Integrating culture into business operations

A truly good corporate culture is the consensus recognized by the majority of employees in the company, which is a series of behaviors that conform to the consensus. This is the spectrum of corporate culture, and if everything is done according to this, the company will have a spectrum. This is also a cultural beach phenomenon - everyone is wearing clothes, and if you don't wear them, it's alternative. Similarly, if everyone is naked and you are wearing your own clothes, everyone will think you are an alternative. Everyone follows this consensus, and cultural constraints arise.  

Now, China's corporate culture should return to its original point. Firstly, consensus should be formed, and secondly, consensus should be done well to make it competitive. At this point, cultural power is not a concept, not a word.  

In fact, the entrepreneurial team, including the senior leadership team, is very clear. They want to clarify the enterprise, find the survival benchmark, find the direction and positioning, and then lead everyone to follow this positioning uniformly - this is the simple and sincere wish of the CEO, which is what corporate culture managers should really pay attention to.  

The better the enterprise, the simpler, more refined, and more refined the culture. Cultural slogans and promotional slogans are rarely seen in such enterprises, as they have already permeated into business operations.

We propose this year to integrate culture into business operations and embed it into management, which is also a starting point for us to directly endow corporate culture. It's about pulling the whole body together, maintaining a clear vision, and helping enterprises optimize their management system, from culture to behavior.  

If a company lacks a unified program and consensus on behavior, it will be "fragmented", with only partial optimization or simple arrangement of management, dividing management into simple combinations such as processes and human resources. This kind of local and individual optimization may seem good, but without a unified and organic combination, without a unified program, this kind of local optimization will actually harm the whole. It's like a normally running tractor that, in order to increase its workload, forcibly replaced an aircraft engine. From a local perspective, that is the best power system, but in reality, the tractor doesn't run because the overall system is mismatched. This optimization is 1+1<2.  

And what we need to do is to use the core program to guide all the actions of the organization. The first thing to consider is the issue of matching, which is the same as the tractor just now. It cannot use the power system of an airplane, just adjust the existing system to make it coordinated as a whole. We view the enterprise as a whole and rely on culture and effective linkage mechanisms to ensure the overall value gain and sustainability of the enterprise. Internationally, companies that have done well, such as GE, IBM, Southwest Airlines, and Lenovo, have basically adopted this measure. Firstly, establish the core program and position strategies, processes, etc. under the core program. It looks very clear and is very useful to do.  

Integrating corporate culture directly into business and management is not only a challenge to one's own cultural consulting ability, but also a challenge to the enterprise - whether the enterprise wants to build a more respected and sustainable organization.  

Nowadays, not only private enterprises but also many state-owned enterprises among our clients hope to do so. Most Chinese enterprises have an inherent need for comprehensive improvement. Whether it is the transformation of private enterprises or state-owned enterprises, such a comprehensive and systematic management is needed. Such projects are generally large and time-consuming.