Solving the puzzle of stagnation in the developmen

2022-10-03
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Solve the puzzle of stagnation in the development of large enterprises

the river has gone East and the waves have washed away, and the immortals of the ages! After talking about the desolation after the glory of many large enterprises today, I can't help recalling the past

many enterprises that surged in the market in the past have fallen into the situation of declining profits and shrinking market. These enterprises once had a high market share, talent accumulation, brand recognition rate and so on

most of them have good reserves in talent, capital, government support and so on, although they are not in good shape today. What causes these enterprises to gradually decline? Why is the once excellent team and the driving force supporting its development gone? Why can't enterprises do well when conditions are good in all aspects

the development of enterprises requires the joint action of environment and many related factors, such as talents, funds, etc. In the early stage of enterprise development, these are extremely scarce resources. But these enterprises can overcome and eventually develop. In the process of development, these enterprises are trying to make up for these weak links after realizing the constraints of these factors on the development of enterprises

there are some internal spiritual layers in the development process of these enterprises, and these small enterprises also have many incentive factors to do very well. This power, which can be classified as corporate culture or spiritual vision, has promoted the development of these enterprises without exception. But in essence, this internal motivation is simpler and purer than the enterprise vision, that is, to survive and hope for better. This pursuit of interests from the origin of life forms an internal mechanism that drives people to make success beyond common sense

of course, this spirit of pursuing interests is jointly affected by many complex factors. For example, for the sake of the country, relatives, ideals, etc., are all part of this internal spiritual driving force for interests

without exception, these factors work together to support the development of enterprises. Everything changes from here. The success of the enterprise has gathered a lot of resources and wealth around it. The entrepreneurs, the owners of human resources and external resources of that year also participated. Although these stakeholders do not have the property rights to the enterprise resources in law, they actually divide the profits and various resources of the enterprise

first, entrepreneurs' pursuit of enterprise interests. They dominate the development direction of enterprises and promote the success of enterprises. They believe that their claim is reasonable whether they have property rights or not. At the same time, the development and growth of enterprises have gone beyond their original experience, and they began to look for a sense of security in their hearts. Why do I become more and more confused about the developed and successful enterprises? The process, process and market have been expanded thousands of times, leaving them helpless. In order to expand their management ability and protect their interests as a group, they began to install relatives, confidants and other foreign aid in the enterprise as a barrier

secondly, managers and employees at all levels as human resources of enterprises. When enterprises succeed, they naturally share the corresponding benefits. Like entrepreneurs, in order to protect their vested interests, they began to operate their own interest ecosystem intentionally or unintentionally. In the face of interests, the team and passion of that year were quickly disintegrated, differentiated and transformed into passion for their respective interests. The success motivation and strength of those excellent teams did not disappear out of thin air, but changed into another equivalent form of strength

the third is the owner of resources. They have all kinds of informal resources necessary for the development of enterprises. For example, local political interest groups with government resources, other relevant enterprises and partners in the value chain with channels, technologies, etc. 1.2 support materials. Various stakeholders began to seize the beachhead, divide the scope of interests, and form their own strength

so many stakeholders form a jagged interest network together. Everyone can't resist each other. Although some people have the upper hand from time to time, they can't form an absolute advantage to dominate the development of the enterprise. All kinds of human mediated and dominant resources have been shelved to reflect their value

various strange phenomena in enterprises have gradually increased as a result. At the same time, there are many "complications" and other problems, such as the lack of implementation, or the lack of strategy, or changing day and night, and so on. The ultimate confrontation of various problems and interests is ultimately manifested in the humanized corporate personality of the enterprise, such as scattered, chaotic, blind, panic and so on

many consulting experts and newcomers may find many problems. It comes down to the lack of strategy, corporate culture and execution. It sounds good, but why can't it be implemented in the end. In the final analysis, it is the failure to identify the root causes and contradictions

the author believes that all problems ultimately lie in people, and people's problems ultimately stem from the interest structure governance of stakeholders. Only by fundamentally clarifying the rights and interests of stakeholders can enterprises revitalize and take off again

how to clarify the interest structure of stakeholders, we will start from the following aspects:

1 Face up to the rights and powers of stakeholders. The rights and interests of existing stakeholders exist objectively and cannot be ignored. To solve them, we must face them correctly and admit their existence

2. Analyze the stakeholder structure. We can analyze it with fishbone diagram, matrix and other analysis tools

a) first describe their relationship

b) draw the relationship between each other

c) then draw the weight of each part

d) classify similar interest groups according to the closeness of their interests

e) determine the main contradiction according to the weight

f) analyze the formation and restriction of its important contradictions

3. Through the results of the analysis, we can see their response and impact on the revitalization of enterprises

4. According to the above results, determine the governance scheme of the equity structure of enterprise stakeholders

generally, there are the following conventional means for the governance of the equity structure of enterprise stakeholders. The basic idea is to achieve the fundamental purpose of governing the equity structure of enterprise stakeholders by optimizing its structure

concentration of power: the more people there are, the more opinions there will be, and the reaction speed and implementation strength of the enterprise will inevitably be greatly reduced. The relative centralization of power is conducive to the cohesion and core competitiveness of enterprises

consolidation of interests: the greater the number of interest groups in an enterprise, the greater the strength of mutual checks and balances, and the consolidation of small groups of the same interests. So that its power is relatively concentrated, but it can also ensure that lithium batteries play a role of checks and balances while their technical indicators are developing rapidly

replacement of interests: since everyone can't do well together, let the relevant interests be replaced to optimize its structure, and exchange to consolidate and optimize resources without damaging the interests of all parties

location adjustment: through the movement of location on the enterprise ecological chain, we can focus our main interests on the main objectives of the enterprise and let everyone rush towards the direction of development together. Reduce internal restraining forces and re form an effective driving force

disintegration of interests: those who resolutely oppose the development of enterprises and hinder the structural governance of enterprise stakeholders should be resolutely banned. This step is very dangerous. We should take it step by step. If it cannot be eliminated directly, it can be divided and disintegrated by using its internal contradictions to form smaller dispersed parts. Absorb what is beneficial to me, appease the neutral part, eliminate the opposite part, and finally achieve the goal of elimination

make use of the role of ecological chain, so that the organization is in a non safe excited state, so that everyone is in a state of dissatisfaction, and revitalize the motivation when starting a business. Of course, it is impossible for everyone to return to poverty, but it can make them feel relatively dissatisfied and form a driving force

decompose the interests of the bottom and middle-level stakeholders, recover their interests, and allocate them to efforts and greater contributions

finally, through the above processes and means, we can optimize the structure of stakeholders in corporate governance. So that it can re stimulate the internal motivation to mobilize relevant resources and glow with the strength of the past. (end)

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