Why are most businesses not successful in doing amoeba?

Specific problems should be analyzed in detail.

First of all, there is no question of impartiality. From the team's point of view, your bias towards either side is a blow to the team. If you make people question fairness, it's your ability to lead your team.

Second, bias to one side is a symptom rather than a root cause, and cannot fundamentally solve the problem. If there are internal regulations, they are strictly followed. If not, gather the rest of the team to discuss it.

Natural selection, survival of the fittest] The only reason for the existence of the company is to make money, which is understandable. So if a team can make more money for the company, it makes sense for the company to give more incentives. The introduction of a game rule, there must be some people who adapt and some people who do not.

2. Banquet draft [seeking common ground while reserving differences, activating individuals] When new employees and old employees have a conflict of filial piety, the most effective way is to clarify the goal and find a unified goal. It can also be said that it is the right thing and not the right person, when everyone's focus falls on how to do this thing well, they will be more focused and move towards a common goal. People are born to feel that they are no worse than others, so through the replenishment of new blood, it will also activate the old employees who "want to lie flat" to a certain extent, and they will also improve their enthusiasm to prove themselves because of the addition of fresh blood.

a.Amoeba is just a business model, and the theory can be applied by all enterprises.

However, Chinese-style amoeba involves the decentralization of rights and the sharing of benefits, and if the business owner is unwilling to delegate power and share, such an enterprise cannot be a real amoeba.

b.Amoeba management is to make the enterprise smaller and stronger, so that the enterprise can maintain the flexibility and sensitivity of the small business to the market, so if the enterprise only has a few people, the boss can see the bottom at a glance, you can consider not doing amoeba for the time being. (**: Amoeba Institute of Practice).

Motivation - Everyone will use the motivation method.

I often encounter business managers who sigh: "There are many companies that learn amoeba, and it seems that there are basically few that are really successful!" So is that really the case? Is amoeba management really unsuitable in China?

Not really. Among the many enterprises we have come into contact with, there are many companies that have achieved good results, or they have found their own amoeba management path, enterprise managers work hard to achieve the happiness of employees, and employees start from the heart and work hard to achieve the goal of the company. It's just that the circulation of the business model is limited, not that the business itself has no value.

Can Chinese companies be "amoeba"?

The answer is yes, but not for all businesses. There are several prerequisites for making amoeba

First, improve the data foundation

If several large boxes of financial vouchers are waiting to be manually entered every month, how to talk about the timeliness of data and solve problems in time? What if the front-line personnel are too weak in consciousness and do not cooperate with the data report on time? What should I do if there will inevitably be errors in a large amount of manual data, which will bring great difficulties to data search?

There is no data base, there is no amoeba information plan, don't do it as soon as possible. There are many consulting companies on the market, and they are all clamoring for software to be implemented, but either the packaged software has no room for flexible operation, or there are too many bugs and no long-term maintenance. Amoeba informatization suggests looking for a professional software manufacturer such as Sailsoft Amoeba, at least it must be an information platform built by non-excel!

Second, the pattern of people

That is, what Kazuo Inamori said, "respect for heaven and love for people" and "altruism". This hurdle cannot be crossed, and it is very likely that they will eventually embark on the road of accounting for the sake of accounting, fighting each other with suspicion, and greatly increasing management costs. If the business leaders do not have a firm determination and the employees do not have the confidence to follow, then amoeba, don't do it as soon as possible.

Third, the rationalization of pricing and internal accounting

Kazuo Inamori has a saying that pricing is management. Why? Pricing, in essence, is the quantification of the value of a product or service created through intelligence and manual labor.

Simple pricing is to calculate the cost of a certain expected profit, and both buyers and sellers psychologically hope that they can obtain higher profits. Reasonable pricing needs to be acceptable in a competitive market. Through pricing, each amoeba should be guided to continuously improve itself and self-control, so as to achieve cost reduction, or continue to innovate, create results with higher premium ability, and finally achieve a double harvest of material and spiritual benefits for all employees.

If there is no reasonable pricing method, there is internal chaos, and there is no credible leader to set the price decisively, then amoeba, don't do it early.

In the past two years, there are more and more successful enterprises in the implementation of amoeba, and amoeba can be localized in China

1. Taking "maximizing sales and minimizing costs" as the principle and foundation, this is the starting point of the entire "amoeba management".

2. Take the manufacturing department as the profit, rely on the front-line employees at the manufacturing site to achieve cost control 3. Adopt simple and clear accounting methods to make the manufacturing site truly assume the responsibility of controlling costs.

4. The "high standard" of cost control ensures that the company will not lose money even if it encounters difficulties Unlike ordinary companies that only consider direct manufacturing costs, Kyocera's manufacturing department "Amoeba" must deduct sales commissions in its accounting to make a profit.

5. Effective "fine management" and continuous, high-frequency PDCA cycle.

What can be done, if the enterprise finds that there is a problem, when there is no way, you can understand amoeba, amoeba is a concept, sometimes it can also be seen as a method, we do this, Jinghua amoeba.

The amoeba management model is to establish an accounting system for each department that has a direct connection with the market and cultivate human resources with management awareness.

1. Establish an accounting system for various departments that have direct contact with the market.

The principle and principle of the company's management is to "pursue the maximization of sales and the minimization of expenses". In order to implement this principle throughout the company, it is necessary to divide the organization into small units and adopt departmental accounting management that can respond to market changes in a timely manner.

2. Cultivate talents with business awareness.

After the decentralization of management, the leaders of each small unit will develop a sense of responsibility as a manager and strive to improve their performance as much as possible. In this way, people will shift from a "passive" position as an employee to an "active" position as a leader.

This change in stance was the beginning of the establishment of a sense of management, and a number of management partners began to emerge among these leaders who shared management responsibilities with Kazuo Inamori.