- The new leadership of the organization is first manifested in that the manager wants to become a change leader. A change leader needs to build a new leadership that can instill new value into the organization, and has enough resilience and persistence to lead the organization to accept huge challenges.
- Today’s organizations need to constantly adjust themselves, and need to constantly find the ability to dance with changes, or even transcend changes. It often no longer has the option of establishing organizational barriers to succeed, but needs to form an organizational structure of development and cooperation. Make it easy for the outside world to incorporate, or make your organization more flexible.
- The performance of the subordinates is determined by the manager and designed by the manager. As long as the manager understands the strengths of the subordinates and can design the work and functions of the subordinates according to their strengths, the performance will be naturally obtained. In a word, the growth and performance of subordinates are designed by managers.
- A plan is essentially a plan for seeking resources, constantly seeking resources to achieve goals. This requires us to pay special attention to two issues. One is not to discuss the rationality of goals with the boss, and the other is to discuss the issue of resources with the boss.
- There is a very clear answer to why companies exist, and companies exist for customers. Therefore, choices that deviate from customer value are all wrong. If a company cannot make its strategy the origin of customer value, it will definitely be eliminated by customers.
- Organization is to "make people who can't do the job can do it." This is the most powerful force of the organization and the most valuable place of the organization. The organization has the ability to enable its members to cope with uncertainty and strengthen their confidence in facing challenges. The source of this confidence is not the idea, but the visible performance.
- In collaborative management activities, management should have three basic assumptions: one is the manager’s clear and clear value orientation, and its importance to employees and partners; the other is that the management needs to provide a reasonable communication system to promote employees Must work hard with partners; third is the importance of reasonable and effective incentives for the formation of collaborative behavior.
- If the company cannot obtain the synergy of external organizations, it is difficult for employees to obtain new information and opportunities for communication and learning from the outside, and innovation will lack a source of innovation. All successful and outstanding enterprises can integrate external resources well, carry out cooperation and innovation more extensively, and face customers with greater value creation.
- When we analyze ourselves critically and recognize the world with awe, we will feel the insignificance of man in the universe. We will feel the power of synergy only when we truly recognize the boundaries of our own capabilities and use our limited capabilities to complete our responsibilities and missions.
- In the digital age, customers are the starting point for companies to consider all issues, rather than the industry or internal and external resources of the company, because when customers become the subject of co-creation and change the way value creation and acquisition, it may lead to explosive (not just linear) )growth of.
- Young people represent the lifestyle of the future. They are the people facing the future. Spend more time in contact with young people, chat with them, participate in their activities, and break generational barriers. Only then can you know what a lifestyle is like. If you do not understand the lifestyle, you cannot fully understand the future business model. In most cases, the gap between traditional companies and emerging companies is reflected in the gap in attracting young people, and even more in the structure of human resources.
- The disappearance of industry boundaries and barriers to competition has become the greatest opportunity of this era, and the most flexible companies will win in the competition in the new era. At the same time, customers are faced with various choices of oversupply. The competitiveness, brand factors, and market rules that have been continuously proposed in the past have been unable to cultivate and maintain the ability of long-term development of the enterprise. In this case, if an enterprise wants to obtain opportunities for survival and development, it must adjust the organization's structure and management methods to form an open and cooperative organizational structure that allows the outside world to enter easily.
- For managers, the most important thing is to beat the unknown, to be aware of uncertainty, and to be aware of structural uncertainty. The manager’s suggestion here is to be sensitive to changes and new things, be interested, love changes, don’t be conservative and confident, let alone think that you know everything. Be sure to accept all changes, and you have to look at and think about problems in a changing manner.
- Facing the future, for enterprise managers, there are four most important keywords-technology, data, creation, and wisdom. Technology is driving, numbers are driving, creation is driving, and wisdom is driving. When you understand this power, of course you need to truly reshape yourself, have a new understanding, be able to truly create, be able to embrace wisdom, and have your own judgment.
- Strategy is more important than action rather than thought. Strategy is only a kind of "thought" or "ideal" when it is the starting point, but when the entry strategy is in the company's liquidity ability, the strategy evolves into the core capability of the company. If an enterprise does not have core capabilities, it cannot have strategic capabilities. Don't simply think that having strategic planning means having strategic ability, and don't simply think that price ability is not strategic ability. Understanding strategy cannot be based on the enterprise itself, it must be based on the value of customers, it must be based on the environment.
Note: Daily Flower Language, excerpted from the public account-"Spring Blossoms"-Communication Management Practitioner-Chen Chunhua