What managers should do to prepare for business change 20

Self-preparation: psychologically, physiologically, clear direction of change, expected problems, difficulties, and ...... helpers that can be found

Enterprise preparation: current problem description, description, and re-description, in dire straits; The bright prospect is bright, the prospect is looking forward to the future, and the prospect is bright.

Does the boss approve and think about the consequences? Do you really want to change or is Ye Gong a good dragon? Getting a board resolution doesn't have to be a real ......

Does the middle team approve of it, and can those who don't approve of it get through the work? How to solve the ......?

Grasp a few key points, don't be greedy at the beginning, there must be a breakthrough, and really do a few things, so that others can have confidence and promote it.

Persistence, persistence, and persistence; Change requires determination and perseverance!

If you have time, read a few books, Welch's, Zhang Ruimin's, and there are a lot of them on the Internet, which are not outdated and useful.

Do the task, give a review, hehe.

Don't worry, it's too late to wait to see what other people think and re-evaluate!

If it is a revolution, there will be risks, there will be conflicts, there will be sacrifices. Many managers want to minimize this risk, conflict or sacrifice, so in the years of consulting careers, we have encountered many business executives who want to implement change in a "gentle drizzle" and "dive into the night with the wind".

Facts have proved that this is just like the Restoration initiated by the feudal rulers in the last years of the Qing Dynasty, because they do not want to change their backward way of ruling and do not want to include themselves in the scope of change, in the end it can only be an incomplete "reform", maybe they can establish one or two factories and introduce a few warships, but they cannot change the backward situation, nor can they enter a truly efficient industrial society.

The reform of enterprise management means that it is a revolution in the traditional functional management system, which can be described as subversive. It is a qualitative leap, just as the difference between communism and capitalism is actually the difference between the ruling class, the difference in world outlook and outlook on life, and it is irreconcilable. Their essential difference lies in the difference in values.

It is impossible to complete the process of turning into a butterfly by adopting the gradual evolution of gentle wind and drizzle.

Since it is a revolution, there will be sacrifices. Any hope for a peaceful evolution, for a smooth transition is unrealistic. Since it is a revolution, it is necessary to follow the laws of revolution. Any revolution is inseparable from several conditions:

1) Great vision.

2) Correct theoretical guidance.

3) A strong and courageous leadership core.

4) Strict organization and concrete and feasible implementation plan.

5) Strict discipline and unwavering execution.

6) Broad and long-term mass movements.

The same is true for the IPD revolution! IPD is a systematic product management and business model, through the reintegration of the organization and process, and finally achieve true investment and market orientation, rapid response and delivery. For enterprises that already have a certain foundation, this kind of change needs to self-deny and re-understand the past success history; The need for a significant overhaul of an already well-functioning organizational structure; There is a need for a reclassification of functions and powers that have been clearly defined; It is necessary to subvert and refactor the work processes that have been used to ......All this is a rebirth of the way of thinking and acting, a complete and profound revolution!

In addition to changing the organizational structure and process system, IPD also changes the decision-making and power mechanism. Senior managers can no longer say anything, some power needs to be "locked in a cage", for the senior managers of the enterprise, this revolution is not only the life of the majority of employees, but also the life of the top management themselves!

Try to anticipate a series of problems that will arise after the change, make solutions to similar problems in advance, and then revise the others.

You should know how to adapt to change.

Because the acquisition of any objective factor is the result of the subjective efforts of the enterprise, it can be said that the allocation of resources is fair to every enterprise under the market economy system, and the enterprise should make full use of the adjustment of the invisible hand of the market to strive for more favorable conditions for itself.

A must-have for a change manager:Management of the change process:Plan and organize, adjust, and control the flow of the project.

Management of the change team:Lead, motivate and host.

Management of customer relationships:Pay attention to the impact of the change process on internal and external customers and adjust the corresponding countermeasures.

Involve or involve in the process of change'and therefore to take into account internal and external interest groups that can make an impact within the scope of the project.

Change management can also be said to be learning how to deal with situations that arise on an ad hoc basis and are not planned for.

the fulcrum of successful change management; "Great Performance" concept and advocacy;

the founder's confidence and determination to change;

Competent and hard-working change teams;

redesign and restructuring of the organizational structure;

performance strategies and tool utilization;

Comprehensive budget management change.

The first is to adapt to and cooperate with the strategic direction of the enterprise, followed by the improvement mechanism based on enterprise innovation, and then the effective means of enterprise organization innovation and permanent survival.

Change is for better and faster development, and what will never change is: change.

Answers]: a, c, d

When carrying out organizational changes, we should pay attention to giving full play to the role of the three systems within the enterprise, namely the command and planning system, the brother communication and liaison system, and the inspection and feedback system, and adjust the four levels, namely the division of labor and cooperation between the decision-making level, the management level, the executive level and the operation level, and follow the following three basic principles: Shanxiao The principle of system-based and function-supplemented. Efficiency-oriented, dust-making contains the principle of supplemented by structure.

The principle of work-oriented, level-based.

1) Involve employees in the survey, diagnosis, and planning of organizational change, so that they fully understand the necessity of high-profile change and the sense of responsibility for change.

2) Vigorously promote the personnel training plan that is compatible with the organizational change, so that employees can master new business knowledge and skills, and adapt to the post-change shed errand position.

3) Boldly employ young and innovative talents, and reduce the resistance to change from the organizational aspect.