What is the essence of corporate culture?

First, the refinement of business philosophy.

Business philosophy is the values formed in the long-term business process and the principle guiding business activities. One of the fundamental reasons why it is difficult for many enterprises to form a strong culture is that these ideas existing in the subconscious have not been refined and clarified. In the process of refining business philosophy, we should pay attention to the following aspects:

1, pay attention to industry characteristics, and corporate culture should be consistent with its industry characteristics and its own business characteristics. The reason is simple: "Interlacing is like a mountain", and each industry has its own unique operating characteristics and operating mechanism.

2. solicit opinions extensively. Corporate culture is not only the opinion of top management, but also something that most employees agree with first. In order to do this, senior managers of enterprises should create various opportunities for all employees to participate in and discuss corporate culture. Usually, you can have a sense of crisis from the top, so that everyone has the demand and motivation for corporate culture change; Then solicit opinions at all levels to gain an understanding of the dross and advantages of the original culture; Finally, the method of sublation is adopted to retain the essence of the original corporate culture and publicize it widely, so that all employees can know how the corporate culture of the company is formed and what its content is.

3. Refining core concepts When we ask the boss of a company, "What is the corporate culture of your company?" If he doesn't give an answer for the first second, but wants to think for a long time, then this "answer" is not important, because it shows that the culture of the enterprise is not clear-even the boss can't say it right away, let alone the employees? Therefore, enterprises must first establish their own core values, so as to get the recognition and recognition of all employees. Moreover, when doing brand promotion and public relations propaganda, customers and society should also agree with this value concept of enterprises. For example, Haier's "Sincerity to Eternity" has risen from the original product and brand concept to a corporate philosophy and has become the core of Haier's corporate culture.

4. Expanding the concept system The core value concept of an enterprise must also be extended to the management ideas and methods at all levels of the enterprise, so as to make the concept system of corporate culture complete. For example, Haier has formed a complete concept system around the core concept: the talent concept-a race that does not compete with horses; Quality concept-defective products are waste products; The concept of merger-eating Huck fish; R&D concept-users' problems are our problems and so on. These ideas are supported by corresponding methods and systems, thus making the whole concept system vivid and effective.

5. Establish communication channels. In order to get the recognition of employees, the enterprise concept must be publicized and explained in all communication channels of the enterprise. Internal magazines, blackboard newspapers, publicity columns, various conferences, local area networks, etc. It should be a tool for corporate culture propaganda, so that employees can deeply understand what corporate culture is and how to do it in line with it. At the same time, in external activities, the top management of the enterprise should also consciously publicize the corporate culture, let customers and society know about the corporate culture, let customers become loyal users of the company, and let the public leave a good impression on the enterprise.

Second, institutionalization.

The cultural construction of many enterprises only stays in the stage of concept propaganda and cannot be deeply shaped. On the one hand, managers lack the determination and courage to systematically build corporate culture, on the other hand, they misunderstand the shaping of corporate culture and think that corporate culture construction is only conceptual shaping. In fact, if we can't turn the idea into a system, it will greatly weaken the cohesion of corporate culture.

Excellent corporate culture can only play its role if it forms institutionalized discourse, so that all employees have laws to follow and rules to follow. The famous HP culture attaches great importance to the idea of cultivating talents. Correspondingly, HP has developed a perfect training system: employees will arrange various targeted trainings as planned from the beginning of their employment; Staff training is listed as an important responsibility of every manager and an important aspect of assessing managers; 90% of the company's training courses are taught by managers themselves and so on. In HP's philosophy, training is considered as the investment with the highest input-output ratio. Hewlett-Packard has become a model of the industry because it has not only established an excellent "people-oriented" culture, but also implemented this excellent concept by formulating a scientific system.

Third, the concept of storytelling and the conceptualization of stories.

Let the company's ideas and corporate culture play their due role and let them be deeply rooted in the hearts of the people. This is the key. Conceptualization and story conceptualization are probably the most popular and effective methods.

1, the idea of excellent corporate culture in storytelling is recognized not only by middle and senior managers of enterprises, but also by all employees. This is called excellent corporate culture. When introducing a new culture, an enterprise should first find out the existing or corresponding advanced figures in the enterprise according to its own refined concept system, publicize and praise them in practice, and reinterpret them from the perspective of enterprise culture. Haier CEO Zhang Ruimin's story of "smashing the refrigerator" is well known to the world and is a model of storytelling.

2. Conceptualization of stories In the long-term construction of corporate culture, the selection and publicity of advanced figures should focus on ideas, pay attention to refining advanced figures and deeds from ideas, and compile advanced figures and advanced things that conform to corporate culture into popular stories for wide publicity, so that all employees can know: Why advanced? What did they do in line with the corporate culture? This example sets a banner for other employees and makes the promotion of corporate culture concrete and vivid.

Fourth, moisten things quietly and enhance corporate culture and art.

The construction of enterprise culture should focus on the overall situation, that is, refine the business philosophy of enterprises from the height of enterprise strategy; From the perspective of corporate culture promotion, we should start with small things. The promotion of corporate culture must pay attention to the following aspects:

1, an important aspect of artistic corporate culture construction is to narrow the psychological distance between employees, especially between top managers and ordinary employees. In this respect, the art of paying attention to address can often get good results. At Hewlett-Packard, Lenovo Group, and even the chairman of the board, they are all called by their first names. Through such appellation, we can often create a strong family atmosphere, narrow the psychological distance between employees, and then enhance the cohesion of enterprises.

2. Strengthen daily communication Top managers are "designers" and "priests" of corporate culture, that is, they are both builders and communicators. This requires senior managers not to be too far away from ordinary employees, but to communicate with employees frequently in their daily work and spread the management concept of enterprises in a good atmosphere. This is especially important for top managers. In his own values, Ge clearly put forward "hate bureaucracy" and advocated managers to go deep into the grassroots to conduct research visits. Former president Welch often talks with some middle-level and grass-roots executives. His famous saying is "communication, communication, communication again".

3. Starting from the leadership as the architect of corporate culture, top managers undertake the most important and direct work of corporate culture construction. Facts show that the key to shaping corporate culture is to first shape the top managers themselves into a model of corporate culture. The top management of some enterprises always feels that corporate culture encourages and constrains employees, but it is precisely those who shape corporate culture that should be encouraged and constrained. The senior leaders of some enterprises often become the direct destroyers of various concepts and systems, and their negative words and deeds have a disastrous impact on the construction of corporate culture.

4. From scratch, many enterprises like to hold some activities, seminars and large-scale training in a big way when building corporate culture. In fact, the essence of corporate culture is more focused on the daily management of enterprises. Therefore, as enterprise managers, no matter at the top or at the grass-roots level, they should start from their own work, first change their concepts and styles, start from small things and start from the side. For example, in Cisco, there is a widely circulated story that an employee of Cisco headquarters saw their president, Mr. Chambers, run across the road. The employee later learned that Mr. Chambers saw that the parking space in front of the company was full and parked his car across the street, but several important guests were waiting for him, so he had to almost trot back to the company. Because Cisco advocates employee equality, managers, even global presidents, have no privileges. It can be said that there are many ways to shape corporate culture, but the root lies in whether managers, especially top managers, have the determination and courage to first shape themselves into a model of corporate culture, and whether they can first identify with, follow and spread corporate culture.

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