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There are no successful companies, only companies of the times. All so-called successful companies are simply because they have set foot in the pace of the times or do the right thing at the right time. To keep up with the pace of the development of the times, the only priority of management is to change, eternity and impermanence.
Even if a company has the most precious and meaningful core concept in the world, if it is just doing nothing or refuses to change, the world will still abandon it. In addition to basic beliefs and basic business philosophy, enterprises must be prepared to change everything when moving forward.
Many companies confuse core ideas with specific practices of non-core ideas, which may be because companies stick to non-core things, that is, things that should change when pursuing adaptation and moving forward. Foresight companies are very careful to preserve and maintain core values, and of course the appearance of core concepts can be changed. For example, HP respects and cares about each employee is a permanent part, and giving fruits and donuts to all employees at 10 a.m. every day is a non-core practice that can be changed; in the core concept of Merck , "We are engaged in the cause of saving and improving lives" is a permanent part, but dedication to studying specific diseases is a changeable strategy, etc. The most important thing is not to confuse core ideas with culture, strategy, tactics, assignments, policies, or other non-core practices.
saves the core, and the fundamental driving force for stimulating progress is the foundation of a far-sighted company. In a far-sighted company, the core concept and the driving force of pursuing progress work together to drive changes and progress in everything that does not belong to the core concept. This driving force is a deep-seated, obsessive, and almost innate driving force. It is an internal driving force. It does not need to be reminded by the outside world and does not need to be affirmed by the outside world, but an urgent desire to pursue progress from the heart from the instinct. Only by having this continuous motivation can we keep up with the pace of world development, self-innovation will never be satisfied with the status quo, and the company will always remain young and fresh blood, and live in the world.
Foresighted companies, based on a compliant spirit, do not seek a balance between preserving the core and stimulating progress, but seek to have both lofty ideals and progress. Although the origins of core concepts and driving forces for progress can be traced back to specific individuals, far-sighted companies can formulate individual core concepts as institutions and integrate them into their organizational structures, not just with universal ideals or cultures. They are not only having ideals, but more importantly, putting their ideals into action, making their thoughts, turning their intentions into specific matters, and turning them into binding mechanisms, rather than just fantasy. No matter what industry or what they do, your actions are the most important, not what you can say. Disney focuses on talent cultivation and spiritual inheritance, so it did not let its core concepts fluctuate randomly, but created Disney University and required every employee to attend Disney traditional seminars; HP not only talks about HP's style, but also formulates strict internal promotion policies and transforms company philosophy into many measures to evaluate and improve employees. The interior of a far-sighted company is tangible, specific, specific, and realistic, just like a clock ticks and rotates around, cooperating with operation and slapping. The fundamental significance of
to create a bell is to create a tangible mechanism in conjunction with the mindset of preserving the core and stimulating progress. Foresight companies usually set bold goals, have a religious-like culture, try to preserve patience and determination from multiple parties, cultivate manager successors on their own and always feel that they are not good enough. Only a powerful combination of confidence and self-criticism can enable forward-sighted companies to create a clock that has a soul and can last forever.
British management scientist Kreina
Management has no final answer, only eternal questions. Always be "self-righteous" and not be self-righteous.
