Give examples of how to build a learning corporate culture in business management?

Haier, Lenovo, TCL corporate culture construction analysis and comparison

Enterprise competition can be divided into four levels: product competition, marketing competition, strategic competition and cultural competition. The success of enterprise product competition is a short-term success, the success of marketing competition is a medium-term success, the success of strategic competition is a medium- and long-term success, only the success of cultural competition is the fundamental guarantee of long-term success. This paper analyzes and compares the corporate cultures of Haier, Lenovo and TCL in order to prove the important role of corporate culture in the development of enterprises, and hopes that these revelations can provide reference value for enterprises intending to build corporate culture.

I, Haier, Lenovo, TCL corporate culture construction **** the same point

(a) the high cultural literacy of business leaders Haier, Lenovo and TCL have established a very good corporate culture system, which is inseparable from the business leaders have a high level of personal cultural literacy. The so-called cultural literacy mainly does not refer to the narrow sense of the cultural degree of high and low, but refers to the spiritual power, values and behavior patterns. Three business leaders *** with the following characteristics:

1. strong spiritual motivation and passionate pursuit of goals. Haier started from a loss of 1.47 million yuan, Lenovo is 200,000 yuan to start, TCL is 5,000 yuan to start, can stand out in the market economy in a fiercely competitive environment, to the traditional large enterprises and foreign enterprises left behind, is a very difficult thing, there is no lofty aspirations and spiritual motivation is difficult to achieve such results. They constantly put forward new goals and directions for themselves and their enterprises, from single product to diversified business, from domestic famous brand to international famous brand, from a backward state-owned enterprise gradually developed into a listed company, their self-transcendence step without the slightest hesitation.

2. Self-confidence and perseverance. Self-confidence is to believe in their own judgment, especially in times of difficulty, firm confidence. In 1989, in almost all of the refrigerator manufacturers are price cuts, Zhang Ruimin do not reduce prices but instead raise prices by 12%; Liu Chuanzhi in the international brand army is not willing to only do the agent, the establishment of its own PC brand, and ultimately become the first in the market, the then "teacher" Hewlett-Packard behind them; Li Dongsheng is always the back of the line in an already very competitive market, the market has been very fierce. The competition has been very fierce market breakthrough, color TV, PC, cell phones are so.

3. Strong national pride and sense of responsibility. Three entrepreneurs are coincidentally dedicated to the country into the business philosophy, Haier loudly played "Haier, made in China" slogan, Lenovo put forward "the world's Lenovo", TCL to do "world-class enterprises! "This kind of patriotic and strong ideas from a higher level to inspire entrepreneurs to make progress.

4. Emphasize learning. The entrepreneur's leadership and management ability is not innate, which is inseparable from his acquired learning and practice. Three entrepreneurs attach great importance to learning, practice and summarize, Zhang Ruimin not only the essence of traditional Chinese culture such as Sun Tzu's Art of War, I Ching, Tao Te Ching, etc., but also entrusted to colleagues working overseas to help collect the latest management books, so that he can grasp the world's latest management trends, Li Dongsheng and TCL's senior management developed the habit of giving each other management books, and sometimes the same book will be received in two or three books. Liu Chuanzhi especially like to read biographies of entrepreneurs, and combined with their own experience to grasp the details, often to read a few times, every Saturday to take out half a day to organize their personal thoughts.

5. Lead by example. Zhang Ruimin asked employees to clock in to work, he also clocked in to work, no special car, no special canteen. Li Dongsheng asked employees to wear a suit to work, they will always be at work and public occasions dressed in Western-style clothes, travel light. Liu Chuanzhi is still like a scholar of the Chinese Academy of Sciences, ride to see the year's colleagues cycling through the heart feel uneasy. I have been to the office of three entrepreneurs, three of the office coincidentally that is not big are also quite frugal.

(2) attaches great importance to the construction of corporate culture

Zhang Ruimin believes that one of his main jobs in the enterprise is to be a "preacher". Haier is the first enterprise to set up in the enterprise "corporate culture center" this specialized agency, "Haier Newspaper" is not like some enterprise newspapers, mainly for the outside world to see, "Haier Newspaper" Haier Newspaper" exposes problems and criticizes people without mercy. The case of Haier's merger with Redstar Electric, "Eating Shock Fish", attracted the attention of Harvard Business School and became one of the well-known enterprise management cases, which demonstrated that Haier's merger was culture-led. It is through this way of revitalizing tangible assets with intangible assets that Haier transformed its corporate culture into a productivity resource. Now, Haier is extending this culture to international investment, and Haier's philosophy is posted in English and Chinese all over its U.S. production plants.

Lenovo's leader Liu Chuanzhi has two famous metaphors, one is "house map", Liu Chuanzhi believes that if the enterprise is compared to a house, then the foundation is the corporate culture and corporate system, the body is the flow of funds, information flow, logistics, etc., the roof is a variety of technical functions of management. Liu Chuanzhi believes that Harvard Business School about Lenovo's case is more concerned about the roof and roof, the foundation of this part can not say, and the problems of Chinese enterprises are more in the foundation part. Another analogy is the engine. The company promotes every employee to be an "engine" rather than a "screw". Lenovo began in November 2001, spent a year with the help of external experts to conduct a detailed research, the Lenovo culture of a systematic review and dredging, which greatly improves the accuracy of the Lenovo culture, popularity and systematic.

TCL began to promote the construction of corporate culture in 1997, and refined the core values, business objectives and spirit of enterprise suitable for the development of TCL, forming the "alloy culture", "innovation culture" and "crisis culture". TCL culture characterized by "alloy culture", "innovation culture" and "crisis culture", put forward the proposition that "culture is the economy of tomorrow", and vigorously implement the concept of "change and innovation, unity of knowledge and action" put forward by President Li Dongsheng. TCL deployed a large-scale, high-intensity corporate culture innovation implementation plan, and corporate culture construction work into the cadres KPI assessment pointers. TCL up and down all recognize that, without building an internationally competitive corporate culture, it is impossible to become an internationally competitive enterprise.

From these three enterprises, we can see that Chinese outstanding enterprises have a deep understanding of and attach importance to the construction of corporate culture.

(C) in the development of the enterprise culture system

Haier so far has a history of 17 years, Lenovo is also 17 years of history, TCL has a history of 21 years, the three enterprises in the development of the gradual formation and refinement of a set of enterprise culture system.

Haier has a 90-page corporate culture manual, which describes Haier's corporate culture in full detail, and matches a small case study of Haier's own after each concept. For example, Haier's core values: innovation; Haier's spirit: dedication to the country, the pursuit of excellence; Haier's style: rapid response, immediate action; Haier's concept of survival: always fear and trembling, and always walking on thin ice; Haier's concept of employing: everyone is a talented person, the racehorse does not match the horse; Haier's concept of quality: excellent products are the result of the work of excellent people; Haier's marketing concept: sell credibility, and sell the product after the Haier; Haier's competition Haier technical innovation concept: create new market, create new life; Haier functional work service concept: your satisfaction is our work standard; Haier's resource concept: not how many resources, but how many resources to utilize; and so on. The manual also explains Haier's OEC management method, 80/20 principle, PDCA, 5W3H1S, 6S, SST, market chain, etc. (limited to space can not give readers one by one annotation), the development of Haier's history, goals, personal grooming, identification marks, image terms, etc. to elaborate.

Lenovo's core concept is: the staff's personal pursuit into the long-term development of the enterprise; specific explanation: run the enterprise is to run the people; small companies do things, big companies do people; we will make all the staff and the enterprise to develop together, so that our employees due to their contribution to the community can be respected. Lenovo concept of employment: to give you a stage without a ceiling; not only education but also ability, not only seniority but also performance. Lenovo's view of the big picture: consider issues from the fundamental interests of Lenovo. Lenovo good employee standards: dedication and motivation, toughness, sense of responsibility, enlightenment, innovative spirit, good communication, both work and life. Lenovo spirit: realistic, enterprising, innovative. Lenovo style of doing things: serious, strict, active, efficient. Lenovo people style: equality, trust, appreciation, affection. Lenovo Corporate Ethics: Integrity-based: trust in users, trust in employees, trust in partners. Lenovo's moral concept: rather lose money, never lose credibility; business, no matter how big or small, all the same; treat people with sincerity and frankness, and work with excellence; open and honest officers, clean and honest people; hard work, and make money with a straight face. Lenovo days: do not use the work for personal gain; do not accept red packets; do not engage in a second career; salary confidentiality.

TCL's corporate goal: to create a global brand, build an international enterprise; corporate mission: innovation and technology, *** enjoy life; corporate purpose: to create value for customers, to create opportunities for employees, to create benefits for the community; entrepreneurial spirit: dedication, integrity, teamwork, innovation; competitive strategy: the development of the best products, to provide the best service, to create the best brand; corporate style: not necessarily go all out to succeed, do not go all out to succeed, not to go all out to succeed, not to go all out to succeed. Success, do not go all out must not be successful; management philosophy: change and innovation, knowledge and action; learning philosophy: hard at work in thinking, sensitive to action, into change.

(D) culture and strategy with

Enterprises are not religious organizations, not social groups, corporate culture is not culture for culture. Corporate culture is not only the driving force of enterprise development, but also a tool for enterprise management. Corporate culture is not static, in general, it will change with the changes in corporate strategy, corporate strategy changes are often the result of corporate response to changes in the external competitive environment, such time, business leaders must know how to use the cultural changes to match or promote the transformation of strategy.

Lenovo in the beginning of the establishment of the formation of the "survival culture", corporate culture is characterized by dedication and a sense of crisis. Later, with the development and growth of the enterprise, especially after the establishment of the PC Division, led by Yang Yuanqing young people to take the leadership position, Lenovo culture transition to "strict culture", emphasizing "serious, strict, active, efficient. In the 2000 fiscal year, Lenovo and put forward the construction of "affectionate culture", advocating "equality, trust, appreciation, affection", in the words of Liu Chuanzhi Lenovo needs to create "moist In the words of Liu Chuanzhi, Lenovo needs to create "moist air". Lenovo in the old and new team transition and organizational spin-off period, properly proposed the construction of the culture of affection, in order to improve employee satisfaction and the spirit of cooperation, this cultural construction is very adaptable to the company's strategy that Lenovo was about to implement the transition to the service. The culture of the service industry requires not only efficiency, but also "smiles", and Lenovo sought to influence its internal employees to promote cooperation, support and autonomy, which would in turn support the company's external service-oriented business and customer satisfaction.

Haier's focus on building its corporate culture was different at the three strategic stages of its development. Haier in the beginning of the business is the implementation of specialization to create a brand-name strategy (82 years -92 years), Zhang Ruimin clearly recognize the importance of product quality to the brand-name strategy, so from the beginning to focus on the construction of quality culture. In the stage of diversification strategy (92-98), on the one hand, focusing on the integration and dissemination of culture, culture as a guide to acquisitions and mergers, and on the other hand, the construction of service culture. In the stage of internationalization strategy (98-present), Haier highlights the concept of dedication to the country and puts forward the slogan of Haier Made in China.

TCL's reason for launching a large-scale corporate culture change campaign in 2002 is that in order for TCL to successfully implement the "Apollo" program, the entire group of companies to carry out the overall shareholding restructuring, the introduction of foreign capital, and plans to go public. At the same time, the corporate development goals were reformulated. The original culture has not been able to adapt to the new situation now, Li Dongsheng clearly realized: without cultural change, the new strategic plan will be difficult to implement successfully.

(E) building a learning organization

An organization with an excellent corporate culture is bound to be a learning organization. In Haier, Lenovo, TCL, not only do business leaders attach importance to learning, the entire organization has also formed a good learning atmosphere. Haier has established Haier University in Haier Industrial Park with a building area of more than 3,600 square meters, and also built a 35,000-square-meter international training center in Yangkou Development Zone. Haier's middle and senior cadres every Saturday to focus on Haier University for case-based seminars mainly focusing on Haier's current problems. Lenovo has also established the Lenovo Management College to provide systematic training for Lenovo cadres. Lenovo cadres and employees of higher education, and is located in Beijing, such a competitive environment, the learning atmosphere will be objectively stronger, while TCL is located in Huizhou, Guangdong, such a small city, the importance of learning in the Guangdong culture is not enough, but the TCL Group learning atmosphere is very strong, our case study center of the Peking University research team in the research of the TCL feel very strongly, the main middle-level cadres in TCL on their own functions and responsibilities. TCL's main middle-level cadres are very familiar with the basic knowledge and the latest trends in their own functional areas of specialization, TCL has established a training institute, run an internal MBA class, and constantly introduce some internationally popular management training methods and content.

Second, Haier, Lenovo, TCL corporate culture of different characteristics

Corporate culture in general belongs to a kind of social subculture, is bound to be affected by social, regional and even industry culture and other factors. Haier, Lenovo and TCL three corporate culture has a lot of ****, but because of their unique history of development, the personality of the leaders, the region and industry characteristics, the formation of a strong cultural characteristics different from other enterprises. If the three great rivers of China, the Yellow River, Yangtze River and Pearl River to divide and compare the Chinese culture, the culture of these three companies happen to be closer to this expression: Haier culture is like the Yellow River culture, strong and thick, unstoppable; Lenovo culture is like the Yangtze River culture, strong and soft, long-flowing; and TCL culture is like the Pearl River culture, short and concise, fast and agile.

Haier's culture is the most prominent is the implementation of strong, its high-level decision-making can basically not go to the grassroots level. At the same time emphasize the efficiency of the implementation of the work, the promotion of the Haier style is "rapid response, immediate action", Haier's OEC management advocate is the day after the day, the day high, emphasizing that things are handled in a timely manner. This style of work is very prominent in Chinese enterprises. There is a fable circulating in Haier that a group of sheep led by a lion can defeat a group of lions led by a sheep. The problem faced by many Chinese enterprises is actually the relationship between the lion and the sheep. Haier under the leadership of Zhang Ruimin, as long as the things recognized, will be able to get a strong implementation, such as business process reengineering, even in the international success rate of only fifty percent, and Haier in more than 30,000 employees, more than 20 billion in sales revenue on the basis of their own strength without the help of consulting firms to the market chain as the content of the comprehensive process reengineering, and quickly achieved the desired results. In contrast, Salida company in McKinsey's help, more than 2,000 people, two billion in sales revenue based on process reengineering but a complete failure. Western management circles have recently popularized a phrase: "strategy is implementation", because strategy development is only a few people in the short term, while the implementation of the strategy is indeed the majority of people for the long term. Haier middle cadres of individual quality is not the strongest, but Zhang Ruimin as the core, based on the Haier culture , the formation of a strongest organization.

TCL culture is the most characteristic of the internal entrepreneurial spirit, TCL by the influence of Guangdong culture, market consciousness, performance-oriented is very obvious. At company meetings, representatives of units with good performance automatically sit in the front, and representatives of units with poor performance automatically sit in the back row. The company encourages internal entrepreneurship and entrepreneurial spirit, from Li Dongsheng to do the initial color TV only invested 3 million yuan, compared with the state-owned enterprises to invest tens of millions of hundreds of millions of investment is really a small thing. To Yang Weiqiang do computer investment is 50 million yuan, to Wan Mingjian do cell phone investment is 10 million U.S. dollars, the formation of these three industries are a kind of internal entrepreneurship process, entrepreneurial spirit plays a huge role, Li Dongsheng did not suppress the emergence of other entrepreneurs, but to encourage the emergence of other entrepreneurs. Some enterprises, the public only hear a name, while TCL shows the community a group of entrepreneurs. This reflects TCL's culture of encouraging internal entrepreneurship, and despite some failures, TCL did grow four strong pillar industries.

Lenovo's more prominent feature is the "culture of affection", Liu Chuanzhi himself has repeatedly said in public that Lenovo is a family business without a family, he gave the new Lenovo's corporate culture advice is to "increase the moist air", strengthen the trust and decentralization. Lenovo is one of the first companies to address the issue of corporate employees. Lenovo is a relatively early solution to the problem of employees' right to dividends and property rights of enterprises, despite the leading ideas, but in Beijing, such as the political environment and Liu Chuanzhi's educational background, decided that Lenovo's original right to dividends and the future distribution of equity relatively egalitarian. Therefore, Liu Chuanzhi to follow him to fight the ministry is mainly a career platform. The "family business" is mainly reflected in the family's right to governance, rather than the family's right to distribute benefits. Lenovo's business is Lenovo's highly identified with Liu Chuanzhi's non-family members of the family's business. Divine digital spin-off, I think in the strategic interpretation is relatively far-fetched: a do product, a do service; a do own brand, a do brand agent and so on. Because soon the product and service, own brand and brand agency will be intertwined. The real reason may only be explained by the kinship culture, Lenovo wants to give two family members each a world. From top to bottom Lenovo with this kind of kinship cohesion of a group of aspiring people.

There are some negative elements in any culture, just as a person's strengths are often his weaknesses, strong self-confidence may be headstrong, calm and prudent may be indecisive. Haier's culture of negative factors is Haier's dependence on Zhang Ruimin and home appliances and the strong culture of the main industry, making it difficult to produce other growth points outside the main business, such as Haier's biopharmaceuticals, "CaiLi" and Haier's PC is unsuccessful, Haier's cell phone to do early but not necessarily do well. TCL's PC and cell phone is doing better, but TCL's culture makes it rely on opportunities and personal ability, resulting in the integration of organizational resources and corporate strategy to grasp the ability to be slightly insufficient. The negative side of Lenovo's culture is that this affinity may take precedence over strategy and over systems.

Three, Haier, Lenovo, TCL corporate culture construction revelations

Haier, Lenovo, TCL have been equipped with the foundation of the world-class enterprises, China urgently needs to have such a company on behalf of China in the world market map, to promote the spirit of China's people. Here, I use Li Dongsheng, president of the corporate culture report as a paragraph of the three major corporate culture construction of the revelation: "Now, foreign companies look at Chinese companies, look at TCL, do not dare to look down on us as in the past, they are in many areas of the rapid rise of Chinese companies feel the pressure and threat from Chinese companies. Here, I would like to quote Jack Welch. Welch's words: 'Those who sit in the conference room to easily divide the market share should not forget that half of this cake will be left to China in the future. There may be unheard of companies in China today that will emerge as giants in the next decade and threaten our existence. So China is not only one of the biggest markets, but China's national industry is becoming a formidable rival for us.' In a sense, they already have a few fears of us. The competitiveness we have demonstrated in the past proves that in the future, Chinese companies are an opponent not to be taken lightly on the world stage. We are confident that through the efforts of this generation, we will contribute our strength to the growth of TCL and the rise of China's national industry! And realize our own value in the process, let's work together!"

China is looking forward to the success of a number of excellent Chinese companies like Haier, Lenovo, TCL in the world market, as a proof of China's economic strength, and more so, as a proof of the value of Chinese culture.