How do employees practice corporate culture

Question 1: How employees effectively practice corporate culture [Keywords:]: employees effectively practice corporate culture. Employees are the main body of practicing corporate culture and play an important role in the construction of corporate culture. No matter how excellent the corporate culture is, if it is not effectively practiced by employees, it cannot be truly implemented in the enterprise. So how can employees effectively practice corporate culture? This article has carried on the thorough thinking to this question. First, employees correctly understand the reality of the enterprise and solve problems from its reality, which is the realistic basis for employees to effectively implement corporate culture. Although the content of corporate culture is rich and colorful, careful analysis reveals that all corporate cultures have * * * characteristics, which reflect the universal characteristics of corporate culture, and the characteristics reflect the characteristics of corporate culture. The decisive factor is the reality of the enterprise. A correct understanding of the actual situation of enterprises, starting from the actual situation of enterprises, is the fundamental starting point to solve all problems of enterprises. Practicing corporate culture itself is a kind of practical activity, which has the characteristics of high difficulty, high complexity, high purpose and high standard. These characteristics are all based on the actual situation of the enterprise. Therefore, it is the practical basis for employees to effectively implement corporate culture to correctly understand the actual situation of enterprises and practice corporate culture from the reality of enterprises. Second, employees should correctly interpret and deeply understand corporate culture and fully understand its essence, which is an important prerequisite for employees to effectively practice corporate culture. Corporate culture is not an empty slogan, but contains rich and profound spiritual and cultural connotations. If employees can't correctly understand and deeply understand its spiritual essence and connotation, they can't fully understand its superficial meaning, and it is impossible to effectively practice corporate culture by truly integrating it into their own production and life. Therefore, employees should constantly strengthen their study, under the guidance of the propaganda department of the enterprise, and through their own serious efforts, conduct comprehensive and in-depth study and thinking on the corporate culture, so as to achieve a correct interpretation and profound understanding of the corporate culture and fully understand its essence. This is an important prerequisite for employees to effectively practice corporate culture. Third, employees should fully understand their important position in the construction of corporate culture, which is the internal motivation for employees to effectively practice corporate culture. Employees must fully realize their important position in the construction of corporate culture, which is the internal motivation for employees to practice corporate culture. Under the condition of market economy, a considerable number of employees believe that corporate culture should be mainly practiced by business leaders, and the relationship with employees is minimal. As long as they do their jobs well and get their own wages, that's enough. This phenomenon that employees can't fully realize their important position in corporate culture construction is very common, which is an important reason why employees can't effectively practice corporate culture. As the main body and the most important resource of an enterprise, employees are the main force of corporate culture construction. Corporate culture construction is also an arduous, complex, meticulous and tedious system engineering. Without employees' enthusiastic participation, suggestions, strong cooperation and effective implementation, their enthusiasm, initiative and creativity as business owners can not be fully mobilized, and their intelligence can not be fully brought into play, which will make corporate culture construction encounter more difficulties and obstacles, leading to a more difficult and slow process of corporate culture construction. Therefore, only when employees fully realize their important position in corporate culture construction can they devote themselves to corporate culture construction, effectively practice corporate culture and actively promote the process of corporate culture construction. Fourth, employees should integrate corporate culture into their own thinking and practical activities, and truly internalize it in thought, externalize it in form and solidify it in body. This is an important content for employees to effectively practice corporate culture. Employees should integrate corporate culture into their own ideological and practical activities. Employees should be highly aware of the importance of corporate culture construction to the survival and development of enterprises, and realize that corporate culture is the core and soul of enterprises and the foundation of their core competitiveness. In practice, employees should conscientiously practice corporate culture. We should not only be diligent and conscientious in our work, but also constantly pursue innovation and Excellence; Not only care about personal interests, but also care about the interests of enterprises; Pay attention not only to personal development, but also to enterprise development; Know not only the knowledge in your own field, but also the knowledge in other fields; Not only let yourself pursue Excellence, but also help and drive others to pursue Excellence; Enthusiastic participation not only in small collective undertakings, but also in large collective undertakings and public utilities. Employees can only internalize corporate culture at home and abroad ... >>

Question 2: How to do a good job and integrate into the corporate culture? The most important thing in a new job is "shameless"

Personal work experience, for reference.

1, do more: if you spend 8 hours on business and other things, then spend 10 hour and 12 hour to get familiar with the work flow, responsibilities of various departments and business norms as soon as possible. Don't be afraid to do it

No, but don't do it blindly.

2. Ask more questions: If you are not clear, ask colleagues or more people about one thing to get an accurate answer.

3, see more: see how others do things, who does the best, where to do well, where is better than yourself, learn from him!

4. Communicate more: actively participate in the activities of the department. Only in this way can we enter the circle.

Dress neatly for work every day.

6, don't be unreasonable, learn to be modest.

7. Learn to listen to other people's opinions, even if they are critical. Many times criticism is also a kind of help (of course, it doesn't mean those malicious criticisms). The key is that the criticism is right and we must respond.

Accept and improve. Laugh off the wrong class, don't be too serious, and have a right and wrong argument.

8. Learn to help others without expecting anything in return.

Relationship with leaders

1, more "flattery": don't avoid the supervisor, meet and say hello a little. Maybe just say hello to the leader after work. You should also consult some business matters as appropriate. many

Executives like newcomers who are eager to learn. What kind of "being a teacher" do you prefer? Satisfy him.

2, to be clear about the expectations of the leadership's work requirements, that is, to what extent things are expected by the leaders. No, you think it's over when you're done

3. When accepting a task, learn to make periodic returns (feedback), so that leaders can grasp the progress of facts in real time. You can make a short return in tourist rooms, restaurants and other places.

4. When the problem cannot be handled and a decision needs to be made. We should first put forward several plans (each with its own advantages and disadvantages) for the leaders to check. Don't give the leader a problem.

5. "Do what you like": Learn more about leaders' hobbies so that we can have the same topic.

6. Learn to endure hardships in front of leaders and work overtime appropriately. Help leaders resist responsibility when necessary.

7, to the leadership, to respond quickly. It can be submitting a plan, etc. Deal with it as the first priority.

8. In this way, you can enter the core group in more blocks (a department is a big circle, the people around the leader are the small circle of the core circle, and most of the resources are shared in this circle.

Yes, such as salary increase and good training opportunities. Don't stand in the big circle and watch the small circle drink soup, go in and eat meat)

Question 3: How to implement corporate culture in work? In the final analysis, corporate culture is boss culture, which depends on whether the company advocates the rule of man or the rule of law, because different values directly lead to a series of subsequent corporate management behaviors, such as system designation, implementation, rewards and punishments, etc. However, no matter what values are adopted, the following measures can be taken to promote corporate culture:

1, corporate culture publicity of the conference. Some enterprises will recite corporate culture loudly and sing songs at morning meetings, meetings and training meetings every day.

2. Use all media resources that can be publicized. For example, use corporate newspapers or magazines, OA, WeChat official accounts, radio and other media to publicize the company's philosophy and culture in a timely manner.

3. Set a typical example and report outstanding deeds. For example, the company pays more attention to dedication, so we can be proud of it through selection activities, various media, awarding related honors and so on.

Remarks: if it is to make employees pay attention to filial piety and loyalty, then filial piety fund and loyalty fund can be set up; If we attach importance to the family culture of employees, we are not allowed to work overtime and let employees spend more time with their families. Wait, the key depends on the idea that the company wants to implement. Then constantly publicize around this and implement it in all practical work.

Question 4: How to motivate employees with corporate culture? Corporate culture is the core concept, management concept and organizational spirit with unique personality created by employees in organizational activities, which has the function of making organizational members have high emotions and enterprising spirit from the heart. It makes employees have a strong sense of mission and lasting driving force through positive ideas, which can mobilize employees' enthusiasm and creativity to the maximum extent and form organizational synergy. It plays an important role in straightening out employees' emotions, rallying employees' strength and achieving organizational goals.

The popular understanding of corporate culture refers to the cultural concepts, historical traditions, values, moral norms and life concepts formed by unifying various forces in the same direction within the enterprise. It is the result of the interaction of the will, characteristics, habits and scientific and cultural level of all members in the enterprise, that is, the sum of the ideological consciousness of enhancing the cohesion, centripetal force and endurance of employees in the enterprise.

1.2 incentive theory

In the process of economic development, the emergence of division of labor and transactions has brought incentive problems. Motivation theory is the core theory dealing with the relationship among demand, motivation, goal and behavior in behavioral science. Behavioral science holds that people's motivation comes from needs, and people's behavioral goals are determined by needs, while motivation acts on people's inner activities, stimulating, driving and strengthening people's behavior.

Incentive theory is an important basis of performance evaluation theory, which explains why performance evaluation can promote the improvement of organizational performance.

And what kind of performance evaluation mechanism can promote the improvement of performance.

1. Incentive function of corporate culture

2. 1 Main function of corporate culture: incentive function

(1) guidance and cohesion function

Corporate culture reflects the pursuit, values and interests of the whole organization. Once this cultural concept is formed, it will produce strong cohesion, guide all employees to advance towards the overall goal of the organization, and make them work hard to achieve the same goal.

(2) Specification and radiation function

The normative function is embodied in the practice of corporate culture construction. Once recognized and accepted by the leading employees, they will form the same values, which will penetrate into the employees' ideological understanding, and then standardize and restrain the employees' behavior, forming team spirit, that is, radiation function.

(3) Deep-seated incentive function

The core spirit of corporate culture is people-oriented culture. By advocating people-oriented management and meeting the needs of employees at different levels as an incentive means, all-round deep-seated incentives are formed, so as to mobilize people's enthusiasm, give play to people's subjective initiative, and make organizations and members become the real destiny and interests.

2.2 the impact of corporate culture on employee motivation

On the one hand, different corporate cultures create different entrepreneurial spirit and group consciousness. Excellent corporate culture can provide a good organizational atmosphere for employees and closely link the development of enterprises with their own achievements. Moreover, in this corporate culture atmosphere, employees' contributions can be affirmed, appreciated and rewarded in time, so that employees have a great sense of satisfaction, honor and responsibility, and they are devoted to their work with great enthusiasm, and the incentive effect is remarkable. On the other hand, employees need to be diversified and personalized. Everyone pursues very different goals and achieves them in different ways. Excellent corporate culture often makes incentive plans according to the types and characteristics of enterprises and the most urgent needs of employees, thus making employee incentives more realistic and applicable.

2.3 the impact of employee motivation on corporate culture

Enterprise incentive mechanism affects the evolution and development of enterprise culture, and improper selection may even lead to enterprise culture crisis. On the one hand, the needs of employees are multi-level, and the needs of employees are different in different enterprises and different development stages of the same enterprise. Therefore, incentives are also important, and the choice of incentives represents the value orientation of enterprises, so employee incentives can shape and strengthen corporate culture and lead the transformation of corporate culture. On the other hand, the incentive mechanism has the inherent function of running, managing and regulating according to the organizational goals, which is itself a standard of value judgment. According to this criterion, employees can modify their behavior at any time to meet their own needs, and personal opportunities will be repeated and strengthened because of good behavior results. Therefore, effective incentives can make employees form a behavior pattern that conforms to corporate values, realize behavior transformation, and make the transformed behavior pattern tend to be stable and lasting by strengthening behavior until it forms a behavior pattern that conforms to corporate culture.

2.4 Analysis of the process of employee motivation by corporate culture

From the above analysis, we can see that corporate culture has an impact on employee motivation. & gt

Question 5: How to practice the specific measures of building a learning enterprise culture?

(A) learn from the successful experience of foreign corporate culture construction

An important reason why ordinary enterprises can't achieve the achievements of the world's top 500 companies is that,

Because their corporate culture construction does not have its own characteristics, team spirit is lacking, they can't form a joint force, and they can't think in one place and make it in one place when they operate, which leads to the failure to effectively achieve the goals of the enterprise. In addition, from the practice of foreign companies, the mentality of treating customers is also very important. Whether to put customers' needs first and make full use of existing enterprise resources to provide thoughtful and meticulous services to customers is another important content of corporate culture construction. The construction of employee motivation and innovation mechanism can ensure that enterprises maintain vigorous vitality, and everyone respects and helps each other, which is equally important in the cultural construction of enterprises. In addition, the study found that the world's top 500 enterprises can always adjust with market changes in their business activities and maintain stable core values and basic goals, which is also an important reason for their success. And so on, many aspects of foreign corporate culture construction are worth learning from, specifically in the following aspects.

First, foreign successful enterprises pay attention to cultivating people-oriented management concepts.

Second, foreign successful enterprises pay attention to cultivating the business philosophy of customer first.

Third, foreign successful enterprises, without exception, adhere to the code of action of positive innovation.

Fourth, successful foreign enterprises have cultivated a kind of values of honesty and trustworthiness and the pursuit of Excellence.

Fifth, successful foreign companies have a team consciousness of active cooperation.

Sixthly, another successful experience of foreign companies is the super competitive consciousness of pursuing efficiency and effectiveness.

Seventh, successful foreign enterprises regard a good corporate image as extremely important.

Eighth, successful foreign enterprises have adopted a clever combination of soft management and hard management.

(2) Absorb the essence of China traditional culture.

China has a long history and accumulated excellent traditional culture. These excellent traditional cultures, which have condensed the national spirit for 5,000 years, are worth learning from. At present, some western countries have begun to notice the outstanding achievements of China culture. In American universities, "Confucianism Report" is warmly welcomed by teachers and students. In western military academies, there is an upsurge of learning thunder. The "loyal teacher" education in Japan has been promoted by enterprises. In the traditional culture of China, people-oriented, loyalty to the organization and harmony are all concepts that our enterprises need to absorb.

However, from the reality, many of our enterprises often ignore China's own excellent culture and blindly praise the western management model when building their own corporate culture. This phenomenon is mainly due to the lack of understanding of the essence of China's own traditional culture. In the process of enterprise culture construction, we should highlight and absorb the essence of traditional culture in the following aspects:

The first is the humanistic management thought of "valuing the people, enriching the people and teaching the people".

Second, the spirit of "harmony between man and nature".

Third, the idea of "striving for self-improvement and serving the country faithfully".

Fourth, the attitude of "emphasizing peace and embracing China".

Fifth, the collectivism spirit of "public and forgetting private".

Sixth, the purpose of "honesty and trustworthiness, both justice and benefit".

(C) eclectic, building an excellent and scientific corporate culture

When building corporate culture, we should not only consider China's national conditions, but also absorb the essence of China's traditional culture. At the same time, we should learn from the excellent quality of foreign successful corporate culture to achieve eclecticism and form a unique corporate culture. In practice, we should pay attention to the following aspects:

1. Molding enterprise values and cultivating positive entrepreneurial spirit.

The key to enterprise success is to share the same values. Only when employees with different cultural backgrounds form unified values can they move towards the same goal of the enterprise. It is an urgent task to cultivate the values that adapt to the market economy. Mainly from the following two aspects: First, correct the concept, and realize that only by "internalizing" the values and letting employees take the initiative to accept them can they truly become the same values. The second is to choose a good value goal.

First of all, the values should be summarized and generalized on the basis of in-depth discussion among employees, which is the sublimation of employees' self-worth.

Secondly, the goal of determining corporate values should adhere to the unity of key and feasibility, so that such values can be more easily accepted by employees, thus shaping corporate values.

Thirdly, enterprises should shape themselves into a "destiny body", let employees feel their close ties with the enterprise, and truly realize that employees are the gods of the enterprise and their destiny is in their own hands, thus forming the master of "enterprise-oriented" ... >>

Question 6: How to publicize the corporate culture of the company? In the construction of safety culture, enterprises should play their own role, stand on the overall height, and carry out publicity and planning from three aspects: safety theory, safety media and safety cultural facilities. Under the principle of inheritance and innovation, the existing cultural positions should be integrated and upgraded to maximize the efficiency of cultural management. Through various theoretical analysis and investigation, the safety culture construction scheme suitable for the present stage is refined, which theoretically guides the safety objectives, purposes, concepts and values and guides the safety culture construction of enterprises.

Baidu's "corporate culture teacher Qian Longfeng" is even more exciting.

Question 7: How to recognize and establish a corporate culture recognized by employees is the sum of literature, art, education, knowledge, consciousness and technology in the process of human development. Corporate culture is the sum of business philosophy, objectives, business policies, values, business behavior, social responsibility and corporate image formed in the course of business operation. From the centripetal force of employee loyalty, we can see whether the corporate culture can be recognized by employees. Loyalty refers to the degree of attachment and trust of employees to the enterprise. The higher the loyalty, the less employee turnover and the less employee complaints. Even if the enterprise encounters difficulties, employees will face them together with the enterprise, instead of choosing to resign and escape. Whether corporate culture is recognized by employees can be seen from the loyalty of employees. Our enterprise management and technical cadres have lost less in recent years, which shows that they basically recognize our corporate culture. However, the turnover rate of grass-roots employees is high. On the one hand, it is the restriction of wage income, on the other hand, it is the disapproval of corporate culture. Either we think our business is meaningless, or we don't know our goals, or we can't see the hope of the enterprise. The production process of an enterprise is complex and will encounter many problems. These problems are often related to people, such as product quality, enterprise's requirements for Excellence, standards and so on. If the employee disagrees, he will feel that the supervisor or the quality inspector deliberately gives him a hard time and is easy to have conflicts with the employee. Employees are prone to resistance, and employees are most likely to choose passive response, or take their time, or complain, complain, or even leave. If the employee agrees with our corporate culture, he will think that the supervisor is the responsibility, for the benefit of the enterprise, for the benefit of everyone, at least to improve the work. If most employees know this, it shows that the centripetal force of the enterprise is very high, and it can be seen from the centripetal force of the employees whether the corporate culture is recognized by the employees. 2. The strength of execution can reflect whether the corporate culture is recognized by employees. Executive power is an index to measure the implementation of enterprise system and the acceptance of corporate cultural identity. Strong execution, the enterprise system is rarely discounted in the process of production and operation, the enterprise will be banned, the production site will be clean, the production enthusiasm of employees will be high, the production management will be orderly, the production efficiency will be high, and the task will be completed well. The corporate culture will be understood and recognized by more employees and consciously practiced. The execution is weak, the enterprise system exists in name only, the enterprise culture is considered false and stupid, and most employees in the enterprise have no sense of belonging and security. Even if the corporate culture is correct, positive and healthy, before it is accepted by most employees, the company has orders, the production site is chaotic, the morale of employees is low, the production management is chaotic, the production efficiency is low, the tasks are poor, and the corporate culture is not deeply rooted in the hearts of the people. Therefore, from the strength of execution, we can see the degree to which corporate culture is recognized by employees. 3. Corporate culture is a unique value system formed by instilling the basic values of enterprises into all employees through education and integration. It is a series of norms and behaviors that affect enterprises' strategies to adapt to the market and deal with internal contradictions and conflicts. It permeates the basic assumptions, values and world outlook of human nature formed by entrepreneurs in the process of socialization, and also condenses the business philosophy collectively formed by entrepreneurs in the process of starting a business. If it is assumed that human nature is evil, enterprises will base their management system on preventing human nature from developing to its nature. If it is assumed that human nature is good, enterprises will build their management system on the basis of giving full play to human goodwill. The western enterprise management system is mostly based on the system that the emperor created man. Everyone is born equal and guilty. They are more likely to cooperate with each other. China people were influenced by the Confucian idea that "at the beginning of life, human nature is good", and the management system has fewer restrictions on employees than in the west. In addition, China people have a deep-rooted concept of hierarchy, a serious sense of inferiority and a poor sense of cooperation, and need corporate culture to integrate and unify their thoughts. Corporate culture is gradually enriched and developed with the growth of enterprises. The excellent tradition and the pursuit of values in the process of enterprise entrepreneurship determine the essence of our enterprise culture such as "hard work", "sincere unity", "hard study" and "innovation and transcendence". Looking for the right corporate culture. Corporate culture is not innate, but is established by summing up and upgrading in the process of enterprise entrepreneurship development. The correct corporate culture should be noble, healthy, inspirational, clear about love and hate, and prominent in characteristics. The content included should not be low-level or even rubbish, but should be able to impress people. The essence of corporate culture is that the core values of the enterprise become the beliefs of employees, so that every employee becomes a "believer" of the enterprise. Let them believe that everything an enterprise does serves the society, all its members and interested parties, and that the enterprise should be fair, open and just in the process of formulating systems and implementing policies. If the prize is important, the penalty should be punished ... >>

Question 8: How to make new employees practice corporate culture 1 training and repeat training, so that new employees have basic corporate culture cognition in their minds, first rigid, then optimized, and finally solidified;

2. Incentive: Evaluate and promote Excellence!

Question 9: How do warehouse keepers practice corporate culture in their posts? The most fundamental thing is that people at all levels should practice their values and ideas, that is, what they say must be effective, and never say one thing and do another. For example, honesty and integrity, integrity at home and abroad, not tax evasion, not cheating employees, not breaking promises to customers, only words and deeds can influence and drive employees, and culture can really play its role, otherwise culture will be counterproductive, that is, weaken the prestige and decision-making influence of managers. Culture is not for writing on paper, hanging on the wall and talking about. Culture is made, and it is the refinement and crystallization of organizational knowledge and experience. Without practice, culture is meaningless.

2. Strengthen cultural publicity and training. Take advantage of various opportunities and occasions, constantly spread and preach corporate culture, embed cultural topics in various trainings, repeat cultural concepts and corporate strategies at various meetings, and deepen the impression of culture.

3. Institutional guarantee. Formulate various systems to guide cultural practice, such as cultural professionals, cultural training management methods, and cultural review methods for external publicity. Culture is the soul that all systems should pay attention to, embody and implement. When formulating various policies, we must first have a concept: whether there is conflict or difference with cultural concepts, and if there is, there will be deviation immediately.

4. Commend and reward cultural activists, advanced enterprises and model figures. Leaders should take the lead in setting an example, middle managers should set an example, and employees should fully practice to form an atmosphere and habits.

Question 10: How to practice corporate culture knowledge and how to practice corporate culture cases, article 1. Innovation and change promote each other.

In knowledge-based enterprises, enterprises should develop continuously, and employees should give full play to their knowledge benefits. Therefore, cultural enterprises must advocate a spirit of innovation and dedication, a value of creating wealth, and encourage employees to fully display not only their explicit knowledge, but also their tacit knowledge in order to maximize the benefits of human capital. At the same time, the enterprise knowledge management is constantly innovating, so that the mode of constantly exerting the benefits of enterprise knowledge capital is constantly changing, and the enterprise culture has also been improved.

2. Target culture and target training

The title of enterprise strategy is to attract the interest of employees and guide the behavior of enterprise members. If even your employees don't know your goals, it is impossible to form enterprise spirit and enterprise cohesion. This culture encourages employees to constantly remind themselves in order to achieve their goals: what knowledge the company needs to achieve its goals, what it lacks, and what knowledge it needs in the future, thus encouraging employees to keep forging ahead. This spirit of continuous progress in order to achieve the company's goals can also promote the sublimation of corporate culture, enhance the cohesion and leadership of corporate culture, materialize culture on everyone and turn it into conscious action.

3. People-oriented culture and knowledge management

In the future, the concept of people-oriented corporate culture will gradually be endowed with new connotations. Knowledge economy is not based on knowledge, but should be people-oriented. Respecting knowledge and talents means not only respecting people, but also treating people as free people. Everyone will know what they are doing and respect themselves, so as to give full play to their intelligence. Management that is most suitable for human nature can stimulate people's creativity. This kind of culture can motivate employees to exert their talents to the maximum extent, win the respect and recognition of enterprises with their talents, and finally realize their professional ideas in enterprises.

There are four criteria to judge cultural competitiveness.

When we pay attention to the core competitiveness of enterprises from the perspective of strategic management, there are four standards that can help enterprises identify which resources and capabilities are core competitiveness.

Whether it is valuable. Whether corporate culture has value depends first on whether it can contribute to the process of obtaining market for enterprises. The researchers made an in-depth study on the corporate culture and operating conditions of 72 companies in 22 industries in the United States during the period of 1987- 199 1, listed the influences of three types of corporate culture on the company's long-term operating performance, and combined with the success and failure cases of some famous companies, concluded that corporate culture played an important role in the company's long-term operating performance. Therefore, corporate culture is a great wealth of enterprises.

Whether it is rare. Corporate culture is formed in long-term business activities. Not only related to the country, region and industry where the enterprise is located, but also related to the founder, leader and life stage of the enterprise. For example, the shadow of old Watson lived in IBM longer than himself, and he consciously institutionalized the values that once made IBM successful during his tenure.

For successors with strong personality, enterprises are often experimental fields for change. Li Dongsheng, president of TCL, is an example. Under his leadership, TCL has formed a unique alloy culture. He believes that the establishment of an open corporate culture system is an important factor for TCL to achieve today's achievements.

Is it difficult to imitate? Alibaba is an enterprise featuring culture. Many enterprises have gone to Alibaba to learn from the scriptures, including a large number of online enterprises. After the visit, these enterprises still keep the original track, but Alibaba can't learn anything, partly because the execution of enterprises is not enough, and more importantly, the inherent corporate culture is playing a subtle role. This intangible thing cannot be learned and imitated.

The values, group consciousness, code of conduct and way of thinking advocated by corporate culture are intangible. Invisibility means that it is difficult to learn and imitate.

Whether it is irreplaceable. Invisibility itself is irreplaceable. The persistence of corporate culture makes individuals living in it willingly adjust their behavior to adapt to the enterprise until these norms are internalized in their hearts and become an unconscious behavior. In essence, this specification is irreplaceable.

According to the four standards of enterprise core competitiveness, enterprise culture is undoubtedly the source of enterprise core competitiveness.