Zhifengyun:If you are an employee of a state-owned enterprise with a long working experience, then you are likely to reorganize and integrate the enterprise, which has long been commonplace. Although there are always a few direct leaders and colleagues in daily work, the name of the superior company or the superior group has been changed countless times.
It is in response to the opening words of "Romance of the Three Kingdoms": "Speaking of the general trend of the world, it will be divided for a long time, and it will be together for a long time."
Author |Xiong Wei, Corporate Culture and Brand Project Manager of Zhiben Consulting.
Editor-in-charge|billionsEdit|Ling.
Behind it is China's economic and social development, as well as the grand background of reform and opening up, and is carried out in line with the basic tasks of the reform and development of state-owned enterprises at different stages.
On the surface, the restructuring and integration of state-owned enterprises is the integration of assets and businesses, but whether the original intention of restructuring and integration can be realized and the overall core competitiveness can be enhanced, the integration of culture is the key.
The convergence of corporate culture refers to the integration of the cultures of two or more different enterprises to form a new culture with common values and ways of behaving. This convergence usually occurs as a result of a merger, acquisition, or restructuring of a business.
Successful corporate culture integration can promote enterprise synergy, improve enterprise competitiveness and innovation ability, enhance employees' sense of belonging and loyalty, and thus improve the overall performance of the enterprise.
Cultural convergence can occur naturally, but it can also evolve into a clash of cultures if left unchecked.
McKinsey & Company, Merck & Company, and other research results show that ignoring the differences in corporate culture, failing to properly resolve cultural conflicts, and failing to effectively integrate cultures are one of the important reasons for the failure of M&A.
The reorganization of state-owned enterprises is a policy and sudden, and it is a task that can only and must be done well.
We need a corporate culture development plan suitable for the new organization to guide the evolution of corporate culture in a positive and healthy direction.
Corporate culture planning is a set of principles, goals, strategies and action plans designed and implemented by an enterprise in order to shape its own culture and values. For the restructured state-owned enterprises, integration is the theme to be focused on in this stage of cultural planning.
Corporate culture planning typically includes the following:
1.Development of cultural goals and indicators:Set specific goals for cultural development and develop corresponding indicators to evaluate and monitor progress in cultural development.
2.Establish a cultural construction mechanism:Establish corresponding organizational structures and systems to promote the development and implementation of culture. For example, set up a special cultural construction department or committee to develop relevant policies and procedures.
3.Refining the culture shaping strategy:Identify the key areas and methods of culture formation, including communication channels, training programs, communication methods, etc., to effectively communicate and reinforce the core values of the organization.
4.Develop a cultural implementation plan:Clarify the key tasks of corporate culture at different stages, and refine them into executable implementation plans on a quarterly or monthly basis.
5.Continuous Improvement and Evaluation:Conduct regular evaluation and feedback on the effectiveness of cultural development, and adjust and improve the cultural development plan in a timely manner to ensure that the corporate culture work adapts to the needs of environmental changes.
The cultural planning of many state-owned enterprises is almost cookie-cutter.
In principle, it is nothing more than the leadership of the party, matching strategy and leadership example, in the goal is usually to penetrate the hearts of the people, implant behavior, improve efficiency, in the organizational structure basically have a cultural construction committee, plus the corporate culture implementation group, in the strategy is training, publicity, organization activities.
This kind of corporate culture planning does not have much guiding significance for the development of corporate culture work, and can be locked up and placed in the cabinet after release together with those system documents that can never be used.
A valuable corporate culture plan should fully consider the particularity of the enterprise, and different organizations will inevitably have different ways of corporate culture evolution. Therefore, before the plan is formulated, it is necessary to do a systematic diagnosis of corporate culture.
For state-owned enterprises after restructuring and integration, the diagnosis of corporate culture should focus on the following matters:
1.What is the original intention of the reorganization and integration promoted by the superior unit?What are the goals to achieve?
2.What is the basis of the cultural work of different member companies, and whether there is a mature corporate culture work team or working practices?
3.The degree of employees' awareness of the original corporate culture concept system, and the degree of recognition of the corporate culture by employees.
4.What is the impact of restructuring and integration on the psychology of employees?What is the attitude of employees towards restructuring and integration?
5.The type of culture and the intensity of each member company before integration.
6.After the integration, the degree of collaboration between enterprises in terms of business and the degree of crossover in personnel.
The restructuring of SOEs can take various forms, ranging from the combination of two or more enterprises to form a new group of companies, or the combination of several enterprises, one of which retains its original name. At the end of November 2023, the restructuring of CETC and Hualu Group belongs to the latter.
No matter what form it takes, there will be a set of corporate culture concept system at the group company level, which is the mission, vision, core values and so on that we are familiar with.
For member companies, whether they can maintain the original mission, vision and other corporate culture concepts, or need to be unified into the new group's corporate culture concept system, is a common concern.
Here are a few principles for you to consider.
First, the way of group control.
If it is an operation control model, the member company usually needs to maintain a corporate culture and concept system consistent with the group company;In the case of a financial control model, it is usually possible to allow member companies to have their own corporate culture and philosophy;If it is a strategic management and control model, only part of the concept needs to be unified.
Second, the degree of relevance to the group's main business.
The mission, vision and core values of an enterprise are deeply related to the industry in which it operates, and different industries have different ways of doing things, and the core cultural concepts at the group level usually have a strong correlation with the main business. Therefore, non-main business member enterprises can have more freedom in the corporate culture concept system.
Third, the degree of collaboration between enterprises.
If there is more synergy between enterprises, then it should be unified to the group's corporate culture concept as much as possible. Many member companies may have been competitive or market partnerships before the reorganization, but now they have become collaborative relationships within the group, and a unified concept can strengthen each other's sense of identity.
In general, in the early stage of integration, it is advisable to retain the characteristics of the corporate culture of the members as much as possible and give more space. The formation of corporate culture is a long process, and many employees have deep feelings for the company's philosophy and slogan.
Of course, if there is a major problem in the operation and management of a member company, it is necessary to make a major change.
For state-owned enterprises, the function of corporate culture is usually placed in the propaganda department, party building department, organization and human resources department, and some are placed in the enterprise management department or administrative office department.
Because of the extensiveness of corporate culture, different organizations have different perceptions of corporate culture.
If an organization regards corporate culture as part of the corporate brand image and publicity, it is more appropriate to place it in the publicity department;If you think that corporate culture is part of the ideology, put it in the party building department;If you think that corporate culture is closely related to the stimulation and growth of employees, it is placed in the human resources department of the organization;If you think that corporate culture is more related to the enterprise system, you can put it in the enterprise management department.
Of course, if an organization believes that corporate culture is the core of business management, the soul of the enterprise, and the inexhaustible driving force to promote the development of the enterprise, then a separate corporate culture department should be set up to report directly to the secretary of the party committee, and truly make the corporate culture a "first-hand" project.
The action plan of corporate culture should be based on a three-year cycle, and the principles for formulating the corporate culture action plan are:
1. Value-oriented, aiming at the main problems at this stage.
The cultural work of many state-owned enterprises is usually to do culture for the sake of culture, and to do culture for the sake of making movements.
To carry out corporate culture work, we must always focus on the values of the enterprise, implement the orientation of enterprise development, and enhance the internal motivation of employees. For newly restructured companies, most of the cultural actions can be carried out around the theme of cultural integration, which accelerates the understanding and recognition among member companies.
2. Create opportunities for face-to-face communication.
For member companies that are far away, cultural activities can be organized online, but for cultural integration, offline interaction is more valuable than online communication.
3. Unfold in a way that is pleasing to hear, but do not affect daily work too much.
Learning to hitchhike is an important way to carry out corporate culture work. It is necessary to organize special activities for corporate culture, but corporate culture is a long-term and continuous penetration process.
Use the interval of large-scale conferences, party building activities, and training exchanges to carry out corporate culture activities that employees love, so that corporate culture can become a work dispenser, so that employees can accept the baptism of corporate culture in a relaxed and pleasant atmosphere, and can achieve the effect of culture in the brain and heart.
4. Maintain the continuity of cultural work and make distinctive traditional programs.
Corporate culture activities should be an ongoing process, rather than thinking about it and putting it aside when busy. Whether it is at the level of the group company or the level of member enterprises, it is best to form cultural activities that are carried out periodically and have the characteristics of the enterprise. Inviting employees of other member companies to experience the company's unique activities is a good way to promote mutual integration and recognition.
5. Promote and share in a timely manner.
Successful corporate culture activities should be promoted and shared in a timely manner so that more employees and stakeholders can understand and participate. The influence of the event can be expanded through internal publicity, training and sharing meetings, etc.
The foothold of corporate culture work is always people, which is a very important issue that corporate culture workers usually ignore. The focus of corporate culture workers is usually on the matter.
The wheels of reform will roll forward, for an ordinary employee at the grassroots level of a state-owned enterprise, do not want to understand the logic behind this, whether it is asset integration, business portfolio, the impact on themselves is not great, but once the integration of the organizational level involves the specific unit, employees will think that it is closely related to themselves, and it is also the most concerned by employees.
Among the many matters of restructuring and integration, employees are most concerned about personnel changes. Once there is relevant news, it will instantly attract all the attention of the group.
"The new leader comes from the first unit, when he is in the original unit, will he scold people, whether the pressure on the employees is great, whether he often pays the employees, will he urgently promote some people, and can the big red people under the previous leader continue to be popular?”If it's just a cadre exchange, it's fine, but once it involves the adjustment of departments, teams or colleagues, it's even more worrying and even anxious
"Will our team be transferred to a new company, will the business and positions we are familiar with be adjusted, will the location of our work be changed, will our salary be affected, and will we need to learn Xi new skills?”When the way employees Xi work needs to change, then we can say that the employee has been hit by the new culture.
Schein, the guru of organizational culture, said that only things that can make a difference in the sense of helping the organization succeed and reduce employee anxiety can be part of the culture.
Whether we are doing corporate culture planning or implementing corporate culture plans, we must not forget to pay attention to and care for individual employees.
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