At present, some enterprises have a bad phenomenon: some entrepreneurs have completed MBA / EMBA, but they don't know how to manage the enterprises when they return to the enterprises. In fact, common sense and essence have been hoodwinked and complicated.
01 management is not deep and mysterious
In the end, management is insight into human nature. For example, in the process of talent management, whether it's based on the strategic planning and layout in advance, or the talent structure, or how to train talents, in fact, returning to common sense is a question - what kind of people do you want to train?
At the Gutian Conference in 1929, it was clearly put forward that the three major tasks of the Red Army were war, mass work and fund-raising. What to train in the face of three major tasks? First, teach us how to shoot guns; second, teach us how to do mass work; third, teach us how to raise money. So, all the training is to attack the mountain. In terms of talent structure, talent training, including recruitment, we need to think about the following questions: if we want to conquer this mountain, what kind of people can we attack? Where is the attack point? What characteristics should it have?
Management must return to common sense, return to nature, there is no too mysterious special things. Management can be understood as soon as it is said. If it is not understood, it must be false and wrong. So, as soon as we all understand that, it must be true, it must be right.
02 talents must be savvy
From the perspective of team, talents must be savvy. Savvy can be cultivated, but if you can choose, it's better to choose. There are three manifestations of Savvy:
First, the savvy people start from the purpose.
When recruiting and training, we should keep one thing in mind - what is the purpose. When many employees are doing things, they forget the direction on the way, just do things, but forget the purpose, and don't know why. Even in order to be professional and professional, it seems to be done in a decent way, but the purpose is not right, which is problematic.
Second, the savvy people start from reality and reality.
Some solutions are not good because they do not understand the actual situation. They are all tools, models and theories. As long as you can't do one thing, you think it's because you don't know the mysterious tools. In fact, you don't know the specific situation and what is causing the current situation. As long as the actual situation is mastered, the solution will come out.
Third, the savvy people find the rules, find the key, and then learn how others do it.
With the first two points, you can learn right and fast. Many people do it in turn and study first, but the purpose is hazy. In fact, it is hazy and specious.

03 building organizational capacity in four aspects
Many enterprises will encounter some problems in the second stage of entrepreneurship. The most fundamental problem at this stage is the gap between organizational capacity and strategic development, which is an inevitable development gap. Because business growth drives management, management lags behind half of business. So, how to solve the gap between organizational capacity and strategic development? There are four aspects to improve the organizational ability:
1. Corporate culture, which is the soul of organizational ability
Culture is not virtual, it reflects all aspects, reflects the atmosphere of the enterprise. To strengthen the construction of corporate culture, what we need to shape is that it's the meaning and interest for everyone to work together, because it's really meaningful and the employees are very happy here. In the future, they will attack the mountain and tell stories together. Therefore, if corporate culture is to be implemented, it is necessary to form such an organizational atmosphere and let everyone talk about it.
Corporate culture is more of an organization's commitment to its employees, but also the commitment of its employees to the organization. In fact, it is a kind of spiritual lock, a kind of spiritual contract lock. The atmosphere to be shaped by corporate culture is actually a kind of commitment. In this kind of organizational atmosphere, employees will make an invisible commitment, not to say how tough the organization demands, but an atmosphere. A group of people in the organization are like this. If they are not like this in the future, they will suffer.
At the same time, corporate culture is the most important and ultimately a choice mechanism. Corporate culture does not solve all problems, not everyone will, but to minimize the risk of future turbulence.
2. Talent echelon
The talent echelon is matched according to the growth of the enterprise. It can only be a little ahead of time, not a lot ahead of time. A lot ahead of time will cause waste. But there must be echelons, because without echelons, the mechanism behind will fail. Without echelons, the mechanism will fail; without evaluation, the mechanism will crash; without choice, the organization will be hardened. These three points are very important.
For example, if you want to change a person, you can't change without a echelon. As a result, if you don't change, the employee will feel something and finally form a negative cycle. This employee will think: if the organization wants to change me, I need to hold on and start thinking about my personal interests. As an organization, because this business has to be done and the enterprise has to survive, there is no better person to use. In this way, employees and organizations start to play games, guard against each other and enter a negative cycle.
This matter must be solved, and there is no good way, that is, rude way, recruitment, talent optimization. There are only two ways to increase increment, and there are two ways to store stock.
3. Organization system
Organizational system is not an organizational structure, but an organizational capability platform, such as Huawei's human resource system, IPD, is system, etc. Why not call it organizational structure but management system platform? Because of the strategic operation system, cadre management system, audit system, IPD R & D system, CRM customer relationship management system, ISC supply chain system, etc., these systems form an organization's camp, forming an organization camp that depends on people but not too much on people.

4.机制体系4. Mechanism system
Through value creation, value evaluation and value distribution, a mechanism system is formed to stimulate everyone to strive continuously. The core of mechanism system is guidance. Evaluation should not pursue quantity accuracy, but pursue clear guidance. When many enterprises are evaluating, is this person 96 points, that person 95 points, 96 points better than 95 points? The key is orientation. When Huawei selects cadres, it gives priority to the selection of excellent teams, the selection of the first line, the selection of the difficult places, the selection of those who cultivate talents, and the selection of those who criticize themselves.
Now when many enterprises do evaluation, sometimes they are kidnapped by professionals and pursue economy. The final result is wrong, and the result is not what they want. Therefore, we must focus on the orientation, evaluate according to the orientation of the enterprise, select according to the orientation of the enterprise, and distribute according to the orientation of the enterprise. If we choose according to the scores, many of them are wrong. And the people selected according to the guidance must be right. In the initial stage, enterprises do a good job in this respect. On the contrary, after some enterprises have established systems and mechanisms, they are kidnapped by the professionals for the sake of their specialties, but they lose their past successful experience. This situation should be noted.
A company in Beijing bought a pharmaceutical factory in Inner Mongolia. The business owner arranges a job, because the road is far away, the other side says it can't be done, why can't it be done? Because he didn't know the facts. It sounds very reasonable. He can't talk about others, but he feels that this is another problem. What should I do?
Later he asked me how to do it. I said it's very simple, just do two things.
The first thing is that I will help you pull out the idea of equity incentive plan, take out a certain amount of equity, take the annual evaluation as the scoring system, and then carry out the share reform according to this scoring system during the share reform.
The second thing is to do a simple performance evaluation. There are only three simple indicators for performance evaluation: the first is the overall performance growth of the enterprise; the second is the key tasks to be completed; the core is the third type of indicators, namely the behavior indicators, which are given 40 points, because it is unclear at the beginning, which are the key tasks and which are not key tasks, so we set four indicators - the things to be explained immediately To do; to find problems, to propose solutions; to lead people to solve things; to make challenging achievements.
These four points are actually oriented behaviors. By the end of the year, he would come to me, very happy. What is orientation? First, we must point to the company's growth and growth; second, we must really challenge the problems and solve them. At the end of the year, the pressure of transparency is great.
Evaluation should also be guided. It has to do with strategic objectives. It is a strategic orientation. For example, if an enterprise wants to be the first in the industry, its growth must be faster than any other enterprise in the industry. If the internal evaluation scores are very high, the external competitive position is declining. Even if it is 120, it should be given a C. This also reflects the direction.
I'm not opposed to having a specific score, but more importantly, it's the orientation. When selecting cadres, what kind of people should be selected first and what kind of people should be evaluated depends on guidance. The core of the mechanism finally falls into motivation. There are two kinds of incentives, one is material incentive, and the other is opportunity. It is said that the common point is to let someone be an official and make him rich. The promotion of cadres in the future must conform to the guidance of enterprises.
The strategic orientation of enterprises is a long-term proposition. After the initial success of the enterprise, you enter the second start-up period. Do you often have the following situations?
Ideas change back and forth, thoughts stand, mutual criticism, press the gourd to float;
The decline of entrepreneurial passion, failure of success path dependence, overstaffing and shortage of talents, and the "general" shortage;
Excessive control and inadequate control, internal coordination is more difficult than external coordination, a grasp on death, a release on chaos and so on
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