Chen Chunhua text
Business leaders need to understand that there is a fundamental difference between strategic thinking and management philosophy. Strategy itself means making difficult choices and choosing the right things;Management, on the other hand, is something that you don't have to make a choice but have to deal with, and it's about how all kinds of business are handled.
Strategic thinking is:
Question 1: What do you want to do;
Question 2: What conditions can I do what I want to do?
Question 3: What do you have?
Question 4: What are you missing?
The key question is: what are you going to do?
Strategic thinking is all about making choices, choosing what to do and what not to do. The management philosophy is: to find a solution to any problem;There is no right or wrong in management, only to face problems and solve problems.
Therefore, no matter what problem you encounter, strategic thinking requires asking yourself first:What I want to do, instead of asking myself how to solve a problem, the latter is the management philosophy.
01 Based on sustainable development
Strategic thinking will make enterprises care about the basis for the survival of the enterprise, will clearly define the profitability of the enterprise, and will know what they can and cannot do.
Strategy is not an action based on profit, but an action based on sustainable development, and profit is only the result of strategic choice, but not the basis.
As a company, it is dangerous to only be able to see the problems faced and only know how to solve them. If the direction of the company's efforts is to solve the problems it faces, then you are the one who only cares about the management philosophy. In today's world where the flow of information and money moves at breakneck speeds, the future of companies that will only manage is uncertain. Worse still, a management-centric approach can often lead to a state of self-containment.
If everyone wants to solve a problem, it will inevitably lead companies to decide on products based on their capabilities. In the past few years, when we see the adjustment of the industry pattern brought about by technological development, so that the leading enterprises are eliminated, it should be understood that it is the result of only focusing on management and ignoring strategy.
02 Strategy is a choice
Strategic thinking is all about choosing what not to do. I understand Peter. The profound meaning of a passage that Mr. Drucker once said, "In a legal and financial sense (not in terms of corporate structure and economics), today's 120-year-old company will not survive more than 25 years." ”
When I give lectures, I always start with this passage on the issue of strategyDrucker told us that there are two prerequisites in the process of enterprise development, that is, legal conservatism and financial conservatism. These are the two basic prerequisites of doing business, and if these two prerequisites are violated, a company that has lived for 120 years will not live for long.
What is clearly expressed here is that strategy is a choice under the premise of conservative laws, rules and finance, in other words, strategy requires not to do things that violate laws and rules, and not to do things that are financially aggressive, which is the primary choice of strategic thinking. If you have the ability to think strategically, you should have this self-discipline, and then your organization's ability to resist risks will be strengthened.
03 Problem solving is management thinking, and repositioning is strategic thinking
The development of strategy is repositioning, and problem solving is management thinking rather than strategic thinkingFrom a strategic point of view, it is necessary to constantly seek new development space through repositioning, which is a very interesting kind of training.
Managers with strategic thinking are able to constantly reposition themselves and find new space for growthManagers who are Xi to management thinking look for answers when they encounter problems. For entrepreneurs or entrepreneurs, both abilities must be strong, and if they can do it, they can lead the business to continue to grow.
In reality, some companies lose opportunities strategically because they are constantly solving problems, while those who seem to be not well managed find opportunities strategically. Sometimes we find that a company that does a good job of management has no strategic opportunities, because here, solving problems is a management Xi, and managers are too introductory, but not so sensitive to external changes.
In the past, because of the rapid development of the Chinese market, many leaders thought that growth was inevitable, but now, we need to calm down and think, where does growth come from?This is the core issue of strategy. Leaders need to think about itWhat was done and what was not done strategically?Don't rush to solve the problems that other people's companies are solving, but pay more attention to their sensitivity to change, as well as the choice of constantly innovating business models and seeking new development space.
Looking at Wal-Mart's global chain effect, Microsoft's ability to realize customer value, and P&G's deep understanding of consumers, maybe you should understand that this is not a problem of low prices, not a problem of innovation, nor a problem of multiple products, but a problem of a solid foundation of strategy.
Some people may raise objections and say that how can an enterprise do without a management philosophy?I don't disagree with this statement, but I emphasize that enterprises must have strategic thinking, and management concepts can release value, that is, to help enterprises achieve strategy and achieve growth. Business leaders must learn to think first about what they choose to do, and then think about what problems to solve and how to solve them.