The culture of the company is definitely not the culture that the boss wants to make his head. The culture of the boss’s head can only be hung on the wall forever.
The CEOs of many companies know the importance of culture, but without a few words, they can’t continue to interpret culture in words.
According to the latest data for 18 years, Ali has reached 80,000 employees. However, Ali’s employee who has been away from the company for many years will be in the circle of friends’ 20th anniversary in Ali’s 20th anniversary for Ali Qingsheng. Even though they may already be CEOs and executives of a new company, at that moment, they remembered that they still have an identity called “Ali.”
On May 15 this year, Huawei’s Hess chip and Hongmeng system became the most widely known “prepared tires”. But before that, even if you don’t know which day you can really “turn positive”, there are still countless people who have been half-heartedly dedicated to it.
Choose the message without any obstacles, and let the byte jump have the basis for gestating “vibrato.” In 2017, the number of employees jumping in bytes expanded rapidly. Facing the anonymous venting and venting of employees in the headline, the byte-hopping management team spent an hour to discuss and finally reached a consensus to allow employees to continue to express anonymity.
This is the power of corporate culture, which will become the biggest driving force for organizational development; or the biggest obstacle to organizational development. Learning how to create a culture of your own company and how to do a good job in the cultural heritage of the company is a compulsory course for the CEO.
01 How is corporate culture formed?
We generally divide culture into three levels, and the outermost layer is the external perception layer. At this stage, there is usually a phenomenon in the enterprise. The culture is composed of various explicit symbols, such as the song, the name, and the uniform dress;
The second layer is the inner behavioral layer. The internal behavior refers to the beliefs and values advocated by the enterprise. It is necessary to adopt some systems to ensure the landing effect;
The third layer is a layer of potential ideology. About one in a thousand companies have this cultural value. It is one.The power of conscious and belief without warning is driving. Because I believe, I saw it. At this time, culture does not have to be suspicious, nor does it have to go through brain thinking, becoming a belief that employees really come from the heart.
We hope that the third-tier culture can be built and shaped in the enterprise, but this step itself is not urgent. And if it’s just a slogan hanging on the wall, you can only stay in the first layer of culture.
Three levels of ▍ culture: how to convert
The three levels of culture are from explicit to internal and then directly to the kernel. How do you convert between these three layers?
First of all, you must keep an eye on the process, set up a very strict system, and ensure that your employees have execution through the system. In the middle of this, it is necessary to cultivate the habits of employees. After having the habit of obeying the system, he will get results. Only when employees get results, everyone will believe this thing from the inside out and become his thinking.
Being a manager, many people particularly like “I say you listen”, but actually changing one’s thinking is the result, and what really changes the result is behavior. Through the iteration of thinking, it will further promote the understanding of the second and third levels of the system.
When a company was first established, everyone came from all corners of the country. At that time, there was no culture. You have your values and I have my values. When everyone starts to work together, because of the inconsistent values, communication will encounter difficulties, which is the first step in culture.
After encountering difficulties, everyone has to work together to solve this difficulty. After the team has worked together to solve it, some common experiences will be formed. This experience in the repeated verification process, through a large number of experimental cases, people will increasingly believe it.
One day, everyone feels that this thing is important. It must be announced to the world that every employee knows. Everyone sits down and writes “this thing”, and this thing is the source of corporate values.
After the values are formed, the most important step for a company to be less than a true culture is to pass this value to all employees and all managers, and through unremitting efforts, turn it into every employee. A code of conduct is really called culture.
02 What kind of culture is needed for companies at different stages?
Many entrepreneurial friends are aware of the importance of culture, but until today, there have been some breaks in the values and corporate strategies of most companies I have come across.
The first layer of rupture: Everyone on the team has a common experience, but does not form a common value of the company, not recorded as a text;
Second floor break: We have values, but this value is what the boss thinks about, not the common experience of the whole team on the battlefield, others don’t believe only the boss letter;< /p>
Layer 3 break: There is no system in place to protect the rules of conduct of each employee;
The fourth layer of rupture: Although there are norms of values and behaviors, the status quo is constantly changing, the challenges are constantly increasing, and our culture has not been iterated.
These four breaks have led to a disconnect between our culture and corporate strategy, and the underlying architecture has not driven business growth.
In the four-layer break, the yeast team was asked the most about what cultures companies need at different stages.
The culture that entrepreneurs need most is that managers don’t have so much time to train people, people flow quickly, and leaving the best people is the most obvious human resource management phenomenon in this period, so this period is us. What is most needed is the culture of survival.
After the most bitter 0 to 1 we have entered a rapid development, you will find that the business of the company is changing every day, but at this time, we just need a relatively stable culture to learn to innovate.
In the third stage, the company has been very stable. From the curve of business development, it can be seen that it is going down. So what is needed is organizational change. Only organizational change can make this curve rise, so this is the different stages of development. The type of culture required.
03 How to put culture in the enterprise
The culture is very simple, and the culture needs to be soiled in your enterprise; the culture is still to be done in a virtual reality, and the development and evolution of culture at different stages of development are also different.
Cultural landing is the need for “posture”, it is the quiet and quiet, and the rule of the country is like cooking. From the bits and pieces, the moisturizing material infiltrates the things you want to the employees, instead of smashing a banner, and only making a business with a cultural slogan.
Culture is important, but that doesn’t mean that all businesses can do culture.
Startups can’t do textBecause the fire of the stars can poke the original, it is more important to screen out the employees who are willing to survive together. As the seeds of the fire of the stars, they will have the opportunity to nurture the culture in the future.
A company with no boss culture can’t do culture. If the boss doesn’t have real beliefs, don’t go with him. A company without culture must have no future, so don’t cooperate with this person to do business, and don’t work for this person, because there will never be a result.
The virtual facts are done, and the facts are virtual. The cultural landing needs to adopt both rigid and soft ways. The hard part is the system and the guarantee. The soft one is the ritual and the atmosphere.
There are three main ways in which culture is hard.
The first is to design a top-level structure through the manager, and all members participate in the discussion and interpretation;
The second is that all members will be propaganda and will be required to share the bar;
The third is that there must be a landing guarantee mechanism, and the HR department is responsible for the follow-up from start to finish. Because there is a mechanism, there is no use for departmental targeting, so the HR department is important because it is the node for all mechanisms to follow up.
The soft way is that when we are doing culture, we must let employees have an experience. There is a saying that organizational culture is very suitable: employees in your business, if he can feel the sky is blue, the sun shines on the earth is solid, the air is flowing and fresh, this organizational atmosphere will make him feel comfortable and Safety.
Soft things include rituals, such as family mobilization meetings, start-up meetings at the end of each month, battle reports, etc. This is a form and atmosphere of cultural appearance.
04 Culture is the core engine of the recessive curve
After the culture in the enterprise is formed, the new problem we need to face is the migration of culture.
When a company develops a second curve from the first curve, the most difficult thing is the migration of corporate culture. Culture is a sentiment. If it does not move, everything is hard to be moved. For Lenovo, they also saw the era of smart phones, and also predicted the era of mobile Internet, but because the underlying culture could not move. So its ability, the ability of those employees, will always stay in the Internet age.
The traditional enterprise has to transform to the Internet. One of the most difficult values to migrate is undoubtedly the customer.the first. All traditional businesses do business with customers, set a big goal, and then break down each link to do it.
If you change your mind and think with the Internet, you will become the first to think about who is my client? What do my customers need? Which product does our product satisfy the customer’s needs, or which pain point is it? Then think about how this product is serviced and how it is charged.
So, culture is the core engine of the recessive curve. Corporate CEOs need to spend the most time working with HR Head to consider how companies can drive cultural change as they grow rapidly or during change.
Cultural changes, if the traction is not good, without breaking it into a mechanism, you will find that all the changes are futile, and it is likely to get burned. Therefore, when we are doing, we must not only have the courage but also the strategy and methods.
For employees, cultural changes cannot be hardened. They must be perceived and precipitated from the experience of culture, allowing employees to sum up new cultures themselves.
From the perspective of managers, managers must have the spirit of a missionary. They must embed their values into their employees, teach them how to behave, how to do things, and lead them to victory.
How does the slogan on the wall reach the culture of the employee? How does the old culture migrate to a new culture? Only the CEO regards himself as the first person responsible for the culture, and let the slogan first enter the hearts of the employees, so that the culture can finally land, take root, bloom, and result in the enterprise.