【观点】做管理一定要搞懂这3句话！复杂的事就变得简单了

一、什么是组织能力？

1.企业的发展规律：追求产业竞争力

组织能力是企业实现战略目标、提升业绩和竞争力所需的综合能力。

在追求企业成功的过程中，需要具备追求卓越、寻找增长机会、制定正确的产品策略等能力，这种追求的本质通常体现在企业的产业竞争力上。

在探讨产业竞争力时，我们需要关注两个关键领域：首先是产业地位，包括市场地位、规模以及盈利能力等要素。

其次，核心竞争力也是产业竞争力的重要组成部分，包括品牌、技术、系统以及资源4个方面。

首先，关于技术方面。有人曾提出超一流企业是制定标准的，但仅通过发布标准就能成为超一流企业，答案显而易见。

事实上，观察那些真正卓越的企业，如英特尔、高通、微软等，它们所拥有的标准是什么？知识产权和底层技术，这是它们成功的关键。 CXO UNION-CXO联盟（cxounion.cn）

第二，品牌是核心竞争力的重要组成部分。一旦品牌在客户心中形成，替换它将是困难的。技术可以形成高壁垒，而品牌则可以在客户心中形成难以逾越的障碍。

第三，系统也是核心竞争力不可或缺的一部分。例如，对于连锁企业来说，运营系统、门店开发系统以及店长培养系统等都是成功的关键因素。

第四点，资源也是核心竞争力的一种体现。这包括拥有排他性的资质或资源，从而形成竞争壁垒。

总之，产业竞争力的提升需要关注这4个方面。

2.构建组织力，支撑产业竞争力

组织能力是企业实现持续发展和提升产业竞争力的关键所在。

只有在组织能力上达到一定水平，企业才能具备强大的支撑力量，形成自身的产业竞争力。组织能力的内涵包括4个方面：人才梯队、管理机制、组织系统和企业文化。

首先，人才梯队是组织能力的基石。企业需要具备一支高素质、有经验和潜力的人才队伍，才能实现各项业务的有效运转。 CXO UNION-CXO联盟（cxounion.cn）

其次，管理机制是组织能力的重要保障。通过建立科学合理的管理机制，企业能够调动员工的积极性和创造力，促进企业持续创新和发展。

第三，组织系统是组织能力的重要组成部分。它包括结构、流程、制度规范、方法论和知识沉淀等多个方面。通过优化组织系统，企业可以提高工作效率和执行力，更好地实现战略目标。

第四，最后，企业文化是组织能力的精神支柱。企业文化体现了企业的价值取向和导向，能激励员工为企业发展而努力奋斗。

因此，企业应该重视组织能力的建设，不断优化和完善各项要素，以提高自身的竞争力和发展潜力。

3.组织能力建设的三大思维

我们常说：为什么管理听起来简单易懂，但实际操作却很困难？背后存在三个问题。

首先，本质思维至关重要。在企业管理中，深入理解管理手段、工具和方法背后的本质至关重要。

尽管这个问题看似简单，但确实值得关注。由于对许多管理方法背后的本质理解不够深入，可能导致管理不当，从而成为潜在问题。 CXO UNION-CXO联盟（cxounion.cn）

因此，我们需要加强对管理方法本质的理解，以确保管理工作的正确性和有效性。

第二，导向思维。尽管我们目前已具备大量管理专业知识，培训途径众多，网络上的知识资源也相当丰富，但在追求专业性的过程中，我们是否已明确了每个专业方案所应实现的导向目标？这是我们需要深入思考的第二个问题。

第三，系统思维。管理手段要产生效果，不仅需要关注单个点的表现，还要整个系统相互配合。就像机器一样，各个部件需要协调一致，才能发挥整体效能。

因此，要做好组织能力建设，必须明确三大核心思维：本质思维、导向思维和系统思维。

接下来，我将结合实际案例与大家探讨如何正确理解和运用这三大思维。

二、本质思维：文化是为了做正确的事

为有效地推动企业文化建设，首先需要摆脱其神秘色彩，深入理解企业文化的本质。如何正确理解企业文化的本质？可以通过以下4个问题来解释：

问题一：企业文化有用吗？企业文化作为企业的灵魂和基石，对于企业的长期发展和竞争力提升具有至关重要的作用。

问题二：企业文化如何发挥作用？实际上，企业文化的作用不仅在于结果，更在于过程。企业文化通过明确的价值观、信仰和行为准则来指导和规范员工的行为，从而实现企业的目标和愿景。

问题三：为什么选择使用？我们始终坚持采用正确的做事原则，是因为我们相信按照这些原则行事，组织将能够实现持续成功。 CXO UNION-CXO联盟（cxounion.cn）

问题四：企业文化是什么？企业文化并非空洞的口号或标语，也不是华而不实的概念。企业文化的核心内容是组织持续成功的核心逻辑和基本原则。它们贯穿于我们的管理、经营和行动中，指引着我们走向成功。

1.案例：稻盛和夫拯救日航

在70多岁时，稻盛和夫成功拯救了日航，其手段是将日航的企业文化与自身的经营哲学紧密结合。

短短半年内，他便使这个庞大的企业实现了盈利。

例如，为了让日航干部更好地理解和接受他们的经营哲学，他们安排参加盛和塾的轮训，接受他们的经营哲学和5项精进教育，以确保所有人都能深刻理解并认同这些理念。

在开会时，如果有人推卸责任，稻盛和夫会用他的经营哲学来教导大家。他经常引用临事有勇的理念，强调员工不应该推卸责任或寻找借口，而要勇于承担责任并积极寻找解决问题的方法。

他倡导大家深入实际，进入一线研究并解决问题，例如引用费用最小化和收入最大化的理念作为指导原则。

这些例子充分展示了稻盛和夫在日航的成功扭转中，主要通过他的经营哲学来改变和塑造人。

这些理念和原则被融入到企业文化中，推动着整个企业的转变。因此，企业文化的真正价值在于通过引导和塑造员工的行为模式和价值观念来实现企业的目标。 CXO UNION-CXO联盟（cxounion.cn）

2.案例：华为的业绩考核

在某一年，华为某国代表处的年度业绩获得了前5名的佳绩，同比增长高达80％，这份成绩单确实10分出色。

然而令人大跌眼镜的是，该部门的绩效考核结果仅为C，未达标，有待提升。这样一个评价对于业绩如此出色的部门来说，无疑是令人费解的结果。

仔细观察后，我们发现，与同期爱立信在该地区的增长率相比，华为的表现实际上并不出色。爱立信在该地区的增长率高达200％，相较之下，华为的80％显得逊色。

华为愿景以打造世界级领先企业，这一目标在华为基本法的首句便得以明确。华为立志成为世界第一，因此自然要以世界第一的标准来衡量自身。

他的企业文化倡导不仅关注业绩的增长，更看重与竞争对手的差距和未来的发展潜力。

3.案例：某世界级工程机械企业

我曾为一家工程企业打造企业文化，他们的愿景是成为世界级工程机械产品和服务提供商。

在宣传这个愿景时，一位中层干部表示：这些事情无需向我们详细说明，愿景与董事长和总裁无关。

我立刻回应：不仅与你有关，还与负责打扫卫生的阿姨有关。因为我们的卫生标准提升了，不仅要无异味，还要有香气。 CXO UNION-CXO联盟（cxounion.cn）

于是我问他：你的对标企业是谁？他毫不犹豫地回答：徐工。我告诉他：如果是徐工，那就错了。应该把世界级改为中国领先。

我又问：如果要与世界级企业对标，你认为谁才是真正的世界级？是日本小松、美国卡特彼勒，还是韩国大宇？他回答：是美国卡特彼勒和日本小松。

接下来，我想问他：与卡特彼勒和小松相比，我们的技术水平、质量标准、质量水平、规模和盈利能力如何？这一连串问题让他意识到，企业愿景并非遥不可及，而是与每个人的工作息息相关。

我们要赢得世界级竞争，首先要在服务创新上超越对手，即使技术暂时落后，也要深入了解客户，提供更好的服务。正如当时我们所说：服务创新优于技术，成本领先。

为了实现愿景，我们还需开展六西格玛工程。尽管在公司内部存在争议，但大家一致认为，要成为世界级企业，就必须实施六西格玛工程。

我们不仅要做好产品，还要拓展业务领域，包括国内和国际市场，如装载机、挖掘机、建筑机型、龙门吊等。同时，实现价值转型，提供融资租赁等多元化服务。 CXO UNION-CXO联盟（cxounion.cn）

企业文化与业务如同硬币的两面，反映了我们背后的信念、导向和原则。企业文化是推动我们持续成功的动力。

只有将企业文化付诸实践，才能真正发挥其作用。通过文化建设，我们期望将现实中的文化逐步引导至期望的文化，以支撑企业的持续成功。

回顾上述三个例子，我们可以看到企业文化并非空中楼阁，而是与我们日常工作紧密相连。企业文化是我们行为的指南，帮助我们实现愿景和目标。希望这个故事能给大家带来启示，让我们共同为打造卓越的企业文化努力。

三、导向思维：激励是为了正确的做事

在我多次参与企业经营活动分析会议的过程中，我发现一个日益凸显的问题：随着会议专业化程度的不断加深，我们往往将关注点集中在各自的专业领域上，却忽视了对企业整体方向和目标的导向指引。

尽管我们的工作越来越专业，但企业问题仍然存在。接下来，我将以激励机制为例，阐述如何理解导向问题。

1.案例：从华为激发员工勤奋理解导向思维

在2002年，我与一位年轻的华为同事共进晚餐。他向我表达了对华为未来看不到的担忧。

我感到惊讶，因为他具备聪明和勤奋的品质，这样的年轻人通常在华为有着光明的前途。然而，他认真地对我说，自己在华为确实没有未来。 CXO UNION-CXO联盟（cxounion.cn）

我好奇地追问原因，他的回答让我深刻地认识到了管理机制导向的重要性。他简洁地回答道：今年华为派我去非洲，我拒绝了。华为尊重他的选择，但告诉他，此后所有升职、股权激励等机会都将与他无缘。

这一点值得我们深思，因为它具有导向力量，能让员工明确公司的期望，并鼓励大家为了实现计划和目标努力。

许多企业在制定分配机制时未能实现这种效果，这便是导向问题。导向问题至关重要，关乎企业的未来发展。

2.案例：从分配激励机理理解导向思维

在设计一家公司的分配体系时，我们应关注两个核心导向：服务增长和激发奋斗。这两个导向旨在激励员工，促进公司增长，并努力争取个人和团队的权益。为了实现这些目标，我们可以采取以下措施：

首先，为了体现服务增长导向，我们可以在员工的工资总额与公司的毛利额和净利额之间建立关联。

在公司盈利能力提升时，员工工资的增长将直接反映出来。例如，如果今年公司净利润为5亿元，员工工资总额为3亿元，那么明年公司净利润增长到10亿元，员工工资总额也将相应增长到6亿元。

这种方式能让员工分享公司发展带来的成果，并感受到公司盈利水平的提升。

其次，为了体现激发奋斗导向，我们需要关注人均效率的提高。当公司净利润翻了一番，从5亿元增长到10亿元时，如果员工数量也翻了三番，那么员工的平均工资可能会降低。

因此，我们必须确保员工收入随着公司发展而增长，以实现人均收入的增长。这需要我们关注管理措施的实施，以确保员工在公司发展过程中获得更多收益。

因此，通过合理的薪酬体系和收入总包机制，我们可以充分体现服务增长的导向。正确的导向可以引导我们走向正确的目标，即使管理措施略显简单，也不会偏离目标太远。

反之，如果导向错误，即使管理措施再专业，也可能导致事与愿违的结果。

因此，在设计和管理体系时，我们必须高度重视导向思维。 CXO UNION-CXO联盟（cxounion.cn）

四、系统思维：绩效的本质是培养将军和选拔人才

系统思维的核心在于如何在复杂的系统中保持导向的一致性。在实现导向一致性的过程中，需要全面考虑各种因素。

在公司中，存在许多不同的细节和方面，要让这些不同的点体现相同的导向，是一项极具挑战性的任务。

因此，系统思维的核心挑战在于如何有效地协调和整合这些不同的因素，以确保整个系统的导向一致性。

1.为什么绩效管理做不好？

许多企业在进行绩效管理时，超过90%的企业表现不尽如人意。尽管大家都深知绩效管理的重要性，能理解诸如KPI、平衡积分卡和OKR等概念，但实际操作中仍存在各种问题。因此，许多人认为这些工具不够先进。

实际上，平衡积分卡与OKR在管理思想上是相似的。那么，为何绩效管理总是出现问题？其中一个现象是员工绩效与公司绩效的错位。

例如，员工的评价接近满分，表现都非常优秀，但公司的绩效却未见好转，甚至有的指标还在下滑。这背后究竟是什么原因？归根结底，是因为我们考核的重点并非公司真正需要的。

如果我们考核的是公司关注的问题，那么这种错位就不会发生。例如，如果我们将解决特定问题作为考核指标，员工在这些问题上的表现会很卓越，公司的问题也能得到解决。

又如果考核的是收入增长和竞争力提升，那么这些方面的表现也会随之改善。

因此，企业在进行绩效管理时，应关注考核的核心目标，确保员工的努力方向与公司的发展需求一致，这样才能真正实现绩效管理的价值。 CXO UNION-CXO联盟（cxounion.cn）

2.如何才能做好目标管理？

在绩效考核过程中，如果发现考核内容与期望有所偏差，往往源于目标管理的不足。

为确保目标管理的有效性，我们需要对公司的目标进行清晰明确的界定，并确定为达成这些目标需要在哪些方面做好充分准备。

同时，我们还需要深入分析每个方面所面临的现实问题，并采取切实有效的措施来解决这些问题，从而实现有效的目标管理。

有人可能会质疑，公司已经实施了目标管理，每年从10月开始制定战略规划、年度计划与预算、年度考核、年度绩效、年度组织绩效。

每季度召开经营分析会、年终述职会，年底还有述职会。那么为什么会出现绩效管理与公司绩效错位的情况？就像一条高速公路，无论是奔驰车、宝马车还是拖拉机，都可以在上面行驶。同理，目标管理的流程正确并不意味着内容也正确。

目标管理的内容应由一线经理人负责确定。作为经理人，他们需要清晰地理解战斗目标以及如何成功完成这场战斗。

在明确实现目标所需采取的行动后，经理人应根据这些行动制定相应的考核指标。这是一个系统性的过程。

如果没有一个系统来组织大家明确打什么仗、如何打赢，或者队伍不具备这种能力，就很难想清楚这个问题，从而导致员工绩效与公司绩效的错位。 CXO UNION-CXO联盟（cxounion.cn）

因此，绩效管理做得不好并非单一原因，而是与多个因素相关，包括目标管理和经理人员能力。

如果缺乏打胜仗的能力，就需要在其他方面寻求配合，以实现绩效管理的优化。

3.绩效管理的三个作用

在企业中，绩效管理应该尽早实施，而不仅局限于年终评价和分配奖金。事实上，绩效管理具有三个更为重要的作用。

首先，绩效管理有助于战略落地，这一点大家都很清楚。

其次，绩效管理是一个培养将军的过程。

通过实施绩效管理，我们的经理人员可以思考清楚要打什么仗、如何打赢这场仗，并不断进行复盘，循环往复地提高我们赢得战斗的思维和能力。因此，绩效管理过程也是一个培养优秀指挥官的过程。

最后，绩效管理过程是一个选拔人才的过程。事实上，我们看到所有问题都归结于人的能力，而人的能力又体现在赢得战斗的能力上，这正是绩效管理的重要性所在。

关于绩效管理为什么会出现问题，大家可以体会一下。就像机器一样，如果零部件不配合，机器就无法正常运转，甚至会乱运转或反运转。这个道理也同样适用于绩效管理。

以上就是我今天的分享，谢谢大家！ CXO UNION-CXO联盟（cxounion.cn）

翻译：

Do management must understand these 3 words! Complicated things become simple

1. What is organizational ability?

The development law of enterprises: the pursuit of industrial competitiveness

Organizational ability is the comprehensive ability required by enterprises to achieve strategic goals, improve performance and competitiveness.

In the process of pursuing enterprise success, it is necessary to have the ability to pursue excellence, look for growth opportunities, and formulate the right product strategy. The essence of this pursuit is usually reflected in the industrial competitiveness of the enterprise.

When discussing industrial competitiveness, we need to focus on two key areas: First, industry position, including market position, scale, and profitability.

Secondly, core competitiveness is also an important part of industrial competitiveness, including brand, technology, system and resources 4 aspects. CXO UNION-CXO联盟（cxounion.cn）

First, on the technical side. Some people have suggested that a super first-class enterprise is to set standards, but only by publishing standards can become a super first-class enterprise, the answer is obvious.

In fact, if you look at the really great companies, like Intel, Qualcomm, Microsoft, etc., what are the standards they have? Intellectual property and the underlying technology are key to their success.

Second, brand is an important part of core competitiveness. Once a brand is established in the minds of customers, replacing it will be difficult. Technology can form high barriers, while brands can form insurmountable barriers in the minds of customers.

Third, the system is also an indispensable part of the core competitiveness. For example, for chain enterprises, operation system, store development system and store manager training system are key factors for success. CXO UNION-CXO联盟（cxounion.cn）

Fourth, resources are also a manifestation of core competitiveness. This includes having exclusive qualifications or resources that create barriers to competition.

In short, the promotion of industrial competitiveness needs to pay attention to these four aspects.

Build organizational strength to support industrial competitiveness

Organizational ability is the key for enterprises to achieve sustainable development and enhance industrial competitiveness.

Only when the organization ability reaches a certain level, the enterprise can have a strong support force and form its own industrial competitiveness. The connotation of organizational ability includes four aspects: talent echelon, management mechanism, organizational system and corporate culture.

First of all, the talent echelon is the cornerstone of organizational capability. Enterprises need to have a high-quality, experienced and potential talent team in order to achieve the effective operation of various businesses.

Secondly, management mechanism is an important guarantee of organizational capacity. By establishing a scientific and reasonable management mechanism, enterprises can mobilize the enthusiasm and creativity of employees and promote the continuous innovation and development of enterprises.

Thirdly, organizational system is an important part of organizational ability. It includes many aspects such as structure, process, system standard, methodology and knowledge precipitation. By optimizing organizational systems, enterprises can improve work efficiency and execution, and better achieve strategic goals. CXO UNION-CXO联盟（cxounion.cn）

Fourth, finally, corporate culture is the spiritual pillar of organizational ability. Corporate culture reflects the value orientation and orientation of the enterprise, and can motivate employees to work hard for the development of the enterprise.

Therefore, enterprises should pay attention to the construction of organizational capacity, and constantly optimize and improve various elements in order to improve their competitiveness and development potential.

Three major ideas of organizational capacity building

We often say: Why does management sound easy to understand, but the practice is difficult? There are three questions.

First, essential thinking is crucial. In business management, a deep understanding of the essence behind management tools, tools and methods is essential.

Although this issue may seem simple, it deserves attention. A lack of in-depth understanding of the essence behind many management methods can lead to mismanagement and thus become a potential problem.

Therefore, we need to strengthen the understanding of the nature of management methods to ensure the correctness and effectiveness of management work. CXO UNION-CXO联盟（cxounion.cn）

Second, oriented thinking. Although we have a lot of management expertise, a lot of training options, and a lot of knowledge resources on the Web, do we have a clear vision of what each program should accomplish in our pursuit of specialization? This is the second question we need to think about.

Third, systems thinking. To be effective, management measures need to focus not only on the performance of individual points, but also on the coordination of the whole system. Just like a machine, the parts need to work together to be effective.

Therefore, in order to do a good job in organizational capacity building, we must clarify three core thinking: essential thinking, guiding thinking and systematic thinking.

Next, I will discuss with you how to correctly understand and apply these three ideas based on actual cases. CXO UNION-CXO联盟（cxounion.cn）

2. Essential thinking: Culture is about doing the right thing

In order to effectively promote the construction of corporate culture, we must first get rid of its mysterious color and deeply understand the essence of corporate culture. How to correctly understand the nature of corporate culture? This can be explained by the following four questions:

Question 1: Does corporate culture work? Corporate culture, as the soul and cornerstone of an enterprise, plays a vital role in the long-term development and competitiveness of an enterprise.

Question 2: How does corporate culture play a role? In fact, the role of corporate culture is not only the result, but also the process. Corporate culture guides and regulates the behavior of employees through clear values, beliefs and codes of conduct to achieve the goals and vision of the company.

Question 3: Why choose to use? We always adhere to the right principles of doing things because we believe that by acting on these principles, the organization will be able to achieve sustained success.

Q4: What is the corporate culture? Corporate culture is not an empty slogan or slogan, nor is it a flashy concept. The core content of corporate culture is the core logic and basic principles of the continuous success of the organization. They run through our management, operations and actions, and guide us to success. CXO UNION-CXO联盟（cxounion.cn）

Case: Kazuo Inamori saves JAL

In his 70s, Mr Inamori managed to save JAL by tying its corporate culture closely to his own philosophy.

Within half a year, he had made this huge enterprise profitable.

For example, in order for JAL cadres to better understand and accept their business philosophy, they arranged to participate in the rotation training of Seiwa Juku and receive their business philosophy and five intensive education to ensure that everyone can deeply understand and agree with these ideas.

In meetings, if someone passes the buck, Inamori teaches them his business philosophy. He often cites the concept of courage in action, stressing that employees should not shirk responsibility or make excuses, but rather take responsibility and actively seek solutions to problems.

He advocates getting down to the ground, getting into front-line research and problem solving, citing the concepts of cost minimization and revenue maximization as guiding principles.

These examples fully demonstrate Inamori’s successful turnaround of JAL, primarily through his business philosophy to change and shape people.

These ideas and principles are incorporated into the corporate culture and drive transformation throughout the organization. Therefore, the real value of corporate culture lies in guiding and shaping employees’ behavior patterns and values to achieve corporate goals.

Case: Huawei’s performance appraisal

In one year, the annual performance of Huawei representative office in a country was ranked among the top 5, with a year-on-year growth of up to 80%, and this report card is indeed 10 excellent points.

However, to people’s surprise, the performance appraisal result of this department is only C, which is not up to standard and needs to be improved. Such an assessment is a puzzling result for a department that has done so well. CXO UNION-CXO联盟（cxounion.cn）

On closer inspection, we found that Huawei’s performance was actually not outstanding compared to Ericsson’s growth rate in the region over the same period. Ericsson’s growth rate in the region is as high as 200%, compared with Huawei’s 80%.

Huawei’s vision is to build a world-class leading enterprise, and this goal is clear in the first sentence of Huawei’s Basic Law. Huawei aspires to be number one in the world, so it is natural to measure itself by the standards of world number one.

His corporate culture advocates not only focusing on the growth of performance, but also focusing on the gap with competitors and future development potential.

Case: a world-class construction machinery enterprise

I built a culture for an engineering company whose vision was to be a world-class provider of construction machinery products and services. CXO UNION-CXO联盟（cxounion.cn）

In promoting the vision, a mid-level executive said: These things do not need to be explained to us in detail, the vision has nothing to do with the chairman and president.

I immediately responded: not only related to you, but also related to the aunt in charge of cleaning. Because our hygiene standards have been raised, not only to have no smell, but also to have an aroma.

So I asked him: Who is your target company? He answered without hesitation: Xugong. I told him: If it is Xugong, it is wrong. We should change world class to China leading.

I asked again: If you have to compare yourself with world-class companies, who do you think is truly world-class? Is it Komatsu of Japan, Caterpillar of the US or Daewoo of South Korea? His answer: Caterpillar of the United States and Komatsu of Japan.

Next, I would like to ask him: Compared to Caterpillar and Komatsu, how is our level of technology, quality standards, quality level, scale and profitability? This series of questions made him realize that the corporate vision is not far-fetched, but relevant to everyone’s work.

If we want to win world-class competition, we must first surpass our competitors in service innovation, even if the technology is temporarily backward, we must also deeply understand the customer and provide better service. As we said at the time: Service innovation is better than technology, cost leadership.

In order to realize our vision, we also need to carry out the Six Sigma project. Despite the controversy within the company, there is consensus that to become a world-class enterprise, it is necessary to implement the Six Sigma project. CXO UNION-CXO联盟（cxounion.cn）

We should not only make good products, but also expand business areas, including domestic and international markets, such as loaders, excavators, construction models, gantry cranes and so on. At the same time, it realizes value transformation and provides diversified services such as financial leasing.

Corporate culture and business are two sides of the same coin, reflecting the beliefs, orientation and principles behind us. Corporate culture is what drives our continued success.

Only by putting corporate culture into practice can it really play its role. Through cultural construction, we expect to gradually guide the real culture to the desired culture, in order to support the continuous success of the enterprise. CXO UNION-CXO联盟（cxounion.cn）

Reviewing the above three examples, we can see that corporate culture is not a castle in the air, but closely linked to our daily work. Corporate culture guides our behavior and helps us achieve our vision and goals. I hope this story will inspire you and let us work together to build an excellent corporate culture.

3. Oriented thinking: Motivation is to do things right

In the process of participating in many business activity analysis conferences, I found an increasingly prominent problem: as the degree of specialization of conferences continues to deepen, we tend to focus on our own professional fields, but ignore the guidance of the overall direction and goals of the enterprise.

Although our work is becoming more professional, corporate issues remain. Next, I will use incentives as an example to explain how to understand the orientation problem.

Case: Inspire employees’ diligent and understanding-oriented thinking from Huawei

In 2002, I had dinner with a young Huawei colleague. He expressed his concern to me about Huawei’s future.

I was surprised because he has the qualities of being smart and hardworking, and such young people usually have a bright future in Huawei. However, he seriously told me that he did not have a future in Huawei. CXO UNION-CXO联盟（cxounion.cn）

I was curious to ask the reason, and his answer made me deeply realize the importance of management mechanism orientation. He replied succinctly: Huawei sent me to Africa this year, and I declined. Huawei respected his choice, but told him that all promotions, equity incentives and other opportunities would be denied him.

This is worth thinking about because it has the power of guidance, allowing employees to clarify the expectations of the company and encouraging them to work towards achieving plans and goals.

Many companies fail to achieve this effect when developing distribution mechanisms, which is a problem of orientation. The issue of orientation is crucial to the future development of the enterprise.

Case study: Understanding oriented thinking from distribution incentive mechanism

When designing a company’s distribution system, we should focus on two core orientations: serving growth and inspiring struggle. These two orientations are designed to motivate employees, promote company growth, and strive for the interests of individuals and teams. To achieve these goals, we can take the following steps: CXO UNION-CXO联盟（cxounion.cn）

First, in order to reflect the service growth orientation, we can establish a correlation between the total salary of employees and the gross profit and net profit of the company.

When the company’s profitability increases, the increase in employees’ wages will be directly reflected. For example, if the net profit of the company is 500 million yuan this year, and the total salary of the employees is 300 million yuan, then the net profit of the company will increase to 1 billion yuan next year, and the total salary of the employees will also increase to 600 million yuan accordingly.

In this way, employees can share the fruits of the company’s development and feel the improvement of the company’s profitability. CXO UNION-CXO联盟（cxounion.cn）

Second, in order to reflect the motivation of the struggle, we need to focus on the improvement of per capita efficiency. When the company’s net profit doubled from 500 million yuan to 1 billion yuan, if the number of employees also tripled, then the average salary of employees may be lower.

Therefore, we must ensure that employee income grows with the development of the company in order to achieve growth in per capita income. This requires us to focus on the implementation of management measures to ensure that employees get more benefits as the company grows.

Therefore, through a reasonable salary system and income package mechanism, we can fully reflect the orientation of service growth. The right orientation can lead us to the right goal, even if the management measures are slightly simple, it will not deviate too far from the goal.

On the contrary, if the direction is wrong, even if the management measures are professional, it may lead to counterproductive results.

Therefore, when designing and managing systems, we must attach great importance to oriented thinking.

4. System thinking: the essence of performance is to train generals and select talents

The core of systems thinking is how to maintain consistency of orientation in complex systems. In the process of achieving guided consistency, various factors need to be considered comprehensively.

In a company, there are many different details and aspects, and getting these different points to embody the same orientation is a very challenging task. CXO UNION-CXO联盟（cxounion.cn）

Therefore, the central challenge of systems thinking is how to effectively coordinate and integrate these different factors to ensure a consistent orientation of the entire system.

Why can’t performance management be done well?

When many enterprises conduct performance management, more than 90% of the enterprises’ performance is not satisfactory. Although everyone is well aware of the importance of performance management and understands concepts such as KPIs, balanced scorecards and OKRs, there are still various problems in practice. As a result, many people think these tools are not advanced enough.

In fact, balanced scorecard and OKR are similar in management ideas. So why does performance management always go wrong? One of these phenomena is the mismatch between employee performance and company performance.

For example, the employee evaluation is close to full score, the performance is very good, but the company’s performance has not seen improvement, and even some indicators are still declining. What is the reason behind this? At the end of the day, it’s because the focus of our assessment is not what the company really needs.

If we were examining what the company cares about, this mismatch wouldn’t happen. For example, if we use solving specific problems as a measure, employees will perform better on those problems and the company’s problems will be solved. CXO UNION-CXO联盟（cxounion.cn）

And if the measure is income growth and competitiveness improvement, then these aspects of performance will also improve.

Therefore, when performing performance management, enterprises should pay attention to the core objectives of assessment and ensure that the direction of employees’ efforts is consistent with the development needs of the company, so as to truly realize the value of performance management.

How to manage by objectives?

In the process of performance appraisal, if the content of appraisal is found to be different from the expectation, it often stems from the deficiency of target management.

To ensure the effectiveness of management by objectives, we need to clearly define the objectives of the company and determine what needs to be adequately prepared to achieve these objectives.

At the same time, we also need to deeply analyze the realistic problems faced by each aspect, and take practical and effective measures to solve these problems, so as to achieve effective management by objectives. CXO UNION-CXO联盟（cxounion.cn）

One might argue that the company has implemented management by objectives, with strategic planning, annual plans and budgets, annual assessments, annual performance, and annual organizational performance being developed from October every year.

Quarterly business analysis meeting, year-end presentation meeting, and year-end presentation meeting. So why is there a mismatch between performance management and corporate performance? It’s like a highway, whether it’s a Mercedes, a BMW or a tractor, you can drive on it. By the same token, just because the process is right doesn’t mean the content is right. CXO UNION-CXO联盟（cxounion.cn）

The content of management by objectives should be determined by the first-line manager. As managers, they need a clear understanding of the objectives of the battle and how to successfully complete the battle.

After identifying the actions needed to achieve the goals, managers should develop evaluation indicators based on those actions. It’s a systematic process.

If there is no system to organize people to know what battles to fight and how to win, or if the team does not have this ability, it is difficult to think clearly about this problem, resulting in a mismatch between employee performance and company performance.

Therefore, there is not a single reason for poor performance management, but it is related to multiple factors, including management by objectives and the ability of managers.

If you lack the ability to win battles, you need to seek cooperation in other areas to achieve the optimization of performance management. CXO UNION-CXO联盟（cxounion.cn）

Three functions of performance management

In enterprises, performance management should be implemented as early as possible, and not limited to year-end evaluation and allocation of bonuses. In fact, performance management has three more important roles.

First of all, performance management helps to implement the strategy, which is clear to everyone.

Second, performance management is a process of training generals.

Through the implementation of performance management, our managers can think clearly about what battles to fight, how to win this battle, and constantly review, and iteratively improve our thinking and ability to win the battle. Therefore, the process of performance management is also a process of training excellent commanders. CXO UNION-CXO联盟（cxounion.cn）

Finally, the performance management process is a process of selecting talents. In fact, we see that all problems come down to human ability, and human ability is reflected in the ability to win battles, which is the importance of performance management.

As for why there are problems in performance management, you can experience it. Just like a machine, if the parts do not cooperate, the machine will not be able to operate normally, and even will run in chaos or reverse operation. The same applies to performance management.

This is my share today, thank you!

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于笔记侠，作者夏惊鸣；编辑/翻译：CXO UNIONCXO联盟小U。

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