What we have summarized over the years is that for any start-up or a company in the process of formation, there are five major capability models that are indispensable. These five capability models are equivalent to a closed loop of the company's success from inception to growth to finally success and excellence.
First, make the right "strategic choice and execution".
The right choice of strategy and execution is the first priority. The first step of the strategic focus trilogy is to solve the problem of willingness and goal. This step cannot be wrong, and this wrong step determines the completely different nature of the company, which is the first step to choose.
Second, with the right strategic choices, your "business path" is important.
For example, if we go to Beijing today, whether we go by water, by plane, or by car, the route is very important. Why is it so important?At present, there are very few people in the market who mention this, and many people go directly to the organizational stage, which is actually a bit fast. Different paths have different efficiency, different resource allocation, and different purposes.
If we want to take a steamer from Beijing by water, take the Beijing-Hangzhou Canal, the purpose may be to enjoy the scenery along the way, it may take a little longer. By car, I might play a road trip.
The choice of path is the most critical in the second step, which determines whether you will succeed longer or less than your peers, or whether your chances of success will be greater or smaller.
Third, it is necessary to match the strategy with a new operating model and do "operational innovation".
For example, in Ganji.com, if we find something wrong, we will go to the third-party model instead of direct sales, which is all operational innovation and will determine the efficiency of your capital use. You don't make a lot of money, but if spending a penny is equivalent to the efficiency of people spending ten dollars, your probability of winning is still relatively large. This plays a decisive role in the success or failure of the company, and Ganji defeats 58 with a typical operational innovation model, which has a relatively large weight.
Fourth, the organizational efficiency of each solidified model should be the highest to create an "efficient organization".
Whether it's a direct, channel, or shared division of labor partnership model, or other emerging organizational models. When the model body is shaped, it should be organized efficiently. I have a class called "Building a High-Performing Organization".
Finally, from the tissue to the individual, the energy of each individual is maximized.
Pull the trigger of the mind, stimulate unlimited potential, and highly coordinate from individuals to organizations to form a consistent model of unlimited combat effectiveness.
If any company has these five capability models, from the top to the bottom, it is very difficult for the company not to succeed, it is nothing more than how successful it is. It has at least five to ten times the probability of success than other companies. This is our own actual combat of these companies refined, there is no case of failure, once is accidental, two are accidental, three or four times must not be accidental, must be formed a law.