HR management: whether to fish or "fish"
strategic development is crucial to the development of enterprises, which is the so-called plan. However, the strategic development of small and medium-sized enterprises has its own particularity, because their strength is limited, and most small and medium-sized enterprises are in the period of growth, and the development of enterprises is very variable. Many methods applicable to large enterprises may not be applied to small and medium-sized enterprises
core competitiveness other opportunities
some people also use words such as core competence and core competitive advantage to express the concept of core competitiveness. Although the expression methods are different, their essence is the same, which refers to the unique capabilities and advantages of enterprises
whether for large enterprises or small and medium-sized enterprises, having core competitiveness is a good thing. Enterprises focus on core competitiveness to expand products and services, which can bring great advantages and benefits. Plastic recycling granulator reprocesses the waste plastic in daily life to generate the plastic raw materials needed by the enterprise again. It determines the size of fixture structure and the labor intensity of fixture operation. If small and medium-sized enterprises can also develop the market based on their core competitiveness, it is certainly a good thing
however, it should be noted that the prospects of the existing core competitiveness of small and medium-sized enterprises may be very limited. If they focus on the core competitiveness too early, they may miss other opportunities
in addition, small and medium-sized enterprises may not have formed core competitiveness because they are in the growth stage due to many restrictions such as capital and manpower. Facing the pressure of large competitors and the threat of new competitors, small and medium-sized enterprises should not only pay attention to the core competitiveness, but also have the courage to jump out of the box and deny themselves in their strategic development
better product design can bring great advantages to enterprises, because it can turn unknown small enterprises into proud children, such as Feilong health products and Sanzhu oral liquid. However, these products and enterprises are short-lived in the market, and they did not continue to launch successful products, nor did they take this opportunity to grow. On the contrary, some small and medium-sized enterprises continue to innovate their products in the process of growth, and have now become giants in this industry, such as Hewlett Packard in the United States
after small enterprises develop successful products, they are prone to two tendencies, which often ruin the enterprise. One tendency is to stick to successful products, regardless of changes in demand, competition and technological progress, and make insufficient efforts to develop new products. In some enterprises, successful products and people who develop products have become heroes. They can't tolerate new products and new concepts, so that they miss better opportunities for development. It is often too late to take measures until the question of taking samples in a vertical direction with the heat sealing part is exposed, or even after it has developed into a crisis
the second tendency is blind diversification. Enterprises rely on a small number of products to succeed, and when they are rich in funds, their desire for investment and expansion will expand, even faster than their income. As everyone knows, easily entering unfamiliar fields is particularly harmful to enterprises. The characteristics of new markets, the strength of competitiveness, and the constraints of enterprises themselves may ruin enterprises. Suppose a service manufacturer wants to produce electrical appliances. For this enterprise, the experience and management methods obtained from the clothing market may not solve the problems of the electrical appliance market
"it is better to teach people to fish than to teach people to fish"
it is not difficult for enterprises to obtain competitive advantage in a specific period, but to maintain this advantage for a long time. If the short-term advantage can be obtained by ideas and concepts, the long-term advantage must depend on the organizational ability of the enterprise. As the saying goes, "it is better to teach people to fish than to teach people to fish", "fish" can only meet temporary needs, while "fishing" gives people the capital to make a living. Similarly, "fish" is like the product of an enterprise, while "fish" is the organizational ability of an enterprise
in the initial stage of enterprise development, many activities are people-centered. For example, management depends on an "iron bowl" leader, and enterprise innovation depends on someone's inspiration. This is equivalent to pinning the future of the enterprise on a few people, their personal actions, such as job hopping and death. Will bring great turbulence to enterprises. On the contrary, enterprises that pay attention to organizational capacity-building should transform individual decisions into organizational process decisions. For example, establish management system, introduce expert system, establish research and development team, etc
in many Japanese and American enterprises, their innovations emerge in endlessly, but it is difficult for you to find the so-called "core" figures. On the contrary, many of our enterprises are in trouble soon after some people are "poached". The leaders of these enterprises should really reflect on why they are so dependent on someone. Return to the metaphor of fish and fishing. For example, small and medium-sized enterprises like our tensile testing machine should summarize their fishing methods after each fishing and gradually improve their level. Fish is naturally important, but fishing skills are more important, because no matter how big the fish will be eaten, and others' fishing skills will be better and better. (end)
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