** Benchmarking Learning
Edit |Three-Body Problem.
The benchmarking process must rely on a number of supporting elements for it to run smoothly, just as a tower must rely on strong pillars to stand tall. The study shows that there are seven main elements to support benchmarking learning in enterprises: core values, organizational structure, organizational culture, incentive system and promoter.
Forming the right core values
According to the perspective of modern psychology, human behavior is like the part of the "iceberg" floating above the water, which is determined by internal purpose, identity, beliefs, abilities and values. As shown in the diagram below, behavior is what a person does and says and what they intend to express to the world around themValues are a value judgment system for people and organizations to treat things, although they cannot be seen or touched, they affect our attitudes and opinions all the time, thus affecting our behavior.
It can be seen that core values have an important impact on the development of a business – any great company has excellent values – because a set of recognized and meaningful values is equivalent to providing the company with a code of rules for doing business. With these rules coding, employees can maintain a consistent style and principles across the company while having autonomy and decision-making.
Values determine behavior schematics.
Let the vision lead us
Vision is a state that individuals and organizations aspire to achieve, and it is like the Big Dipper in the night sky, guiding people in the direction and inspiring people to strive for it. Many entrepreneurs and management scholars focus on the construction of an organization's vision. For example, Ikujiro Nonaka has mentioned the important role of "organizational intent" in corporate knowledge creation and corporate development. He believes that organizational intent must be motivating enough to be a core value of the company's internal drive. For example, Akio Tanii, CEO of Panasonic Corporation, coined the term "human electronics" as his basic theme in 1986 and updated his goal with "becoming a 'Possibility Exploration' Company in 1990."
Similarly, strategic management scientists Gary Hamel and Ck.Prahalad also pointed out in "The Future of Competition": "The driving force that drives the company into the future is not cash, but the passion and wisdom of each employee." Therefore, the "strategic ambition" of the organization is seen as an important way to leverage resources to achieve the goal of winning more with less. They believe that strategic ambition is the dream that motivates the company to move, is the essence of the company's strategic architecture system, and represents what kind of long-term market or competitive position a company hopes to build in the next decade or so. Therefore, in order to win in the future competition, it is equally important to establish new core competitiveness and develop strategic ambitions faster than opponents.
Transform the organizational structure
Organizational structure has a significant impact on both the organization and the individual, and it largely determines internal control, work organization, performance monitoring, communication channels, and decision-making processes. When it comes to benchmarking, organizational structure also plays a decisive role.
In the context of the knowledge economy, the environment in which enterprises rely for survival and development has undergone fundamental changes, and the successful organizational structure in the past has become more and more difficult to meet the needs of enterprises to learn and survive in the new situation.
So, what are the design principles of organizational structure forms that are conducive to promoting organizational learning?According to our summary, there are four main points:
(1) Flat principle. The era of information economy is an era of advocating knowledge, the increase of knowledge-based employees, the extensive use of information technology, and the reduction of middle management... These characteristics enable companies to improve their adaptability to the external environment through authorization management, and also provide the possibility to flatten the corporate structure.
(2) The principle of flexibility, dynamics and flexibility. In an environment where knowledge and technology dominate and competition for time and speed is based, companies must be able to respond quickly to unexpected technological breakthroughs and the individual needs of their customers, ......This requires the design of the organizational structure to follow the principles of flexibility, flexibility and dynamics.
(3) The principle of balance and unity between centralization and decentralization. If we do not blindly pursue popularity according to the actual situation of the enterprise itself, and unrealistically decentralize power, it can only cause chaos and disorder in enterprise management. Many cases and. It shows that decentralization is not completely centralized, decentralization is also decentralization under the condition of a certain right, decentralization should also take into account the balance and unity with centralization, only by doing this, can we maintain the stability of the enterprise, and truly realize the unity of enterprise dynamics and stability.
(4) The principle of combining unity and diversity. It would undoubtedly be more advantageous for companies to combine organizational structures so that they complement each other's strengths and weaken each other's weaknesses than to adopt a flawed organizational structure alone.
Actively adopt advanced technology
Technological factors not only refer to advanced information technology (referring to related technologies with computer and communication technology as the main body), but also include advanced theories, methods and tools. There is no doubt that advanced technology plays an important role in business operations. As Alvin Toffler predicted in his book The Transfer of Power, our highly developed global economy would not be able to survive even 30 seconds without computers and other new technologies.
The rapid development of modern information technology has greatly expanded the production capacity and learning capacity of enterprises, making it possible for enterprises to benchmark learning throughout the organization. Quinn, author of Intelligent Organizations, also points out that technology is the most important factor in managing enterprise knowledge. Understanding technology and its applications can enhance a company's ability to learn, promote benchmarking, and accelerate the company's journey toward becoming a learning organization.
Reinvent your culture
Culture is the glue of the organization. Corporate culture has an important binding effect on every employee, and it is a necessary supplement to rules and regulations and procedures. The formation of a good corporate culture atmosphere in the company is of special significance for promoting and ensuring benchmarking learning - the values in the organizational culture are the summary, sublimation and refinement of the organization's business philosophy and management methods, social environment and internal interpersonal relations and other factors, and is a concept that can arouse the emotional resonance of the internal members of the enterprise and make it internalized into the internal code of conduct.
Successful organizations tend to have a culture that fosters openness and knowledge sharing, and there is a good blend between their strategic behaviors and organizational culture. Here, the "enabling culture" has some intrinsic characteristics, such as a strong desire to learn, and the ability to enjoy discussing knowledge with others and helping others. Cultures that are not conducive to knowledge sharing include mutual distrust, dissatisfaction with the company, and a lazy work atmosphere. With the thread of a favourable organizational culture, individuals, teams, and entire organizations can form a complete, dazzling string of pearls, flawless in every detail, and full and symmetrical as a whole.
Design the right incentive system
William James, a psychologist at Harvard University in the United States, has done such a survey: employees who are paid by the hour generally only need to exert 20%-30% of their ability to work every day to keep their jobs. But if they can be fully motivated, then 80%-90% of their potential can be realized, and the difference between this can be used to increase labor productivity, and the effect is considerable. However, in order for companies to capture this difference, they must have an effective incentive system. The same is true for organizational learning, as Jack Welch pointed out in a 1997 letter to GE shareholders: "If the rhetoric [of organizational learning] is to be turned into reality, there must be key incentives, such as new compensation and evaluation mechanisms." ”
Benchmarking learning from the generation, development to maturity, perfect growth process, all employees need the active support and active participation, but with the social development and people's ideological changes, the previous way of pressure and mobilization seems to have lost the favor of the times. As Robert Tucker put it: "Coercion can only lead to passive obedience to orders, and it is only when the people are truly convinced that they recognize the correctness of the policy that they will actively and fully support it." And "passive obedience" to implement the decision-making goal, can only be inefficient, even scattered, negative effect, only "active support", in order to give full play to people's initiative, creativity, and obtain high benefits. Therefore, appropriate and effective incentives are an important guarantee for the smooth implementation of benchmarking learning.
Leaders lead by example
Leaders naturally have a special obligation to promote benchmarking. A study conducted by the British Economist Intelligence Agency, among others, showed that nearly 60% of the nearly 395 people surveyed chose "exemplary leadership at the top" as the most important factor needed to build a learning culture. By making themselves more approachable, able to engage in conversations with more levels of employees, candid about failures and successes, and explaining teamwork through their own management actions, leaders often set the tone for learning.
Leaders should not only take the lead in setting an example and be an excellent learner, but also become the initiator of benchmarking learning, the "cheerleader" of benchmarking, the coach and referee of benchmarking, and the "nanny" of benchmarking. Leaders leading by example can greatly boost employee morale, create a positive learning culture across the organization, and drive benchmarking.
In the quiet of the African savannah, as the sun sets, a lion muses: Tomorrow when the sun rises, I will run to catch up with the fastest antelope;At this time, an antelope is also pondering: tomorrow when the sun rises, I will run to escape the fastest lion.
So, what are you thinking about today when you are competing for learning speed?What should I think?
Disclaimer. We respect the hard work of every original creator, and **indicate the author of the article**. If you have any copyright issues, please contact us. We will deal with it as soon as possible.