How should enterprises achieve successful transformation?

As an enterprise, we should first make clear our mission, that is, what is the value of existence, then find out the opportunities and threats, advantages and disadvantages faced by the enterprise on the basis of fully studying and analyzing the external environment and internal conditions of the enterprise according to the enterprise mission, and finally make clear the development strategy of the enterprise. According to the strategic positioning of the enterprise, further clarify what products and services the enterprise's career field and core business scope will provide to the market. According to the selected business field, subdivide the target market and analyze the industrial value chain, select the key links in the value chain, concentrate resources for breakthrough development and form a competitive advantage. Relying on its own advantages, we should establish a broad strategic alliance, open up the industrial value chain through resource integration and strong alliance, and enjoy the diffusion benefits brought by the value chain.

2. Industrial upgrading is the goal.

An enterprise is a sustainable development organization, and its existence value is ultimately measured by the contribution made by the industries it operates to society. The basic responsibility of enterprise managers is not only to make everything done today have practical significance, but also to have future value for the development of enterprises. This future value is conducive to the continuous improvement of industrial competitiveness and the sustainable operation of the company. Therefore, according to the mission and strategy of the enterprise, it is the fundamental purpose of strategic transformation to promote the technological progress and sustainable development of the industry with a pragmatic attitude and a proactive attitude.

3. Management upgrade is the foundation.

Management is a process to realize the integrated operation of enterprises and strategic objectives through planning, organization, leadership, coordination and control. Effective management is the premise of avoiding organizational dispersion and realizing integrated management, and also the basis of ensuring the realization of strategic objectives of enterprises. Management transformation should focus on improving the corporate governance structure, establish an organizational system, a target management system and an operational mechanism that combines centralization and decentralization and unifies incentives and constraints, and realize the transformation of leadership style from relying solely on personal charm and authority to relying on charm, authority and organization; Decision-making depends on experience and intuition about information and science; Organizational operation is from grasping specific people and specific things to grasping leaders and forming functional teams to achieve functional team cooperation under the guidance of unified goals; Employee growth from single channel to multi-channel; The examination and incentive system has changed from a single-objective system to a multi-objective system; Investment and subsidiary management have changed from subservience and dispersion to intensification and collectivization.

4. Capital operation is the means.

Capital operation refers to the ways, methods or means to obtain and effectively allocate resources according to the needs of strategic development. Capital operation is science, not speculation, and its essence is a sublation of enterprises according to the needs of strategic development, that is, "metabolism" and "getting rid of the old and getting new". Effective capital operation must be based on industrial support and its purpose. Therefore, capital operation can be divided into three levels, namely, effective allocation of its own assets, self-accumulation and rolling development; Rational use of credit funds, effective allocation, and leveraging development; Equity transfer, capital increase and share expansion, direct financing and comprehensive development.

5. Corporate culture transformation is the core.

Corporate culture is a universal and conscious concept and rule system followed by specific enterprise members at present, and it is a genetic code hidden in the core of an organization. The trend of modern management is from people-oriented management to system management and then to cultural management. The core value of corporate culture lies in ideas, and the value of corporate culture lies in behavior. It is necessary to establish an excellent corporate culture by defining the value and mission of the enterprise, planning the strategy and vision of the enterprise, establishing axioms and rules, implementing incentives and constraints, education and training, and guiding the broad recognition and universal conscious action of the core concepts.

6. Human capital is the guarantee.

The competition of enterprises is the competition of human resources, and also the competition of human capital and human capital structure. Talent is the first resource of an enterprise. We should take the organizational vision as the banner and the interest mechanism as the link to summon people with the same ideas and career pursuits. We should devote ourselves to discovering and cultivating great people, build great teams around great people, and then create great products and services and great career and future through the concerted efforts of Qi Xin, an autonomous team under the unified goal.

7. The reform of property right structure is the bottleneck.

The contradiction between productive forces and production relations is the basic contradiction of society. Productivity determines production relations, and production relations react on productivity, which is dialectical unity. The purpose of enterprise's strategic transformation is to organize and allocate enterprise's production factor resources more effectively and liberate and develop productive forces, so it should belong to the category of production relations. The key to improving production relations lies in improving the three elements of production relations, namely, property right structure, resource allocation mode and income distribution mode. Here, the property right structure is the first factor of production relations, so the reform of property right structure directly affects the improvement of resource allocation and income distribution, and also directly affects the operating efficiency of enterprises.

8. Core capacity building is the key.

Core competitiveness means that enterprises rely on and make unique use of factor resources to form a competitive advantage far beyond their competitors, making it irreplaceable in the short term. Based on the limitation of resources, the principle of core competitiveness construction is to unify technology or market, and you can't have both. Of course, being unified with technology does not mean not doing marketing; Unification with the market does not mean avoiding research and development, but refers to the strategic orientation of resource allocation.