The wave of trade globalization is sweeping across the country, and many Chinese-funded enterprises have gone overseas to seek development around the world. Many companies have transformed from traditional import and export trade to the development and operation of localized resources in countries around the world. Enterprises with different products in different industries choose different overseas development paths. Medium and large enterprises and ultra-large group enterprises are increasingly presenting industrial chain extension and multi-market combination operations based on inherent core competitiveness.
Relying on their respective advantages and disadvantages in terms of capital, policies, and special capabilities, companies have formulated targeted overseas business strategies and established overseas teams within the scope of their own overall planning. Many companies are often hindered in their overseas expansion due to factors such as geography and humanities, and the capabilities accumulated domestically and resources delineated overseas cannot be maximized. After analyzing the overseas business expansion of many enterprises, we can preliminarily summarize the following characteristics and demands of global organizations :
01
How to reflect the localization characteristics of globalization
Different countries and regions have different cultural and political environments. How to integrate overseas organizations becomes the key to business success.
02
Adaptation of management models in key countries or regions
Although the world "great harmony" and globalization are the current status and trends, different regions and countries still have their own operating characteristics.
03
How to globalize overseas organizations dominated by Chinese
Many Chinese people go abroad, but they can't master the local way of survival and making a fortune even though they know foreign languages.
04
How to Unify Overseas Organizations Mainly Overseas
How to connect the global team formed by overseas personnel with the domestic team, how to release domestic capabilities, and how to combine multi-dimensional capabilities according to business requirements are all problems that need to be solved urgently.
Based on the above analysis, it is not difficult to find that under the traditional management mode (non-digital), it is difficult to accumulate global management experience, it is difficult to fully adapt to where to manage and earn, and it is difficult to quickly adapt to the international situation. Adjustment. The Internet has shortened the distance, big data has provided the basis for decision-making, and virtualization has provided the dream space. What can digital intelligence bring to organizational operations?
01
Digital intelligence application construction of business management organization
1. Fission combination of business management organization: satisfy the fission and combination of the organization to the greatest extent, and can make organizational adjustments according to business changes. When the organization changes, the corresponding organizational resources can be adjusted, and at the same time, the changed organizational operation can be quickly realized.
2. Ecological co-prosperity of operation and management organizations: Small business units can be freely divided according to needs, and corresponding organizational management models can be formed according to management needs and policy requirements to fully build an organizational operating ecology. Under the corresponding ecological system, sharing and symbiosis among organizations Common prosperity.
3. Business inheritance of business management organizations: the existence of each organization has its life cycle. When the organization changes, the original responsibilities and rights need to be inherited, and unfinished matters need to be executed according to actual business goals, so that everything can Finish to the fullest.
02
Digital and intelligent application construction of social companies
1. Asset cultivation of socialized companies: The company itself is an asset, and it needs to accumulate company reputation and capabilities through business operations, so that the company has brand value, social value, business value and other value attachments. Transforming these values into digital and intelligent assets can truly increase and preserve value.
2. Resource-based operation of social companies: Transform social companies into operable resources. Companies distributed in various places are resource centers. By operating resources through digital and intelligent means, brand-new business models and resources can be reconstructed. The business scenario is finally transformed into a business landing.
3. Capitalization management and control of socialized companies: Invest in companies from the perspective of capital, fully decentralize power from the perspective of capitalization investment, and re-examine the problems of operation and management with capital means. Use the financial perspective and capital means to build a management and control system corresponding to the organization's operation, so as to achieve rapid business development and controllable risks.
03
Design Features of Organizational Digital Intelligence Model
1. Global portrait of the organization's digital intelligence model: establish a comprehensive portrait of the organization, fully refine the global elements that affect the organization and reflect the characteristics of the organization, deeply describe the portrait of the organization through labels of various dimensions, and continuously dynamically adjust the portrait, even Create a virtualized image of the organization.
2. The global characteristics of the organization's digital intelligence model: the organization's digital intelligence model needs to be able to continuously absorb the regional characteristics touched by the world, transform the corresponding characteristics into organizational labels, promote the implementation of localized business models through label operations, and finally achieve its business objectives.
3. The authority model of the organization's digital intelligence model: abstract the various resource objects of the organization's operation and management into corresponding data models, and further refine the data model to form a digital intelligence authority. By establishing an authority system that meets the requirements of operation and management, through The matching of authority and organization finally implements organizational responsibilities.
4. Self-cultivation of organizational digital intelligence model: future organizational management must be a process of continuous growth and development, which needs to be automatically changed and adjusted according to the needs of business development. Only organizations that can continuously improve and optimize The platform can truly support the continuous development of the business.
Organizational management is the starting point and foundation of digital intelligence for trading companies. Scientific selection and digital intelligence platforms for building optimal organizational models are the source of rapid development of trade.
Yonyou BIP's social capability organization model can support and continuously provide enterprises with the best organizational capabilities, adapt to rapid changes in the market, integrate social resources, and facilitate global business.