How to successfully manage business strategy change?

The process of corporate growth is the process of continuous change in corporate strategy. Successful management of corporate strategic change is a necessary condition for enterprises to realize sustainable growth. This article will combine the practice of strategic change of well-known foreign enterprises, analyze the successful management of corporate strategic change of the five **** the same behavior, for the Chinese enterprises to provide inspiration for strategic change. With the current increasingly fierce corporate competition and the sharp rise in environmental uncertainty, Chinese enterprises are facing the severe test of strategic change. The process of enterprise growth is the process of continuous change of enterprise strategy. An enterprise that can realize sustainable growth is surely able to successfully manage strategic change. As the famous entrepreneur Zhang Ruimin said, "The process of enterprise development is actually the stage connection of strategy transfer, the old strategy is constantly and without losing time to be replaced by a new strategy, so that the enterprise can constantly reach new heights and win long-term sustainable development." Therefore, for the sustainable growth of enterprises in China, it is of great practical significance to analyze how to successfully manage enterprise strategic change. Successful management of corporate strategic change there are five *** with management behavior: First, the establishment of a strong strategic ability of the top managers as the core of the strategic change management team; Second, a comprehensive, scientific assessment of the internal situation of the enterprise and the external environment, the choice of adaptive corporate strategic change model; Third, in the process of strategic implementation, the ability to coordinate the new strategy and a variety of organizational elements and phases of the implementation of the performance of the dynamic Third, in the process of strategy implementation, it can coordinate the dynamic relationship between the new strategy and various organizational elements and the performance of the implementation stage; fourth, it can organically combine human resource management and enterprise strategic change; fifth, it can cultivate and optimize the enterprise strategic learning mechanism. In this paper, we will analyze the strategic change practices of famous foreign enterprises. I. The establishment of a strong strategic ability of the top management as the core of the strategic change management team Enterprise strategic change management is a difficult, long-lasting complex management project, so you need to set up a strategic change management team. The soul of this team is the top manager. Top managers with strong strategic management capabilities will lay a solid leadership foundation for successful management of corporate strategic change. The strategic ability of top managers is reflected in the following contents. 1. Strategy formulation ability (1) A deep understanding of corporate strengths and corporate weaknesses. Lee Iacocca in a very short period of time after being relieved of his duties by Ford, dared to lead Chrysler to launch strategic change, because immersed in the automobile industry for decades of professional experience so that he has a deep understanding of Chrysler's strengths and weaknesses, and firm confidence in saving it. (2) Accurately identify the evolutionary trend of the industry's competition rules. one of the important reasons why Andy Grove, Intel's third chief executive officer, was able to make Intel become the dominant microprocessor company from a second-rate memory company was that Grove accurately predicted that PCs would become the center of the information revolution trend and that chips would become the focus of competition in the semiconductor industry. He took early action to shape Intel's future before this notion became prevalent. (3) Establishing a clear strategic intent and corporate vision to lead a new corporate strategy. When Inoue Fukuda and Morita Akio founded Sony, they set up this strategic intent: to make Sony a worldwide household name through 50 years of struggle, and to completely get rid of the bad image of Japanese products as a synonym for low-quality electronic products. In 1986, Grove established a new vision for Intel, "Intel, the Microprocessor Company," leading it to exit the memory business and enter the microprocessor business. (4) Adopt open and participatory strategy formation. Internationally renowned hearing aid manufacturers - Denmark Oticon CEO LarsKolind, France Flair Limited general manager, the United States National Semiconductor CEO Gil Amelio, etc. in leading their respective corporate strategic change, fully absorbing managers at all levels, some of the ordinary employees, external experts to form a strategic change management team, the implementation of democratic strategic decision-making. The way to implement democratic strategic decision-making. 2. Strategy execution ability (1) unswervingly support and promote the new strategy, and be a model for the implementation of the new strategy. The consistency of entrepreneurs' words and deeds plays a demonstration and diffusion role among employees, and it is easy for them to find a central reference in strategic change. The world's leading retailers - Arthur Martinez, CEO of Sears, Jan Timer, CEO of Philips, and Grove, CEO of Intel - are models in this regard. Grove also called the "chaos in order to rule". (2) Active attention to management communication. Grove spent two hours a day dealing with e-mails from people all over the world, a measure that was intensified when he led Intel's strategic change in 1991-1995. II. Comprehensively and scientifically assess the internal situation and external environment in which the enterprise is located, and choose an adaptive mode of corporate strategic change According to the reasons for corporate strategic change, the purpose of corporate strategic change and the company's strategic resilience, the mode of corporate strategic change can be categorized into four: reactive, predictive, dynamic and transcendent. The reactive mode is triggered by environmental changes or business crises and is intended to follow competitive rules; the predictive mode is influenced by changes in corporate vision and is intended to be a predictor of competitive rules; the dynamic mode is induced by corporate technological or institutional innovations and is intended to develop new competitive rules; and the transcendental mode is initiated when corporate business performance has seriously deteriorated and is intended to develop new competitive rules. When in different growth stages and environmental conditions, the choice of the enterprise's strategic change mode is contingent. There is no optimal model, only the most appropriate one. Because of this, the selection of an adaptive enterprise strategic change model is not only very important, but also quite difficult. Grove in the management of Intel Corporation in the 1985-1991 strategic change, summarized to determine the need to launch strategic change "strategic turning point" analysis method, and use it to guide when to launch and how to launch the enterprise strategic change of strategic analysis work. According to Grove, a strategic turning point is "a moment when the foundation of a company is about to change. This change may signal an opportunity to rise to new heights, but it may also signal the beginning of the end." Grove used this self-invented approach to provide an effective analytical tool for Intel's selection of a strategic corporate change model. III. In the process of strategy implementation, it is possible to coordinate the dynamic relationship between the new strategy and various organizational elements and stages of implementation performance 1. Coordinate the dynamic relationship between the new strategy and resources In the process of implementing the new strategy, the enterprise consciously creates and accumulates resources to be ready to launch the next round of strategic change. intel has used the strategic change of moving from memory chips to microprocessors in a comprehensive way to create a large number of microprocessor development technologies Intel used the strategic change from memory chips to microprocessors to create a large amount of microprocessor development technology, which provided a sufficient reserve of resources for it to become the world's largest semiconductor company in 1992 and to launch the predictive corporate strategic change into PCCI. 2. Harmonizing the dynamics of the new strategy and technology It consists of two aspects. One is the reorganization of existing technologies in light of the *** same resource dependence of the old and new strategies. National Semiconductor uses its core technology of integrating analog and digital functions on a single IC block to serve the implementation of the new strategy. Second, it introduced or developed new technologies in accordance with the requirements of the new strategy. Flair Ltd. in the United Kingdom has cultivated its core competitiveness by continuously innovating its technology in the midst of strategic changes, taking Japanese automobile manufacturers as the object of learning. 3. Coordinate the dynamic relationship between new strategy and structure Successful structural reorganization can promote the smooth implementation of corporate strategic change. In order to ensure that IBM continues to implement the diversified computer services business, President Gerstner decided to take the industry solutions unit as its main organizational structure, a move that made a significant contribution to the recovery of IBM. 4. Coordinate the dynamic relationship between the new strategy and management system Information processing system, communication and feedback system and reward system are the three indispensable management systems for enterprise innovation, but enterprises will focus on them when implementing the new strategy. "Intel established a vibrant institutional communication and feedback system to foster the open, honest, and candid communication required by the new corporate vision. Sears designed a reward system based on the new strategy in order to develop new business. 5. Coordinate the dynamic relationship between the new strategy and corporate culture The dynamic consistency of the relationship between corporate strategy and corporate culture determines that the implementation of the new strategy will inevitably impact the original corporate culture. The key to the successful reconstruction of corporate culture is to determine the degree of change in corporate culture according to the new corporate vision on which the new strategy is based. Gerstner, in order to successfully implement IBM's new customer-centered strategy, took the change of the old corporate culture, which was "prideful, internally oriented, and inhibited change," as a key issue for strategic change. In order to successfully implement IBM's new customer-centric strategy, Gerstner made changing the old "prideful, internal-focused, change-suppressing" corporate culture a key strategic change issue, thus achieving the brilliant results that his predecessor could not because he neglected to restructure the corporate culture. 6. Harmonize the dynamic relationship between the new strategy and the milestones of implementation performance. The milestones of implementation performance of the new strategy can be both successful and unsuccessful. In the face of success, the company should boost morale and set the next stage goals and programs based on the improved business performance. At the same time, the attitudes and behaviors of the organization members change. In the face of failure, enterprises should calmly analyze the reasons for the loss and prescribe the right medicine to turn defeat into victory. The British GK Printing Company introduced the CBS system in 1989, which hindered the implementation of the new strategy by paying too much attention to technological changes and neglecting changes in employees' attitudes and behaviors. After reflecting y on this, it immediately carried out rectification and achieved the final victory of strategic change. IV. Organic combination of human resource management and enterprise strategy change Only if most of the enterprise members understand and accept the new enterprise strategy, the enterprise strategy change will have a successful mass base. Therefore, it is necessary to organically combine human resource management and enterprise strategic change. Due to the different roles and functions of managers and ordinary employees in the implementation of the new strategy, the focus of human resource management measures is also different. For top managers, focus on communication, cooperation, compensation and control, to reduce power resistance; for middle managers, focus on training and selection, to play its special role in the organization of the top and bottom; for low-level managers and ordinary employees, focus on communication, training and education, to strengthen the foundation of the momentum of enterprise strategic change. Enterprises that successfully manage enterprise strategic change tend to grasp the following two points in terms of human resource management. First, adapting employees' attitudes and behaviors to the requirements of the new strategy. Second, fully emphasize the unique role of middle managers. The general manager of Flair Ltd. in France gave the manager of the operation department a relatively full right of choice in strategy formation. Nationwide Semiconductor develops middle managers by organizing seminar groups, training leaders to lead change programs, and other measures. Grove, on the other hand, pays particular attention to middle managers at Intel, paying great attention to communicating with them and educating them. V. Cultivate and develop enterprise strategy learning mechanism The essence of enterprise strategy learning mechanism is to make the strategy formulation stage and strategy implementation stage dynamic adaptation, so that the environment - strategy - organization can be dynamically matched. The internal and external situations faced by the enterprise strategic change are complex and changeable, and last a long time, and the situation at the time of formulating a new strategy will change at the time of implementing the new strategy, which determines the necessity of fostering the enterprise strategic learning mechanism. Successful enterprises tend to cultivate and develop strategic learning mechanisms by establishing smooth communication channels and solid feedback mechanisms, building a flat organization conducive to the rapid flow of knowledge with high fidelity, fostering an atmosphere that accommodates and encourages arguments, and stimulating innovative mechanisms. 1987-1994, the famous international apparel company, Germany's Adler Fashion, made its employees and the enterprise more productive by coordinating the links between the external environment and internal processes. By harmonizing the connection between external environment and internal process, it made the mental model of the employees and the company more learning and open, and established a new company image. The above five behaviors can be synthesized and their intrinsic relationship can be found: the establishment of a strategic change management team with a strong strategic capability centered on top managers is the foundation, and the next four management behaviors are all learning applications based on the enhancement of the enterprise's strategic capability in the process of formulating and implementing the new strategy. The four behaviors must be taken simultaneously to achieve success. According to JohnsonScholes, a leading European scholar of corporate strategy, the key to ensuring the success of corporate strategic change is the management process, managerial skills, and the ability to adapt to the external environment and internal culture. This means that the adaptability and innovation of managers, especially senior managers, is the basis for generating these critical success factors. Therefore, the possession of strong strategic competencies by top managers is the basis for successfully managing strategic change in the organization. Therefore, for the majority of Chinese entrepreneurs who are undergoing the serious challenge of strategic change, vigorously enhancing strategic capabilities and becoming strategic entrepreneurs is a fundamental measure for successfully managing strategic change.