Abstract Abstract: Sun Zikai: "The soldiers, the great things of the country, the land of death, the way of survival", this is the eternal value of the big enterprise of the country. And the grandson said: "The soldiers have no regularity, the water is inconstant",...Abstract : Sun Zikai: "The soldiers, the great things of the country, the land of death, the way of survival", this is the eternal value of the big enterprise of the country. The grandson also said: "The soldiers have no regularity, the water is inconstant." How do you use the soldiers, the forms are diverse, and you should not stick to the form. In other words, as long as your core values â€‹â€‹are right, the expression of your corporate culture can change with time...
The two things of value and corporate culture are different, and this often causes confusion. I often hear employees say something like "You can't do this, it doesn't fit our corporate culture," or, "I like to work here because there is a great corporate culture," Or, â€œI hope that our corporate culture will never change.â€ It is such words that reveal confusion about corporate culture and corporate values.
Values: Values â€‹â€‹are the guiding principle for us to make a decision. They are also the basis for judging what is important and what is correct. Once the values â€‹â€‹are set, they cannot be changed at will.
Corporate culture: Culture is a collection of business activities, business processes, and interactions that form a working environment. Corporate culture is a manifestation of values â€‹â€‹that will change with time.
Here you can refer to the description of Sun Tzu's Art of War. Sun Ziwei: "The soldiers, the great things of the country, the land of death, the way of survival", this is the eternal value of the big country. The grandson also said: "The soldiers have no regularity, the water is inconstant." How do you use the soldiers, the forms are diverse, and you should not stick to the form. In other words, as long as your core values â€‹â€‹are right, your corporate culture can change with time.
Values â€‹â€‹are the values â€‹â€‹of a company in a river bed . Once it is fixed, it should not be changed. The values â€‹â€‹should be like the riverbed under the long river that roars and flies. No matter how fast the river (enterprise) flies forward, the riverbed (corporate values) that supports the river and leads it forward is 10 years. Even 100 years will not change. Values, as the core principle of a company's survival and the rules of the game, can never be compromised.
For example, today you regard "transparency" as a value of the company. Tomorrow, you think that transparency has caused you to not play some political means, so you want to change this value. Is this feasible?
So if you really need to make changes, you have to make very minor changes and adjustments like the crustal tectonic movement. Otherwise, if you change your yesterdayâ€™s values â€‹â€‹to a big change today, itâ€™s as if you are holding a hammer drill against a stone, and it will cause permanent damage to the stone. You can't fix it anymore.
So from the very beginning, you should carefully consider the values â€‹â€‹that the company needs to follow, and establish a sustainable development value. Unless your startup suddenly becomes a giant company, you don't need to modify your previous values â€‹â€‹to keep the team's strong spirits to make everyone more efficient. But this situation is just like you buy a Mark Six, it is not impossible, but the chance of this happening is the same as that of the old movie in the movie "Crazy Stone". "You can't get it eight times in the Thunder." once".
Another solution is that if you find that a new value needs to be considered after many years, then instead of modifying the original one, you might as well add a new value. For example, after many years, we have added a new value called â€œglobal thinking, localized actionâ€ because of the need for internationalization.
Culture is a cross-strait landscape. If the value of a company is like the riverbed of a river, then the culture of a company is like the scenery above the river and on both sides. Culture is the concrete manifestation of the values â€‹â€‹you need in your business development. The scenery on both sides of the strait will change with time and events, sometimes temporarily changing due to seasonal changes, and sometimes it will be completely changed due to a storm and snow, sometimes because of the need for urbanization, or the gardenerâ€™s The craftsmanship of the heavenly work has changed with these artificial factors.
So, what is meant by the so-called â€œculture is the concrete manifestation of the values â€‹â€‹that you need in your business development processâ€? Let us take the example of "transparency" above as an example. If your start-up is now a small workshop of 10 people, the value of transparency means that as a CEO, you will force yourself to share your thoughts on how to build products to adapt to the market, and then collect them. Everyone's comments and suggestions, and make a joint decision.
And when your team grows to 100 people, the value of transparency will manifest itself, and you may not be able to make it public before your ideas are mature enough. When there is only one general direction in your mind, if you only find some people to discuss and experiment, you will feel psychological pressure because you have not announced it to everyone; and if you announce it with everyone, the opinion Too many and difficult to unify, may eventually lead to unnecessary disputes and inconsistencies in direction.
When your team grows to 1,000 people and the company is already listed, the value of transparency will manifest itself. You will only announce this news to everyone when the product is already profitable, but some of them should have been there before. Know the information about this product.
Therefore, the value of transparency does not mean that you can display what you think in your head transparently to everyone, anytime, anywhere. When you are 10 people, you may need to tell others why you want to fire Pharaoh, because everyone knows Pharaoh; when you are 100, if you tell everyone why you fired Pharaoh, then this is why Itâ€™s too unfair to Pharaoh, too faceless; if you still do this when there are 1,000 people, then you are waiting for the lawyer of the Pharaohâ€™s lawyer to give you a letter.
Opinions and Suggestions We are convinced that if a company's culture does not keep pace with the times, it will eventually move into the grave. Therefore, we must ensure that our corporate culture has certain mobility, because culture is the expression of values, and the expressions can be varied. If you keep a form that has not changed for a long time, it is very likely that you represent this enterprise. Always been in place.
Many companies will continue to grow or expand to maintain mobility and adjust the corporate culture accordingly. Some companies have relatively stable personnel, but their markets are changing rapidly, which will keep the company well. Mobility.
Therefore, even a stable organization such as a hardware store and a barber shop, if they do not change the way they do business according to changes in social situation and consumption structure (ie corporate culture, such as uniforms of barbershop uniforms, etc.) In the end, it will eventually end in failure.
So my advice to the leader here is: As your company grows, you shouldn't let your corporate culture stick to the rules, but keep up with the times. At the same time, stick to your company's core values â€‹â€‹and unswerving, and on this basis, promote (or agree) the company culture reform. Don't change the company's values â€‹â€‹because of changes in the company's structure and changes in work patterns. What a leader needs to do is to materialize these values â€‹â€‹and form a specific corporate culture through influence/advance/guide. Here you must not think that you can completely control the company culture, only the brave leadership will do this.
Advice for employees: When you encounter something you don't understand in your work, think about whether it is not in line with the company's values â€‹â€‹or the company's culture. If this is a violation of the company's values, then please speak out loudly without any scruples and indicate a violation at this time. But if this is only because of changes in the company's culture that lead to changes in the work model, but still in line with the company's value system, then you have to think twice before you go. At the same time, everyone should also pay attention to the same value, different people may translate it into a different corporate culture expression (such as the value of "collaboration", some people like to communicate by phone, some people like to use network assistance tools, Some people like to go to your seat and move the stool to face-to-face interaction, and some people like to have a coffee while chatting in the coffee room..) If you are convinced that your corporate values â€‹â€‹are right, maybe you should adapt to these differences in values. Cultural expressions, not to make unnecessary complaints. (The author of this article is MattBlumberg from ReturnPath)
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