Does The Enterprise Know Where To Go?

Friends came to Beijing yesterday to discuss the development of enterprises.

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He started his business 8 years ago. His sales volume was 1 billion this year.

This is the envy of many people, but he said a morning's distress, and finally said, "if we go on like this, we may die in 3 years."

What he encountered was not the challenge of the Internet, but the challenge of management.

The world will eventually be killed by the Internet business will be very few, but because of the lack of "appropriate management" will die a lot of enterprises.

Almost every company now attaches great importance to the Internet, but little attention is paid to management.

What we destroy is precisely what we should value but not be valued.

I suggest that friends learn from HUAWEI in their early years and firmly push ahead with management change. In particular, they should shift their focus from individuals to teams.

When I say goodbye, I recommend him to watch this video "the last weaving".

I think it's worth everyone spending seven minutes quietly watching it.

Occasionally, standing in the "business", think about the "direction and how to go", perhaps when you start out, you can be more firm and relaxed.

The growth process of an enterprise will inevitably undergo pformation or pformation.

Looking at F1, short track speed skating and other sports, I find that those winners and runners are not the fastest ones, but the best time to turn around, and many racing cars or skaters who rush forward are often thrown off the track.

However, in the growth of enterprises,

The problem is often ignored by managers.

We are busy dealing with all kinds of things in front of us, going round and round, following the inertia of history, and forget that the front may not be the direction that enterprises want to go.

Inertia is more powerful than imagination.

DELL, Kodak, NOKIA, and so many enterprises in China, in fact, every enterprise is sober before they die. They all want to change, but it is too late because they are "in the end."

Is it possible to remain sober when an enterprise is "not sick"? But managers often need to jump out of their specific affairs and ask themselves seriously: Why did businesses survive in the past? Can these success factors help enterprises continue to survive? What should enterprises change if they want to survive?

This is the three question Mr. Bao discussed with Mr. Ren Zhengfei before he wrote the basic law of HUAWEI.

I have always thought that these three issues are the root, the content of the HUAWEI basic law is a branch, the management system of HUAWEI is leaf, the team is the flower, and the performance is the fruit.

There are always employers looking for them.

I hope to help them to make a basic law of the HUAWEI.

I am all straight forward. If you want to write a document, you can find anyone to follow the example. But to be a continuous enterprise, no matter big or small, we need to start thinking from these three questions.

Now every manager is advised to take a look at the video and then consider these three questions.

This is especially true for bosses.