Editor's Choice
Audience: business managers, decision-makers, entrepreneurs, university researchers, students, etc.
1.Song Zhiping's 40 years of business experience is a masterpiece!The author has been rooted in the enterprise for 40 years, and has brought two "grassroots central enterprises" of China National Building Materials Group and Sinopharm Group into the world's top 500. The 30 principles of management described in this book are "made, not written". The author's personal experience and experience in enterprises, the analysis and induction of in-depth research of hundreds of enterprises, and the in-depth exchanges in Tsinghua University, Peking University and other universities and business schools, after a global review and careful refinement, are clearly and multi-dimensionally presented in this book.
2.The book "Seeing People, Seeing Things, Seeing Thoughts, Having Ways and Techniques, and Stories" simplifies complex problems, combines epistemology and prescriptions, and strives to be easy to read, helping everyone to clarify their ideas and solve problems, and providing easy-to-read, useful and practical reference for the majority of business operators.
3.Huang Weiwei, professor of Business School of Chinese University and senior management consultant of Huawei, and Tan Xuguang, chairman of Shandong Heavy Industry Group and chairman of Weichai Holding Group, sincerely recommend!
Introduction
A strategic win is a big win, and a strategic loss is a big loss.
The innovation of enterprises should be purposeful, quality and efficient, and not only pay attention to high technology, but also pay attention to the innovation of medium and high technology, low technology and business model.
Business is about doing the right thing, and management is doing the right thing.
Doing business is fundamentally a matter of doing people's hearts.
This book covers six articles of strategy, innovation, management, management, reform and culture, and 30 "hard truths" of enterprise management, which is a systematic summary of the author Song Zhiping's 40 years of business experience and perception, which is "made, not written". 40 years of personal experience and experience in enterprises, in-depth analysis and induction of hundreds of enterprises, in-depth exchanges in Tsinghua University, Peking University and other universities and business schools, after a global review, careful refinement, clearly and multi-dimensional presentation in this book. The author simplifies complex problems, combines epistemology and prescriptions, and strives to be easy to read, so as to help everyone clarify their ideas and solve problems, and provide easy-to-read, useful and practical references for the majority of business operators.
About the Author
Song Zhiping is the President of the China Association of Public Companies and the President of the China Enterprise Reform and Development Research Association. He served as the chairman of China National Building Materials Group and China National Pharmaceutical Group, and brought two central enterprises into the Fortune Global 500.
Song Zhiping is a well-known expert in business management in China, has served as a member of the National MBA Education Steering Committee for three times, served as a practical professor in the business schools of many key universities, and has published many books such as "Business Strategy" and "Three Fine Management". He has won many awards, such as "Yuan Baohua Enterprise Management Gold Award", "Management Science Award", "Ishikawa Xin-Kano Award", "China's Economic Person of the Year", "Fortune CEO Lifetime Achievement Award", "China's Outstanding Corporate Thinker" and so on. He led a large-scale joint restructuring of CNBM and Sinopharm in the cement and pharmaceutical distribution industries. The development of China's cement industry promoted by him was selected as a case study of Harvard Business School, and the regional large-scale restructuring and integration of cement enterprises and the three-fine management of the cement enterprises he created won the first prize of the National Enterprise Management Modernization Innovation Achievement.
Table of Contents
Preface 2 Part 1 Strategy 9
Business Article 1 Strategy is a top priority for the business 9
The most important thing to do business is to put strategy first 9
Strategic positioning is fundamental to the development of enterprises 11
The purpose of a strategy is to give a business a competitive advantage14
A strategic win is a big win, and a strategic loss is a big loss 18
Business Article 2 Strategy is a matter of choice and trade-off19
"What not to do" is just as important as "what to do" 20
Occupy the place that must be occupied 22
Don't fight the world, but learn to divide the world 24
Strategy is also not set in stone26
Management Article 3 Goal-oriented strategy formulation 28
Developing strategy is a leader's primary responsibility 28
How to Shape Strategic Thinking 31
Set a goal first, and then find what is lacking 34
It is necessary to ensure the implementation and implementation of the strategy 36
Business Article 4 The development of enterprises should highlight the main business 38
The housekeeping skills of enterprises are the four cores 38
The principle of "four questions, four don'ts, four wants" for choosing a new business 41
Highlight the main business and strengthen the main business 43
Specialization, relevance, pluralism, pluralism 45
Operational Article 5 Transformation does not necessarily require a career change 48
Construct three growth curves 48
Do a good job of segmentation when the industry is down51
The direction of transformation is "four modernizations" 53
Follow the law of industry development and the logic of enterprise growth 56
CHAPTER II. INNOVATION 57
Operating Article 6 The essence of innovation is a new combination 58
How to make a new combination 58
Technological innovation is at the heart of enterprise innovation 61
Innovation should do a good job in the cooperation between industry, academia and research 63
Different Innovation Heights Models 66
Article 7 of the operation of effective innovation 69
Innovation must be profitable 69
Relying on capital markets for innovation 71
Innovation should not only pay attention to high technology, but also pay attention to medium and low technology74
There are ways to reduce innovation risk 76
Business Article 8 Entrepreneurs are the soul of enterprise innovation 78
Entrepreneurs should be obsessed with innovation 79
Strive to be an innovative enterprise 82
A culture of innovation is the foundation of innovation, and it is good at encouraging employees to innovate, 84
There are two priorities to be paid attention to in the innovation system 87
Article 9 of the operation to choose the appropriate innovation model 88
Independent innovation, self-reliance and self-improvement 89
Integrated innovation is an important model of innovation 92
Continuous innovation and disruptive innovation are both grasped 95
Enterprise innovation should also pay attention to business model innovation 98
Business Article 10 The innovative integration of technology and business is the trend of the times100
Scientists and Entrepreneurs from Division of Labor to Convergence 101
Scientific research institutes into enterprises 103
It is necessary to solve the problem of transforming scientific and technological achievements into productive forces 105
STI Strategies for Small and Medium-sized Enterprises 108
CHAPTER 3 BUSINESS 110
Doing Business Article 11 Doing Business is Doing the Right Thing 111
Shift from production management to business management 111
Business is about making the right choices in the midst of uncertainty 113
Be an effective operator 116
A business leader is first and foremost an operator 119
Business Article 12 Integrating resources is more important than creating resources 122
Learn to integrate resources from the market 123
Four ways to improve resource integration capabilities 125
Establish an integration model of industry, capital and resources 127
Three Principles of Resource Allocation 129
Article 13 of the operation shall be carried out organically and jointly reorganized 132
From organic growth to organic restructuring 133
Old Hen Theory 134
At the heart of the restructuring is mutual benefit and win-win 137
Deep integration is an important task after the restructuring 139
Article 14 of operation to enhance core competitiveness and establish comprehensive development advantages 143
From volume to price 143
From competition to coopetition 146
Gain business advantages with your own brand 149
Enhance core competitiveness and establish a comprehensive development advantage of "innovation + capital + management + market" 152
Business Article 15 Risk and Crisis Management to Minimize Losses 155
Use the system to "cure the disease" 156
Making the right decisions is an important foundation for risk aversion 158
Risks should be manageable and bearable, and losses should be minimized.161
Increase resilience and stabilize operations 163
CHAPTER IV MANAGEMENT 166
Business Article 16 Management is doing things right 166
Master the essence of the three fine management methods 167
Early and meticulous management 169
Pay close attention to management, grasp the market, grasp innovation, and pay close attention to service 171
The purpose of management is to play and not to control 174
Operate Article 17 Organizations are to "prune" 176 incessantly
There are traces of corporate decline 177
Always beware of big business sickness 179
Control the scale, constant pruning 182
"Separation" separates new vitality 185
Business Article 18 Benchmarking optimization is an effective way to reduce costs 186
An important way to reduce costs is to benchmark 187
Focus on 15 KPIs to manage metrics 190
Choose on-demand zero inventory management 193
The counselor system can turn stones into gold 196
Article 19 of the operation of quality management to implement the standard 198
Quality comes at a cost of 199
Quality management of all employees and the whole process 201
Establish a system of management standards 204
Constructing the Five Excellence Flywheel Effect 206
Business Article 20 Doing business is king to cash 208
Controlling cash flow requires comprehensive budget management 209
Rationalization of financial leverage 210
Pursue profitable income, profit with cash flow 212
Two golds" minimum with funds pooled 215
CHAPTER V REFORM 217
Article 21 Enterprises shall operate in accordance with the market-oriented mechanism 217
Improving the modern enterprise system 218
The "central enterprise municipal-run" model chosen by central and state-owned enterprises 221
Equity to be diversified 224
Adhere to the principle of fair competition 226
Business Article 22 Actively and steadily promote mixed ownership 228
Mixed ownership is the golden key 229
The strength of state-owned enterprises + the vitality of private enterprises = the competitiveness of enterprises 231
The important thing for mixed ownership is to change rather than mix 233
The "Three Highs and Three Sames" of Mixed Ownership Reform 236
Article 23 Corporate Governance Should Be Standardized 239
Ensuring the independence of the company and the limited nature of the shareholders 239
Make the most of the role of the board of directors 242
Compliant operation and strict internal control 245
Actively assume social responsibility and improve the ESG working mechanism 248
Article 24 of the operation of the sharing mechanism to create a community of interests 250
Human capital is as important as financial capital 251
There is a mechanism to do business without immortals, and without a mechanism immortals, it is not possible to do a business 253
From Incentives to Sharing 255
Promoting entrepreneurship 258
Article 25 of Management Continuously improve the level of enterprise value creation 261
Market capitalization is the number one indicator of the effectiveness of a listed company 262
Enhancing the level of value creation of state-controlled listed companies 264
Five Capabilities to Improve the Quality of Listed Companies 266
Accelerate the construction of a world-class enterprise 269
CHAPTER VI CULTURE 272
Article 26 Businesses should be people-centric 273
To do business is to do culture, and culture sets the country 273
People are the most precious and should be centered 276
Focus on the construction of four types of teams 279
Top 10 Indispensable Leadership 281
Business Article 27 Carry forward China's excellent traditional culture and create Chinese-style management 285
Integrate China's excellent traditional culture into modern management 285
Creating Chinese-style management 288
A good entrepreneur should also be a business thinker 290
To be an inclusive enterprise 292
Running a business like a school 294
To be a business, you must not only practice, but also learn Xi 295
At the heart of a learning Xi organization is deep engagement 298
Improve the overall quality of the organization 300
Learn Deep Xi 303
Business Article 29 Doing Business According to Common Sense 305
Pragmatism 306 is to be promoted
Be Professionalist 308
Stick to long-termism 312
To be a fine customer 315
The purpose of running a business is to make society a better place 319
What is the purpose of the business 319
Standing on the moral high ground to do business 323
To be a business of character 325
Do one thing well in your life 328