How do growth enterprises manage change?

For many companies, "customer-centric" is the only goal, but it is difficult to achieve in the end. The real solution is to combine the pursuit of "customer-centric" with other goals. In order to compete for the market and customers, many enterprises loudly put forward the slogan of "customer-centered", but the real situation is often that the upper level of the enterprise is anxious and will shout "customer is God", while the middle and lower level employees are slow to respond to customer needs and even ignore customers. Why is this happening? This paper makes a profound analysis of this, and holds that this decline can not be reversed by piecemeal improvement. Only by systematically promoting the three changes of "customer service, process management and employee participation" can the enterprise really turn around.

The CEO of China might as well think in comparison: Is the process and organizational team of his own enterprise built around "customer-centric"? Today's successful enterprises are doing things that were once thought impossible. They constantly improve customer satisfaction, shorten the process cycle, respond quickly, reduce costs and develop the most innovative new products and services-all at the same time. In the face of changes and challenges, winners make themselves better, respond faster, have lower prices and innovate constantly, while their competitors are not so flexible. Going into decline: it is difficult for enterprises to transform traditional enterprises into better, faster and cheaper enterprises. This is because these enterprises have formed a strong culture, system and habits, and they are still developing in the wrong direction. This direction error is mainly reflected in the following three aspects: most decisions about products, services and the development direction of enterprises are made from the inside. The needs of enterprises are often put before the objects that enterprises want to "serve". As JohnMcDonnell, chairman and CEO of McDonnell Douglas, said, "We often tell our customers that we know what you want before listening to them." Many long-term leading enterprises hold this self-righteous approach, and the result lags behind the market. Old customers find products and services that are more suitable for their changing needs from other places. As a result, the income and financial ratings of many large companies plummeted. Focusing on functional management, each independent department strives to optimize its internal efficiency. In a narrow functional area, goals, objectives, evaluation and position development will change. Functional managers and their subordinates focus on their own work or their own fields, such as production, delivery or technical support. Enterprises that implement functional management usually lead to a decline in service or quality, an increase in turnaround time and an increase in costs. Various departments often compete for enterprise resources; There will be management faults between departments, which will destroy the workflow of cross-functional departments; When the work of one department is improved or changed, the efficiency of another department is often damaged; Moreover, it lacks foresight when dealing with customer relations, and it is difficult to meet the needs of all parties. Emphasizing the importance of cross-departmental management, a Toyota executive said, "It is not enough to manage the affairs in your own department. One of the most important responsibilities of a department manager is to improve the coordination between this department and other departments. If you are not qualified for this job, please go to an American company. " The demand, goal and prospect of management with control management as the core are the starting point of all activities. Managers are brains and employees are hands. The management has the right to master the macro business vision and strategy, business performance data, problem solving and decision-making. What the management arranges to do, the subordinate employees do. The world is changing rapidly, and managers no longer have enough time to predict changes. Only relying on managers can not promote enterprises to become better, faster and newer. Enterprises should not stick to this ancient method of "control and command" and take control and management as the center of everything. The trend is the same: piecemeal improvements are hard to work. After realizing the need to shift as soon as possible, many enterprises are implementing various improvement projects and plans, including employee participation and authorized training, incentive projects and organizational structure reform, all of which aim to transfer the responsibility and authority of daily problem solving, decision-making, customer satisfaction and efficiency improvement to the forefront of the organization. Customer service enterprises are constantly looking for important customer groups, excavating their needs, classifying and ranking them, adjusting enterprise systems according to these needs, and training employees in order to deal with customers more efficiently. Process optimization and reorganization lies in the management of departments, and the process is optimized by using database-based tools and compiling flow charts. Macro management or strategic management adopts the reorganization of cross-vertical departments. Training and development Many company executives have realized the need to greatly improve the skills of the whole organization, and increased training in technical management, database management, communication skills, team management, process optimization and management, and coach skill development. Technology investment companies are pursuing higher productivity, faster response time and better service quality, and their investments in factory automation, information systems, voice and data exchange systems and inventory management systems are also increasing substantially. However, all the above efforts are piecemeal or individual. For example, training and development, customer service, technology and process reengineering are usually implemented by independent departments with little or no joint planning and coordination. This leads enterprises to be at a disadvantage in the competition, and they are no longer enthusiastic about the subsequent changes. TotalQualityManagement (TQM) is a brand-new management mode, which can successfully integrate the above improvement measures. Research shows that about 30% to 50% of enterprises have implemented TQM measures (real total management) to obtain more customer satisfaction, shorten the process cycle and feedback time, and reduce costs. Although it is really difficult to do so, it is obviously possible. Great reversal: the idea of promoting the success and perfection of the overall reform should be "comprehensive" or "complete", not piecemeal. They should come from the mission, value, vision and strategy of the enterprise, and are closely related to the business objectives, systems and assessment of the enterprise, as well as the management system, daily practice and behavior. Taking a systematic and comprehensive approach to change means changing the traditional practices of most enterprises, which are internal-centered, management-centered and vertical management. For most enterprises, this is not a trivial matter. These three areas need a reversal of 180 degrees. In addition to changing the direction in these three areas, it is necessary to integrate these three areas into the whole enterprise-wide system. It can be optimized one by one, or it can be implemented simultaneously in various fields on a large scale. For example, an enterprise can start with the customer as the center, then establish a grass-roots team management process, and then turn to the same leadership and self-management team. Or enterprises can organize the whole team to participate, take customers as the center, and then turn to integrated process management. No matter how the change is made and what the name is, effective long-term change and improvement should integrate all the contents of these three fields. Only by taking a complete and systematic approach to customer service, process management and employee participation can enterprises become industry leaders and be better, faster and newer than their competitors. Bai Wen