Reasons for Business Failure

Reasons for Business Failure

There are many short-lived businesses, but often for entrepreneurs, they do not know what causes the rapid demise of the business, in fact, for poorly-run businesses have a certain **** characteristics in it, to see what exactly causes the short life of the business it.

Reasons for business failure 1

1. Bluffing to create a name

Many entrepreneurs initially start a business for the purpose of very simple, or the idea is also very simple, is to want to be their own boss, or to make their own business is concerned about the rise in the number of people, and did not carry out the actual arithmetic, and did not carry out some reasonable planning, this time is very easy to appear business difficulties occur. It is easy for business difficulties to occur. It's important to be realistic about the difficulties that may arise, and to be prepared for them.

2. Love to take shortcuts

Fast success is the dream of many people, the same for entrepreneurs, want to take shortcuts is a natural idea, but often this does not mean that you can really go down this way, there is no shortcut to success, do not plant a tree, how to be able to results?

3. Strategy crisis

This is a very serious disease, as if people now, as the core managers of the enterprise, must know the enterprise and the market have a co-ordination and grasp, the strategy of the problem is to let the enterprise fast demise of the main factors, timely adjustment of the strategy is the key to success.

Reasons for business failure 2

Recruitment has always been the topic of business research, although the company is recruiting every year, although the company does recruit people, but there are also unsatisfactory or can not be recruited. This situation is recruitment failure, companies want to avoid (recruitment) failure to analyze the causes of failure.

1. Lack of communication between HR and the hiring department

Communication is very important for companies, and even more so when it comes to recruitment. The department needs to use people, will let HR help recruiting. The first thing you need to do is to communicate with HR about what kind of people they need, and what they don't understand, and discuss with them.

If the two sides are not looking for anyone, and do not communicate with each other, it is easy to cause recruitment failure. Either you can't recruit at all, or you can recruit the hiring department is not satisfied.

In short, be sure to communicate, both for the purpose of recruiting the right person, but also for the harmony between the department and the department.

2. HR department of the position of the study is not enough

This actually involves a communication problem, HR wants to understand the employment needs of the employing department, you have to understand the employing department of the vacant position. Who knows the position best? Of course, it is still the hiring department. In addition to communicating with the hiring department, HR itself has to conduct research on the position, which in turn involves the problem of comprehension.

In fact, HR only needs to know a rough idea of the position, the employment needs and a simple job description, designed to focus on specialized knowledge or to be interviewed by the head of the department of employment, which is called a specialty.

3. The lack of communication between the enterprise and the newcomer

Many enterprises have such a situation, that is, the people recruited, but not a few days or half a day less than the newcomer on the road. Some people say that the stability of the newcomer is not, HR in the recruitment of the time did not put a good gate. However, this is just one of the things, in addition to the interview when the good gate, HR and the business sector should also do a good job of communication and training.

The newcomers are sensitive to everything, and when they arrive at a new enterprise, some small problems for the old man in the eyes of the newcomers will be magnified countless times. If the enterprise also listen to the new people do not care, training work is only to cope with things, then the new people can only say goodbye to you.

When the newcomer enters the enterprise, HR as well as the hiring department should make the newcomer familiar with the enterprise in the shortest possible time. Don't let the newcomers idle, let them feel full of something to do, in order not to think nonsense. If you are a newcomer to the industry, you should be able to communicate with the newcomers more often, so that they can feel the warmth of the newcomers and not the loneliness of the newcomers, which will help them to integrate into the industry quickly.

4. HR lacks a comprehensive judgment of job seekers

Many HR recruiters focus on the business ability of job seekers, not bad, business ability is very important, but in addition to this there are other things, such as a person's sense of responsibility.

The sense of responsibility of employees is extremely important for the enterprise, if the company is carrying out a very important project, the results of the person in charge due to the lack of good will give up the job. This is the lack of responsibility, the harm to the enterprise is extremely huge.

Therefore, enterprises in the recruitment of job seekers in addition to the business ability, but also look at the comprehensive quality. Responsibility, stability, independent thinking ability ...... are all need to HR attention.

5. The problem of the applicant

The failure of the recruitment of enterprises is sometimes not only the problem of the enterprise, there may be the problem of the applicant. For example, the job seeker's lack of knowledge of their own ability to waste each other's time. It is also possible that the position of the enterprise is relatively cold, but regardless of this, the enterprise has to do a good job.

Other people's problems don't matter, as long as the enterprise is good enough to attract good talent, thus avoiding recruitment failure.

Reasons why businesses fail 3

Nine reasons why business management decision makers fail

Can this all be attributed to the Peter Principle-promoting to a level you are not capable of and then failing completely, or is it just one of many reasons why people become ineffective, for whatever reason? Well, after long and careful thought, I think it comes down to nine basic failure patterns.

Losing your mind

Probably the most common pattern of failure, especially for people who were previously very successful, who lose their humility, their objectivity, and start to think that they know everything. They don't just lose their vision, they really don't believe they need it.

Stick to your own agenda sheet

It's one thing if you're an entrepreneur and the company is everything to you. As long as it's what you want you go for it. But when you're working for a company, you're not there to shape your own crazy path. It doesn't matter what level you're at. You're there to fulfill the company's business, not your own. You can't realize yourself in that way.

You're exhausted from competing in a brutally competitive world

It wasn't always this way, but now more than ever, business management decision makers and employees alike need to constantly rehabilitate and re-engage themselves. In any competitive marketplace, yesterday's value proposition may no longer be relevant today or tomorrow

The Peter Principle

The vast majority of people who climb the corporate ladder, and those who suddenly seem to have lost their way, either reach a level at which they are no longer competitive, or move laterally into a position for which they are not suited. And often, they stagnate from there.

You're losing it

I consider all these nuanced ways of phrasing it, but none of them fit. It's huge, but no one talks about it. People lose it. Maybe they were already dysfunctional or a little out of balance and, out of whatever psychological pressure, personal, blah, blah, blah, blah, they start to rush and self-destruct. I've seen a lot of people recover, but first, they have to get out there and get help.

Cultural Disease

I worked with a publicly traded company that had a terrible reputation that you can't imagine. The media, clients, everyone thought they were arrogant bullies. It became popular to criticize them with all sorts of conspiracy theories rather than focusing on themselves. Everyone attempted to become them. This stupidity became some sort of cultural disease that was contagious throughout the firm. It's not a joke.

You've lost faith in the organization

Sometimes the reason isn't you. At any given time, roughly half the companies are still traveling in the wrong direction: down. Look at RIM (RIMM), Sprint (S), Yahoo (YHOO), America Online (AOL), Kodak (EK), the list goes on. Getting out of bed in the morning and becoming productive when you feel as if your company is literally going nowhere are both difficult things to do.

Your strategy is underdeveloped

This happens all the time, and it happens for reasons that are too many variables to categorize. One day you have great ideas, they're practical, and everything is going really well. The next day you wake up and everything has changed. After all, we live in a dynamic world. Suddenly, your strategy or idea doesn't **** with your customers, your boss, the market and so on and so forth.

You don't understand or want to play by the rules of the game

Want to paint the world with your own colored crayons? March to the beat of your own drum? Do your own thing? Be a rebel for a reason or no reason at all? That's great, go ahead and try it. But when it comes to work, products, markets, customers, that sort of thing, you can't really do whatever you want.

Management psychology: amplify the energy of subordinates

Case

Not long ago, the company took a new project, and for this set up a new project team, colleagues Zhang has been working well because of the ability to be appointed to the project team leader, Zhang also took the initiative to take up a lot of work. In everyone is drumming up the energy to prepare for a great career, the company's leadership but overthrew a lot of ideas Zhang, that Zhang's work arrangements are not feasible, and intervene in some specific work. Not only that, the leader also showed a great distrust of Zhang, often criticized him in front of the project team members, and asked the project team members to report the specific matters of the project directly to the leadership of the company. Zhang is very depressed about this. He works very hard every day to meet the leader's ideas, but as long as there is a deviation from the leader's ideas, he will be criticized.

In this way, not only is Zhang's work difficult to carry out, but the people who work underneath are puzzled and confused about who to listen to in the end. Over time, Zhang's team leader began to become a virtual void. Although everyone worked very hard, they were always denied by the company's leadership, and the progress of the project was therefore slow. The company's leadership is even more anxious, often let everyone work overtime, making themselves and everyone else very tired, everyone is full of complaints. All of this was blamed on Xiao Zhang. The company's leadership has finally replaced Xiao Zhang, and the whole project has come to a standstill.

Case Study

As the saying goes, "If you don't suspect someone, don't use them". In this case, the company's leadership obviously made a big mistake, do not trust the subordinates and interfere in too many specific matters, the original leadership of the project specifics do not know enough to make decisions with the actual bias, while leading to the subordinates did not have the freedom to play space. In fact, as the company's leaders, first of all, should believe the subordinates, because they are from the grassroots, the whole team to understand more in-depth. Secondly, they should ignite the enthusiasm of their subordinates, on the one hand, they should teach them the method, and at the same time, they should agree with some of their own practices, instead of just letting them listen to their own commands and execute their own orders.

The leader interfered too much, causing Zhang to be at a loss, thinking every day about how to meet the leader's ideas, rather than the needs of the project itself. In a way, it's the leader's over-interference that has degraded Zhang from being recognized as a capable person to a project failure.

Counselor's advice

In the workplace, leaders often measure their subordinates against their own principles. If you don't do what the leader wants, even if things are done right, the leader will often be skeptical. In fact, a truly smart leader should not dwell on such things, but rather understand that the point is not to mold your subordinates according to your ideas, it is to make the team and the project successful. In other words, maximize your subordinates' personal energy and help them to amplify that energy to the overall effectiveness of the team. If the subordinate in some aspects of the ability to lack, should be physically to coach him. For example, take him to visit customers, summarize the experience, rather than just directing him to do things, venting his dissatisfaction.

As Welch said, "By strangling your employees, you can't inject enthusiasm and confidence into their hearts." Smart leaders should learn to amplify the abilities of their subordinates, so that they can gain more energy and self-confidence, and by them lead the whole team to success.

Reasons for Business Failure 4

The three typical states of corporate culture construction, strictly speaking, are undesirable states, namely, "no culture of their own, cultural conflict is not unified, and the culture of high-profile but not on the ground". In Delluco? China Enterprise Research Center for seven years of tracking and observation, more than 100 companies provide us with living cases, from which we summarize five lessons, which also reveals the reasons for the failure of corporate culture management. In this article, we will elaborate on each of them.

(1) culture is invisible

What is corporate culture? Academics have given a variety of definitions, the culture is divided into a number of levels, we do not have to pay attention to, listen to Acer's Mr. Shi Zhenrong's words, "corporate culture is the staff *** with the same values". Enough! As a corporate family, there should be *** with the cause of the pursuit of goals, for which we struggle; there should be *** with the standard of right and wrong, we use it to judge the people and things around; there should be *** with the principle of doing things, we use it to guide the work of each day. These, that is, corporate culture, is not esoteric.

What is not corporate culture? This question sounds funny, but it's not easy to answer, because there are so many things that are not culture. However, 80% of 'enterprises regard some matters that are not culture as culture, which is a common mistake with a good mass base. For example, slogans posted everywhere inside and outside offices and factories, publicity in the nature of so-called pledge meetings, collective cultural and sports activities and life-oriented parties, and support and care for employees' life and welfare. If we say that this is not a corporate culture, the people in HR counterparts probably do not recognize it, because everyone is doing these things, and it is impossible that they are all doing something wrong. In fact, these are a form of cultural construction, a thing, not culture itself, we can not see the phenomenon as the essence. Many companies have not yet refined with corporate personality, employees generally agree with the concept of culture, just the top leaders feverishly came up with a few beautiful words, began a variety of cultural propaganda and activities, too hasty. Remember, corporate culture is not a culture, arts and publicity.

(2) the source of culture in the depths

Where does the corporate culture come from, not from other enterprises to learn, in fact, corporate culture is the most unlearnable things; not the human resources department to develop the HR department to completely cut off the idea of it, impossible! Its source is not visible in the depths.

Corporate culture stems from an unknowing historical inheritance. Just as the growth experience of life determines a person's values, the growth history of the enterprise also shapes the values of the enterprise in a subtle way, which is especially obvious in the major decisions of the enterprise. If you have a long conversation with the senior staff of the enterprise, you will find that they have the same feeling, this is the tradition, now is the culture, not written but y rooted in the people's culture. However, I do not know the true face of Mount Lushan, only to be in this mountain, the people within the enterprise, often due to being in it and do not know, at least not abstractly refined. If you want to understand the inner culture of an enterprise (not a slogan on the wall), only need to turn out the old accounts, along the road of corporate growth to watch a movie, you do not think the most y touched intuitive sigh, is the culture of the enterprise inherited.

The culture of the company comes from the entrepreneurs who are not bound by the system. Who is the most influential and authentic person in the enterprise? Who is the role model who has the most attention and fans from all employees? Who are the people who are not bound by any system at special moments? The entrepreneur. However, professional CEOs who are hired to continue the decisions of the past are not entrepreneurs, they are just professional managers who are still bound by the system. The entrepreneurs in question are, without a doubt, the founders, creators, and change leaders who are the milestone leaders in the growth of a business. They are the milestone leaders in the growth of a company, because at a particular time, they can create a culture from scratch, or they can change it. It is they, and no one else, who set the culture of the organization.

(3) Radiation from the inside out

The construction of corporate culture is a process of health care, not a make-up technique. Once the enterprise culture construction, do not expect instantly can produce miraculous results. The first thing you need to do is to let everyone agree with the concept of corporate culture. As the saying goes, "different paths do not work together", if employees do not agree with the corporate culture concept in their hearts, and then more publicity and education and cultural and sports activities are not helpful. Do not blame the staff, that they are "playing to the deaf", which requires some effort, play your influence on it. Judge whether employees accept the concept, do not ask them whether they agree, of course, employees say yes, even if they do not agree. You are the supervisor! Let the staff to carry out some informal exchanges, arrangements for managers are not present, such as online anonymous free forums, to see what employees think of this idea, the results will be clear.

On the basis of employee recognition, do not expect to be able to consciously comply with and put into action, "consciously" is the most unreliable, everyone has inertia, are not willing to be bound. In order to avoid this situation, we must implement the cultural concepts into the rules and regulations of the enterprise, in the daily business process, with the system to constrain the actions of employees, "rules to make the habit of nature". This requires that the rules and regulations of the enterprise must be fully consistent with the cultural concept. If the two are not consistent, employees would rather believe in the system, but not believe in the concept of corporate culture, because the system is rigid. Often many companies make mistakes in this link, in the development of the system, the early corporate culture concept left behind. There is no best system, only the system that best meets the corporate culture. Every system should be evaluated for "cultural conformity" or it should not be implemented.

Of course, relying solely on cultural identity and institutional regulations is too boring, too far from life. Finally, the icing on the cake is a series of corporate culture activities, such as group competitions, group outings, formal ceremonies, and so on. These constant on-demand and reminders make the corporate culture more life-like and easier for employees to accept.

(4) Top-down coherence

When it comes to management, most people unconsciously think of it as managing subordinates. As a result, business leaders are often the ones who violate the system the most. I've seen a lot of corporate culture activities where employees are having a blast and leaders are too lazy to participate. On the contrary, when it comes to corporate culture, managers always educate their employees, and rarely see employees educating their managers. As a matter of fact, employees never learn the slogan of culture concept directly, nor do they read the corporate culture manual and employee behavior manual carefully. They only learn the corporate culture through two ways, learning from their superiors and learning from the system norms. Managers are the role models for employees to learn from, and they should be the first to teach.

It is not uncommon to see many companies, employees think the concept of corporate culture is well said, right, but all think that managers take the lead and do not comply. If these managers themselves are not correct, but on the stage pointing fingers, telling employees how they should be how to perform, this persuasive power is too pale, self-deception only. Maybe the staff will not give a rebuttal in person, which does not mean that the staff of your approval, but in the way of your management power and tolerate it. The eyes of the masses are bright, when the staff found that the cultural slogan and the behavior of the superiors are not consistent, they have to believe that the behavior of the superiors is right, otherwise they themselves and their superiors have become a pair of contradictions. Here is worth mentioning the thing, the more senior managers, dating to cover up their true ideas, and in the behavioral performance will be covered up in a drop of water. A senior manager who does not agree with the concept of corporate culture may be mistaken for a culture protector.

Therefore, if the senior managers of an organization cannot lead by example, then they should not expect too much from their employees, and they are not qualified to tell them what to do. Because if the slogan of the company and the behavior of the leaders contradict each other, it makes the employees' heart full of pain and uncertainty.

(5) Do not amuse yourself

No company has not carried out a variety of collective activities, labeled with the corporate culture labeling, a slightly larger enterprise, it is a period of one after another issue of the enterprise newspaper or the enterprise magazine, VI image recognition system and even reached the level of beauty. All of these, business leaders are pushed to the podium in the limelight, the president's message is always on the front page headlines. However, how many employees from the realization of the corporate culture, and even can ask themselves is how many employees to the enterprise newspaper or internal magazine as a serious matter. In a word, the managers entertain themselves!

First of all, most of the collective activities of the enterprise, purely a collective entertainment, in the name of cultural construction, into the reality of leisure and recreation, in the laughter, we forget all the cultural concepts. If you do not believe that you can use informal, non-collective way in the process of such activities, casually ask a few employees: "How does it feel". 80% of the employees do not feel out of the concept of corporate culture, but just feel the fun, excitement, hustle and bustle, and later held a few more times. Of course, if you come to a formal summary, employees naturally know that it is the time to outline, they will certainly bring the corporate culture into it. Far-fetched! Therefore, the construction of corporate culture is not a collective cultural and sports activities.

Look at the company's bulletin boards, propaganda newspaper, corporate newspapers, corporate publications, singing the praises of the article one after another, so that you can not catch up. Dare I ask the leaders of the enterprise, once read how many copies of the enterprise's newspaper, not to mention the serious reading. Enterprise newspapers only sing the praises of the type of praise, no reflection of the staff's voice, written by the heart of the people, read the people upset. In addition to wasting paper and the compiler's valuable time, there is no other use. Of course, there are a number of enterprises that do have a very good newspaper, which cannot be summarily dismissed. However, more companies need is to reflect on the cultural propaganda is not singing praises, the first need to be factual, not just celebrate the good things, employees concerned about the bad things, can also be published. Real is the premise of publicity.

We recall that all informal and formal activities of the enterprise, the protagonist of the speech will always be the leadership, listening to the masses will always be the staff, of course, cultural performances, speech contests, work reports except. Is it possible that employees can not become the protagonist of the speech, since the leaders have been able to lead by example, then let the staff to show themselves, accept the leadership of the judgment. Who holds the power of speech, who is the protagonist. What makes the staff more upset is that a lot of collective activities, the leaders are always favoring the same as the gentleman to watch, rarely participate in the staff to participate in the activities, as if the stage performance to the leadership to see, the leaders can not experience the life of the common people, down to earth? Leaders and employees can not be separated from oil and water, but should be fish and water together. In this regard, we should learn more from Mr. Wang Shi.

(End) Conclusion

All of these five lessons can be summarized in one sentence: "Don't deceive yourself and others". When companies are singing high notes on the one hand, while at the same time violating those high notes in institutional regulations and managerial behavior, it makes employees feel very conflicted. Instead of believing in cultural high notes, we should believe in the facts in front of us. Hearing is believing and seeing is believing!

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