the body "collapses". Enterprise management diagnosis helps decision-makers dynamically monitor the health of the organization, discover problems in a timely manner, and formulate applicable solutions to solve existing problems in a targeted manner to ensure the healthy and sustainable development of the enterprise. Avoid the nightmare of discovering how weak the company was until it "collapsed".