How can enterprises in China achieve complete transformation?

China enterprises need to realize all-round and three-dimensional thorough transformation, and realize the strategic value transformation of "the ceiling is getting lower and lower, the floor is getting higher and higher, the living space is getting smaller and smaller, and the pressure on busy space is getting bigger and bigger". This is an image description of the current enterprise's survival and development. As an enterprise with the sole reason of adapting to the environment, the only way to face this situation is to transform. However, under the background of great changes in China's business environment in the past 30 years, this enterprise transformation is very different from the previous transformation. Therefore, China enterprises need to realize all-round and three-dimensional thorough transformation and strategic value transformation. Only in this way can China enterprises successfully cross the door of life and death. Three Steps of Radical Transformation If China enterprises want to survive, they must realize all-round and three-dimensional radical transformation through strategic value transfer. It includes three aspects. First of all, we should build a new survival and development system and enter a new development track; Secondly, we should base ourselves on this industry and realize self-driven transformation; Finally, transformation requires three-dimensional thinking. ● Looking for a brand-new living space The global and far-reaching adjustment of the business environment determines the vision, concept and strategy of enterprise transformation. All the changes point to a topic: "the growth rate of consumption scale in the global market is shrinking+the cost of enterprise resources is rising in an all-round way", which is the most fundamental difference, and determines that this transformation needs to integrate internal and external resources, change enterprise models and build a new survival and development system in the perspective of globalization. Enterprise groups must enter the "new track of survival and development" in order to get out of the present and sail for the future. "Explore the opportunities behind the opportunities like IBM seeks information society service opportunities, create space in innovation space like GE explores new energy and new materials, transform value in value evolution like Mittal creates new business in traditional industries, and upgrade goals in the progress of goals like Microsoft replaces products with services." These enterprises are all examples of finding new living space. The survival crisis of self-propelled transformation enterprises is the result of value migration under the background of globalization, which determines the power and space of enterprise transformation. The survival and development of enterprises in China is not short of food, but of the ability to digest, absorb and transform into nutrition. Therefore, what China enterprises need is self-driven transformation, not environment-driven transformation; Based on the leap-forward transformation of this industry, rather than changing to a new industry to survive. "Like Vanke, from diversification to specialization, from cost leadership to value innovation, from quantity first to benefit first, from manufacturing orientation to creation orientation, from sales orientation to brand orientation, from export to meet the deep-seated needs of the local market, from sales priority to sustainable development of enterprises, from attracting funds to foreign investment, from winning short-distance races to winning long-distance races", the enterprise system transformation was realized. ● Strategic Value Transformation Analysis of the adjustment faced by Japanese enterprises 30 years ago and American enterprises 20 years ago, China Company's strategic behavior of "advancing and retreating" in the face of adjustment space is a breakthrough behavior of "stretching and shrinking", which requires three-dimensional thinking instead of one-dimensional thinking. On the basis of summarizing two successful cases, the author integrates the key areas of strategic transformation into a model, which we call "strategic value transformation", including four levels: decision-making level, business level, organization level and people and asset value level. Decision-making level, from immediate decision-making centered on individual heroes to systematic decision-making centered on the strategy of integrating various responsibility interests and power subjects; Organizational layer, integrating structure, process and human resources to ensure the effective operation of the organization; The business layer integrates new product development, customer relationship marketing and integrated supply chain system to achieve product leadership, caring customers and excellent operation to ensure business competitiveness.