What exactly is the difference in performance between firms?Why do some companies perform well and others perform poorly?
Is it because of management?
Or is it competition in the industry?
Or operational efficiency at the business unit level
According to the research of Professor Guo Guangrui of the University of Windsor, Canada, the performance differences of listed companies in the United States have come from more and more systematic and dynamic factors in the past 30 years.
Specifically, in 1979 and 1996, 55% of that came from static effects.
Such as the interaction between the company level, the industry level, the business unit level, and the company and industry.
The dynamic effect is the inter-cyclical continuous change and its interaction, or the inter-cyclical discontinuous change accounts for 44%.
Subsequently, a study of this data from the 90s to 2012 found that dynamic effects accounted for 66% of the impact. That is to say, when enterprises do strategic management, they should not only focus on independent static elements, but also study the complex and changeable external market environment.
Therefore, in the process of discontinuity and continuity, the certainty and uncertainty of the development direction, there will be four strategies for enterprises.
If the uncertainty of the future development direction and the discontinuity of the future development path are both low, there is a direction and a method.
Enterprise development is easy to plan, called "planned strategy", such as in the era of planned economy。It is also suitable for university-style management, and can be done step by step.
If the enterprise faces low uncertainty about the future development direction and high unsustainability of the development path. I know that the road is in **, but I don't know how to do it.
There is a direction, but there is no way
At this time, the enterprise should adopt a "vision strategy", external uncertainty and internal certainty. For example, Alibaba in 1999 held high the banner of mission.
When the internal and external environment of the enterprise is in a state of no common sense, the development direction does not know what direction to go, and the development path needs to be clear. At this time, it is necessary to adopt an "emergence" strategy, such as Haier's autonomous managementAn entrepreneurial organization for two children.
In the last case, there is no direction, no way. When entrepreneurs can't know what direction of development, and they don't know where to go in the future, they belong to the "adaptation strategy", lean entrepreneurship, and go to the first place.
corresponding state,Haier is bottom-up, Alibaba is outside-in, and Huawei is an adaptive strategy that allows frontline employees to make autonomous decisions while being driven externally.
Emergent strategies are like chameleons, adaptive strategies are like monkeys, visionary strategies are like wolves, and planning strategies are like lions and squirrels.