Be careful of your corporate culture

Recently, I read a good article from Zhang Manzhi, the general manager of Beijing Dianshi Yicheng Consulting Agency. In How to Break the Management Bottleneck, he specifically explained that corporate culture should be applied, otherwise it is a castle in the air. Indeed, if you look carefully, there are many differences between successful and failed corporate culture. Therefore, Zhuge Changqing has become an entrepreneur and boss (even if your company has only a dozen people). Pay attention to your corporate culture and really turn it into a belief. Only if your employees believe in your culture, can your company survive for a long time

-------Zhuge Changqing

Cultural bottleneck is the deepest hidden bottleneck in enterprise management activities, and most enterprises can hardly find and face it by themselves. When the cultural bottleneck has seriously restricted the development of enterprises or jeopardized the survival of enterprises, enterprises often do not realize it and blindly seek for bottlenecks from other aspects to make blind breakthroughs. The result is that the more breakthrough the problem is, the greater the bottleneck amplification effect is caused. For large and medium-sized enterprises in rapid development, if the bottleneck amplification effect occurs, it is fatal in most cases. Three trees or rising sun, they all collapsed at the best time of the enterprise. What is the most deadly? It is at a critical moment that suppliers do not trust the enterprise, employees do not trust the enterprise, and some regional managers run away with money... It is fundamentally caused by the bottleneck of corporate culture. So how to break through the cultural bottleneck? Here are two "brochures". If we implement them, we can achieve an easy breakthrough.

First, turn slogans into actions.

In the construction of corporate culture, the slogans of enterprises are very beautiful, but quite a few enterprises have not really implemented them. Some individual enterprises even regard corporate culture as a means of deceiving customers and employees. In actual business activities, they do not keep their credit, maliciously default on suppliers' payment for goods, default on employees' wages, and so on. A culture with only beautiful slogans and no action is a false culture. Although these enterprises can be prosperous for a while, they cannot escape the fate of short life. It is impossible to become a century-old store.

➔ In this regard, Tongrentang is the best model. The store motto followed by generations of Tongrentang people is that "although processing is complicated, we dare not save labor, and if taste is expensive, we dare not reduce material resources", which is the corporate culture of Tongrentang. At that time, there was no CI, and there was no more expression. It was only by the employees consciously practicing the store training, establishing a well-known corporate culture at home and abroad, and achieving the gold-lettered signboard of Tongrentang's century-old store.

➔ Turning slogans into actions is the most basic requirement of corporate culture construction. To turn slogans into actions, leaders of enterprises should first act, and then drive employees to act together.

Second, let employees believe in corporate culture

➔ To break through the cultural bottleneck, employees must realize their belief in corporate culture. Trust; Look up. The belief in corporate culture is the belief in the enterprise.

➔ Professor Qi Shanhong's "The Story of Two Houses" in "Spiritual Management" can well illustrate this problem.

➔ The first house: a magnificent office building, a tall and bright factory building, where people are busy and bustling, and strict management is implemented. Here, people are paid wages, bonuses and benefits... However, there are speculation, eating inside and outside, betrayal, complaint, open fight and secret fight

➔ The second house: without modern facilities, it does not provide wages and benefits, and lives a poor life. People are willing to donate the money they have earned in the past.

➔ When people come out of this house, they seem to be baptized by their hearts.

Inspiration from two houses

➔ People in the first house have a series of problems due to lack of faith. The traditional management concept has encountered major challenges in real life. It attempts to emphasize people's sense of responsibility and initiative with strict rules and regulations (rules and regulations are indispensable). After spending a lot of resources, it has little effect.

➔ The people in the second house are willing to contribute because of their faith and pursue their own life goals.

➔ Someone said that what you said is too idealistic and difficult to achieve in reality. But my answer is: No. You see, the Japanese did it. In order to turn the people in the first house into the people in the second house, Japanese enterprises have established their own religious culture. The top leader of the enterprise is similar to the "religious leader". In order to implement his "religious doctrine", he has constantly spread his business philosophy to his "followers", making employees become fanatical believers in religion, and employees can sacrifice their lives to uphold their faith. Therefore, Japanese enterprises can achieve unimaginable performance.

➔ To establish this belief, operators should first have a kind of piety similar to religious believers, give up immediate interests, and sincerely practice corporate culture. If you don't believe in your own culture, don't let employees believe it. After training yourself, go to "preach".

➔ Only when employees have faith in corporate culture can they truly have advanced corporate culture.

➔ With advanced corporate culture, there will be loyalty of employees, and there will be people standing up at the critical moment of the enterprise. Only when you are recognized and trusted by the outside of the enterprise can you cultivate loyal consumers.

➔ To grasp "faith" is to grasp the key to break through the cultural bottleneck.

➔ Loyalty, internal loyalty is the loyalty of employees; External is brand loyalty.

➔ A signature of Nan Cunhui, Chairman of Chint Electric, can successfully borrow 300 million yuan from the bank! This is the power of brand loyalty. Because the bank's credit line to Chint is 300 million.

➔ How to establish this brand loyalty, in the words of Nan Cunhui, is to be trustworthy. Nan Cunhui advocates the view of "two X-1=0". Nan Cunhui explained that: two X's, one for employees and one for products. Chint has more than 10000 employees. As long as one employee does not speak of integrity, the image of Chint is equal to zero; In the same way, Chint has tens of thousands of products leaving the factory every year. As long as one of them is unqualified, the credit rating of Chint's products in the eyes of users is equal to zero.

➔ If you do not keep your integrity, you may "win the profit for a while", but you will "lose the profit for a long time".

 小心你的企业文化

  最近看了北京点石宜成顾问机构总经理张满志朋友的好文章，他在《如何突破管理瓶颈》中专门阐述了企业文化要管用才行，否则就是空中楼阁。的确，仔细看看，成功的失败的，企业文化的确有很多差异。所以诸葛长青进一企业家们、老板们（哪怕你的企业只有十几个人），注意你的企业文化，要真的把企业文化变成一种信仰才行，只有你的员工信奉你的文化，你的企业才能够长久生存......

                                 ------- 诸葛长青

  文化瓶颈是企业管理活动中隐藏最深的瓶颈，多数企业靠自己很难发现和正视它。在文化瓶颈已经严重制约企业发展或危害企业生存的时候，企业往往都意识不到，还一味的从其他方面找瓶颈进行盲目突破，结果是越突破问题越大，造成瓶颈放大效应。对于快速发展中的大中型企业，如果出现瓶颈放大效应，多数情况下是致命的。三株也好，旭日升也好，他们都是在企业最好的时侯轰然倒下。最致命的是什么？是在关键时刻，供应商不信任企业，员工不信任企业，一些区域经理携款逃跑……从根本上说都是企业文化瓶颈造成的。那么如何突破文化瓶颈呢？下面献上两条“锦囊”，照此落实，定能实现轻松突破。

     第一条，把口号变为行动。

  在企业文化建设中，企业的口号都提的很动听，但相当多的企业并没有真正落实。有的个别企业甚至把企业文化作为忽悠客户和员工的一种手段，在实际经营活动中，不讲信用，恶意拖欠供应商货款、拖欠员工工资，等等。只有动听的口号没有行动的文化是伪文化。这些企业尽管可以红火一时，但却逃不脱短命的下场，它不可能成为百年老店。

 在这方面，同仁堂是最好的典范。同仁堂的几代人遵从的店训 “炮制虽繁必不敢省人工，品味虽贵必不敢减物力”，就是同仁堂的企业文化。那个时代也没有什么CI，也没有更多的表达，就是靠员工们自觉地实践店训，建立了名扬中外的企业文化，成就了同仁堂百年老店的金字招牌。

 把口号变为行动，这是企业文化建设的最基本要求。把口号变为行动，企业的领导要首先行动，然后带动员工一起行动。

  第二条，让员工信仰企业文化

 突破文化瓶颈，必须实现员工对企业文化的信仰。信，信任；仰，仰视。对企业文化的信仰，就是对企业的信仰。

 齐善鸿教授在《精神管理》中讲的《两座房子的故事》很能说明这个问题。

 第一座房子：富丽堂皇的办公楼，高大明亮的厂房，这里的人们忙忙碌碌，熙熙攘攘，实行严格的管理。这里给人们发工资、发奖金、发福利……然而，这里存在着投机钻营、吃里扒外、背叛、抱怨、明争、暗斗……

 第二座房子：没有现代化设施，这里不提供工资福利，过着清贫的生活，人们心甘情愿地将过去辛辛苦苦挣来的钱捐献出来。

 当人们从这所房子走出来，似乎受到了心灵的洗礼。

两座房子的启示

 第一座房子里的人因缺乏信仰出现了一系列问题。传统的管理理念在现实生活中遇到了重大的挑战，企图用严格的规章制度（规章制度是不可缺少的）来强调人们的责任心、主动性，在花费了很多资源以后，收效甚微。

 第二座房子里的人因有信仰而乐于奉献，执著的追求自己的人生目标。

 有人说，你讲的太理想化了，现实当中很难做到。但我的回答是：NO。你看，人家日本人就做到了。日本企业为了把第一座房子的人变成第二座房子的人，他们都建立自己的宗教式文化，企业最高领导者类似“教主”，他为实施自己的“教义” ，不断向他的“教徒”传播他的经营哲学，使员工成为宗教的狂热信徒，员工为维护他们的信仰，可以舍身取义。因此日本企业能够取得令人难以想象的业绩。

   建立这种信仰，经营者首先要有一种类似宗教信徒的虔诚，放弃眼前利益，真诚实践企业文化。如果对自己的文化你都不信，就不要让员工去信。把自己修练好了，再去“传教布道”。

 企业员工有了对企业文化的信仰，才叫真正有了先进的企业文化。

 有了先进的企业文化，才会有员工的忠诚，才会有人在企业的关键时刻挺身而出。才会有企业外部对你的承认，对你信任，才会培养出忠诚的消费者。

 抓住了“信仰” 就等于抓住了突破文化瓶颈的关键。

 忠诚，对内是员工的忠诚；对外是品牌忠诚。

 正泰电器董事长南存辉的一个签字，可以顺利地从银行贷款到3个亿！这就是品牌忠诚的力量。因为银行对正泰的授信额度是3个亿。

 这种品牌忠诚是怎么建立的，用南存辉的话说，就是讲信用。南存辉倡导“两个X－1＝0”的观点。南存辉是这样解释的：两个X，一个代表员工，一个代表产品。正泰有1万多的员工，只要有一个员工不讲诚信，正泰的形象就等于零；同样道理，正泰每年有千万件产品出厂，只要有一件不合格，那么正泰的产品在用户的心目中的信用度也等于零。

 不守诚信，或许可“赢一时之利”，但一定会“失长久之利”。

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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