How to understand the networked business

Networked enterprise management is more efficient!

The following are the formation and evolution trends of networked enterprise management:

Faced with the significant changes in the external environment, the integration of external resources through network technology to improve the efficiency of enterprise management has become a new trend in the 1990s in the operation of enterprises in developed countries. Under the new concept, a variety of business mode innovations such as virtual organization, dynamic alliance, business outsourcing, agile manufacturing and supply chain management emerged. However, these innovations *** the same characteristics are in the construction of internal core competencies of enterprises based on the external network operation, can be collectively referred to as the network management organization mode. In the evolution of the trend shows three characteristics:

1, free and flexible dynamic adjustment mechanism. Network organization is not just a decentralized management network linking many nodes, more importantly, it is an open system that can be used to regulate the organizational structure of its flexibility. The respective responsibilities and tasks of network members are very clear. When the tasks are completed, the responsibilities within each organization cease to exist. The members of a network organization are more changeable as compared to traditional organizations. Although organizations do not change their partners at will, each organization reserves the right to change its partners. New members may join and old members may leave each collaboration. Through continuous optimization, the network organization can gradually complete the dynamic process of innovation and evolution.

2. The relative independence and multi-role nature of network nodes. The relationship between them is both cooperative and competitive, the nodes constitute the network organization has the decision-making ability, it has a strong impulse to obtain the "network benefits". At the same time, the purpose of network members is very clear, through the alliance, either to strengthen their own core competitiveness, or to seek other "network benefits". Even for the same market demand, there are various network connections. The relative independence of network members and the instability of the linkage allows network organizations to carry out a variety of exchanges with external enterprises, and the linkage between such enterprises gradually expanded to form a network of organizations.

3. Knowledge and skills are the main source of influence. Network organizations are oriented to project cooperation, and each enterprise is equivalent to a project team. Knowledge and skills become important management criteria. In other words, large enterprises do not necessarily have higher authority, and enterprises with core technologies are often the center of the network structure. The characteristics of the network organization can give it the advantages of flexibility and adaptability, but it also inevitably reveals some defects. For example, the organization's control over the overall quality of the product is weak, and thus quality management will be a difficult problem to be solved by the network organization model. In addition, due to the network partnership is not stable, once the conflict of interest between enterprises, it is easy to lead to the delay and distortion of information.