Common problems and solutions of the hottest Chine

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A large number of management practices show that the failure of enterprises is not due to problems in strategic planning, but more than 90% is due to poor strategic implementation. So how to solve the problem of strategy implementation is that enterprises should establish their own performance management system. In other words, if an enterprise wants to solve the problem of strategy implementation, it must effectively connect its strategic planning with the performance management system

in my years of consulting career, I have found many problems in the strategy implementation process of Chinese enterprises. If these problems cannot be properly solved, they will become obstacles in the rapid growth process of Chinese enterprises. How to remove these obstacles is also a practical topic discussed by the business community and the consulting community

when summarizing the problems in the implementation of Chinese enterprises' strategies, I will elaborate the solutions from the following aspects:

first, Chinese enterprises should establish a strategic central organization. The functions of finance, quality, process, human resources, customer relations and so on in the organization are only a component of the enterprise management process. A successful enterprise must continue to achieve excellent performance, If we unilaterally emphasize one aspect of management activities, it will eventually hinder the long-term and overall development goals of the enterprise. Any organization must replace those short-sighted and one-sided behaviors with a comprehensive view. Based on this view, strategic management occupies the core position of the organization's management system, and finance, quality, process, human resources, customer relations, etc. are all for it. The way out for Chinese enterprises' strategic management lies in the establishment of an organization and management system centered on strategy

its control accuracy and quality have been greatly improved. Chinese enterprises should establish a strategic performance management system suitable for their internal and external business environment, so that strategic planning and performance management can be effectively connected, and the company's strategy can be transformed into employees' daily actions to achieve the implementation of the strategy. The eight step design of strategic performance system is mainly to solve this problem

finally, in the process of building a strategic performance management system, the company's top managers, middle managers, human resources department and employees themselves should bear the corresponding responsibilities. It can be said that whether designing or implementing a strategic performance system, for any company, it should be "the participation of the whole people and their respective duties"

eight common problems in the implementation of Chinese enterprise strategy

we all know that the realization of enterprise strategy depends on the support of enterprise performance management system. The higher the level of performance management of an enterprise, the greater the possibility of realizing the strategic objectives of the enterprise; The lower the level of performance management of an enterprise, the less likely it is to achieve its strategic goals. How to improve the performance management of Chinese enterprises after in-depth discussion is a management practice topic of common concern to the business community and the consulting community

reform and opening up have gone through more than 30 years. We are glad to see that Chinese enterprises are moving faster and faster towards globalization. We all know that a strong country must first strengthen its enterprises. However, when I was engaged in management consulting, I found many common problems in the implementation of Chinese enterprises' strategies. If these problems cannot be successfully solved, they will inevitably affect the future internationalization process of Chinese enterprises. Here, I will analyze these problems with readers one by one, and hope to attract the high attention of the top executives of Chinese enterprises! Maybe there is such a problem in your enterprise

problem 1: the enterprise strategy cannot be implemented. There are only goals and no relevant measures and action plans to support it.

I made a management diagnosis for a large private enterprise at the end of 2008. The enterprise is a group company with an annual output value of more than 2billion. It has four business divisions, each of which is an independent business unit. I found such a phenomenon in the process of management diagnosis of the company: the company has always had such a tradition. In December of each year, the chairman of the company signs the economic objectives with the general manager of the business division in the form of a meeting. The economic objectives are mainly signed around the financial objectives, that is, the sales revenue, profits, management expenses, etc. of each business division. The content of the meeting is also some platitudes, such as: what aspects did not do well in 2008, to be improved in 2009, and so on. After the meeting, I found the chairman of the company and the general managers of the business division to communicate. I asked these questions:

1. How big is the scale of the industry? For example: the sales volume of the industry is 10million units, and the unit price of each unit is 50 yuan, so the big plate of the industry is 5billion, so what is your company's share? It can be said that the industry determines the development prospect of your company

2. What is the way to obtain financial goals when only financial goals are signed? What are the key measures? Which target customer groups should be targeted

3. What is the value proposition that customers are most concerned about: delivery time, price, quality, product function, service, brand, after-sales service, relationship

4. What resources are needed to implement these key measures? How much is the human resources and financial budget

however, I regret that no one can answer! Both the chairman and the general manager said: their company does this every year

if the company only lists financial goals, but does not have any measures, action plans and budget support, then the strategic goal of the enterprise can only be to see the flowers in the fog and see the moon in the water

problem 2. Performance management has only become a part of the human resources department

one day in October 2009, I received a call from ye Qiang, the human resources director of a private enterprise in Nanjing. Ye Qiang was very distressed to tell about some recent events in the company: two months ago, the general manager of the company proposed at a regular meeting: I hope the company can implement strategic performance management as soon as possible and strengthen management, Improve the operational efficiency of the company. The general manager hopes that he will be responsible for implementing the project. The reason is: performance management is originally one of the main responsibilities of the human resources department, and he, the director of human resources, is the right candidate

after receiving the task assigned by the general manager, director Ye Qiang immediately began to promote this work: at the end of August, he organized a seminar on the level of precise finger control, which was attended by middle and senior executives of the company. In the process of organizing the strategy seminar for nearly a week, four of the company's five senior executives did not attend, the general manager was also away on business, and one fifth of the middle-level executives did not attend. When ye Qiang was training each supervisor, because there were some goals that needed to be discussed, when he asked the financial director and marketing director some questions, they clearly knew, but said they didn't know, and said they wanted to ask the general manager of the company. What made Ye Qiang even more angry was that when the seminar was held, everyone did not seriously discuss the objectives, but took out the unhappiness that occurred in their usual work to discuss... The seminar immediately became a critical meeting

when implementing strategic performance management, some enterprises are only promoted by the human resources department, and the middle and senior management of the company do not participate, resulting in difficulties in the implementation process, and finally have to give up. We should know that the essence of strategic performance is to integrate the management system of strategic planning and performance management, transform the company's strategy into the daily actions of employees, and realize the company's strategic objectives through the continuous cycle of strategic discussion, strategic planning, goal setting, performance implementation, performance appraisal and return. Without the participation of senior management, the strategy cannot be defined, and the performance management will lose its source. The company must participate in the top management when promoting the strategic performance management project

problem 3. Performance appraisal indicators fail to grasp the key points, and cannot reflect the attention of enterprises to performance and the traction of employees' behavior

in the summer of 2010, I designed a consulting project of strategic performance management system for a well-known local machinery manufacturing enterprise in Wuxi

when reviewing the company's performance appraisal system, we found that the company's appraisal indicators are not derived from the company's strategy or annual key work. Most of the appraisal indicators are derived from the job description. Such appraisal indicators undoubtedly cannot represent the focus of the company's operation. Because the company's performance management system is not connected with the company's strategy, the source of performance, and cannot support the strategy. The result is that the performance of the Department may be very good, and the performance of employees will also be very good, but the performance of the company is not good

when implementing performance appraisal, some enterprises cannot grasp the key appraisal indicators, and only push the appraisal indicators from the responsibilities of employees' positions, which does not reflect the attention of enterprises to performance and the traction of employees' behavior

problem 4. Ignoring the participation of grass-roots employees, The lack of communication between superiors and subordinates caused the conflict of performance management

manager Qin of the equipment department of yaxu electronic company said to another manager at lunch: "This morning, I suddenly remembered that today was the last day of performance appraisal, but I hadn't evaluated Zhang Ping, a subordinate of the Department, so I called him out from the budget meeting. He said he didn't have time to prepare. I told him a few things I was dissatisfied with and kindly told him how to correct his mistakes, but he just kept saying that he didn't agree with me on several issues and asked me to give examples to every criticism. I I couldn't believe his reaction. All I got was anger and silence. Are people less concerned about self-improvement now? He is usually quite good, but he seems very unhappy in the evaluation. What did you say about him? "

in the process of performance management, manager Qin neglected to communicate with his subordinates. He should ask his subordinates Zhang Ping to conduct self-evaluation first, and at the same time, Zhang Ping should participate in the performance plan, performance implementation, performance appraisal and other links. In each of these four links, communication between superiors and subordinates should be strengthened

in reality, when implementing strategic performance management, many enterprises ignore the participation of grass-roots employees, and the lack of communication between superiors and subordinates causes performance management to encounter resistance

question 5. Performance management is only a means of bonus distribution/promotion

the bosses of many companies believe that if an employee performs well and performs well, I will give him a raise and a bonus. Salary increases and bonuses can certainly encourage employees to work hard and create better performance. But it will also bring two misunderstandings. On the one hand, the company's operating costs do not allow unlimited salary increases and bonuses to employees; On the other hand, if the company's performance is maintained solely by raising wages and bonuses, it is by no means a long-term solution. In fact, besides salary and bonus, there are other reward methods to motivate employees with excellent performance. For example, for those young employees, they pay more attention to career development and ability training, so the company should focus on encouraging them in career development and ability training; For those middle-aged employees who have more than ten years of work experience, the company has developed, and they want to set up new business departments in different places,

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