Home >

CEO Reflection: Whose Responsibility Is Poor Execution?

2008/7/16 15:25:00 41954

When communicating with CEO of foreign enterprises, the most talked about strategies and strategies are discussed, and the most important thing is the executive power.

Some entrepreneurs often feel that their good ideas can not be realized.

The new marketing strategy has been meeting and explained.

Even if we did follow the instructions of the company, we could not produce the expected results.

The finance department is very strict in the promotion cost audit, but the year-end accounts found that the cost increased but the sales volume did not increase.

The district managers have signed the target responsibility letter, but still can not finish the task.

The company's employees are busy, but they can't get results.

A small matter can not be solved for 3 months, and there is no active feedback.

...

At this point, most entrepreneurs think that poor executive ability is a problem of employees' ability and attitude. This view is wrong.

Poor execution is a phenomenon. Poor management is the essence.

The strong execution of foreign enterprises is a phenomenon, and the mechanism to improve the executive ability of employees is the essence.

In fact, it can be seen that:

The poor executive ability of individual employees is the problem of employees; the poor execution of the company is the boss's problem.

The poor executive ability of individual employees is the problem of ability; the poor executive ability of the company is the problem of management.

Through a large number of domestic enterprises research and comparison with foreign enterprises, we can find that the reasons for poor execution lie in the following five aspects:

1, employees do not know what to do;

2. I don't know how to do it.

3, dry up is not smooth.

4, I do not know what good is done.

5, knowing that doing well is no harm.

1, employees do not know what to do.

Some companies do not have clear strategic plans to implement, no definite marketing strategies, or even no annual marketing plan, so that employees can not get clear instructions; some companies do not meet the market demand for marketing strategies, employees have to voluntarily modify; some companies often change policies, strategies repeatedly changed, coupled with poor communication, so that employees are at a loss, and have to rely on inertia and their own understanding to do things.

This makes the employees' work priorities out of touch with the company, and the important work of the company can not be executed or completed.

2. I don't know how to do it.

Employees of foreign enterprises usually have to undergo strict training after entering the office. A few years ago, foreign companies were recruiting representatives from non medicine majors. However, they should know their products thoroughly before going to work. They should undergo 1-2 weeks of training in sales skills. After that, there will be training hours (such as 40 hours / year) each year.

And domestic enterprises are not, or no direct training, or training is not targeted and practical, such as some companies do motivational training and outward bound training for employees, so that employees are enthusiastic about how to work or do not know; some companies to lower level employees to do some industry trends, macro strategy training, and still did not give them a way.

Of course, there is a more common underlying reason, that is, the poor leadership of middle and upper level leaders, who do not know how to do so, can not tell the following people clearly that the director is not clear, and the manager can not tell clearly. In the end, the bottom line of the real implementation will not be dry, and there will be no pain.

3, dry up is not smooth.

If soldiers are fighting at the front line, the supply of logistics can not be supplied, the middle part of the communication is requested, but the command department has no response, and the wounded can not get a quick rescue, so the soldier's fighting spirit will obviously be greatly affected.

The same is true for the company. The promotion fee of 2000 yuan must be awarded to the manager. The manager will approve the director's approval, the chief executive will approve the total approval, the deputy general will approve the financial approval, and the financial approval will be approved by the boss.

As a result, the director's business trip was delayed for 15 days, and the vice president's business trip was delayed for 15 days. Financial affairs did not understand business, and he could not understand the money and spent it in 1 months. Finally, the money was finally approved, but it took 3 months to complete the sales promotion.

Applicants must first explain why they spend money, and then explain why they do not spend it, or spend it, but the result is not good enough to make up a bunch of reasons.

4. I don't know what's good about doing well.

In ancient times, if a city could not be attacked for a long time, the general attacking the city would order: soldiers could burn and kill at any time within 3 days after the break of the city.

As a result, the morale was strong and the city broke down in a day.

Most domestic pharmaceutical enterprises have incentives for employees, especially for sales.

But when making incentive policies, it often makes a mistake. It is too complicated to make policies so difficult for employees to figure out how much energy they will spend next month to achieve.

In this way, the role of incentive policies will be greatly reduced.

Sales are always looking at the present, which is determined by the nature of the work. When the immediate benefits are not seen, there is little interest in doing so.

5, knowing that doing well is no harm.

If there is only a promise that the soldiers can rob and rob in the 3 days after the break of the city, there will be a certain number of soldiers looking for opportunities to slip away, thus shaking the army's heart.

To know that there is no harm in doing bad work comes from three aspects: first, there is no assessment; two, the evaluation index is unreasonable; three, punishment is not heavy or no punishment.

The results of many departments are not suitable for assessing with rigid indicators. For example, the finance department, the marketing department and the logistic department are hard to set up direct evaluation indicators. The work of these departments needs the executives who know the business according to the experience evaluation. If the executives are not able to make fair assessment, the less motivated employees may slack off.

The unreasonable assessment index is the most common mistake committed by domestic enterprises. It is manifested in too many qualitative indicators, such as team spirit, innovation ability, loyalty and so on. There are too many human factors in the assessment of these indicators, and there is a common phenomenon in real life, that is, "people with strong business skills are often not very obedient, and those who do not work tend to have good connections". What are the consequences?

Those who do not work can get a high overall score, and their personal interests will not be affected.

Punishment is not heavy or no punishment is also more common, some are kin, blood relationship, geopolitical relationship, can release a horse to let go; some of their own people, of course, can not be punished; although some are private enterprises, but retain the state-owned enterprise style, Hello, Hello, everyone.

Punishment without penalty severely destroys the rules of the game. "The power of example is endless, and the harm of bad example is endless."

Clearly the reasons for poor execution, the solution has become clear, that is, to achieve "clear objectives, feasible methods, reasonable process, incentive in place, effective assessment."

1, clear objectives

For sales lines, the goal is to implement targets.

The accuracy and implementation of indicators are the basis for budgeting, policy making and incentive assessment, and the most important thing in sales management.

Most of the company's annual sales targets are also broken down into large areas, provinces, offices and representatives, but this is far from enough. If sales targets are to be accurate and implemented, they must be decomposed until they can not be further divided.

Prescription drugs should continue to be decomposed into hospitals, departments and main prescriptions, and the daily dose of prescriptions should be calculated according to the outpatient volume, and then gradually pushed back.

Similarly, OTC should be broken down into stores, promoters or good salesmen, according to the flow of stores.

For other departments, if we want to achieve a clear goal, we must use data to speak. For example, the requirement of "defective product rate should not exceed 2%" is far more useful than "pursuit of excellent quality and service to human health". For customer service department, "customer request to reply on the same day, 3 days must be resolved" is far more useful than "customer is God".

Another auxiliary means to make the target clear is the work order system. The job list clearly describes job contents, expected results, completion time limits, available resources, responsible persons, main assisting persons, etc., and signs will take effect.

Work orders play a significant role in two situations: first, cross departmental collaboration.

As all departments have their own priorities and business emphasis, it is difficult for each department to understand the work well, and the work of collaboration is easy to be delayed by the occupation of this department.

For example, the cooperation between the marketing department and the production department in packaging improvement can be applied to many details, such as how to change the package, size, color value, font, font size and so on. If there is a lot of ambiguity in the telephone communication, it will be clear to write the work sheet, so as to improve the work efficiency.

Two, when the middle managers give instructions to the executors, they may not fully understand the instructions because of the limitation of their operational capacity. It is also possible that the middle managers themselves do not think clearly, and the executors do not dare to ask questions carefully, resulting in adverse execution.

For example, the product manager said to the medical department, "please write a promotional slide for our product, and use it next month at academic meetings", which is an ambiguous instruction.

The level of participants should be explained in order to design difficulty, explain which departments the doctor has to focus on, and highlight the key product information so as not to deviate from this year's promotion theme. It should explain who is ready to make early preparations, and should limit the deadline so that the medical department can arrange the time reasonably.

Therefore, the main role of the work sheet is to make the work clearer, not to sign the responsibility.

2. The method is feasible.

Yue Fei invented the hook and sickle to teach soldiers to hook their horses and legs and break the golden horse.

If there is no such a feasible way, the Yue army can not win again bravely.

Since the executive layer's tasks are executed, managers should assume that they have no thoughts and provide specific operation methods for them.

To formulate a feasible method requires three links, namely, decision-making, support and feedback.

First of all, decisions can not be based on the will of the leaders to take the decision of the brain, but to fully demonstrate the market situation.

Support can be a business guidance for senior staff to subordinates, or a professional internal or external training. It should be noted that for the executive level, teaching tools and methods are much more important than pmitting ideas, and inspirational training does not bring much business growth.