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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n

It is great wisdom to keep two opposing points of view in mind without affecting execution.<\/h3>\n\n\n\n

The American novelist Francis Fitzgerald famously said that the test of a man’s intelligence is whether he can hold two opposing thoughts in his head at the same time and still keep moving. There is great wisdom in having two opposing points of view in your head without affecting your execution.<\/p>\n\n\n\n

In his 40 years of business practice, Mr. Song Zhiping has summarized and refined many incisive “great wisdom”. This article especially extracts the “ten contradictions” and its insights, hoping to enlighten and help the managers of the majority of enterprises.<\/p>\n\n\n\n

I. Operation and management<\/h4>\n\n\n\n

Many business leaders often confuse operation with management, thinking that everything will be fine as long as the management is good, which is very wrong. Operation and management are actually difficult to separate, there is management in operation, management contains management, but there are differences between the two. Management is mainly faced with the relationship between people, machines, things and materials, which is visible and tangible. Management is to study and choose the technical route, market strategy, price strategy, business model and so on in the uncertainty. The emphasis and purpose of the two are different. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Management is to do things correctly, the main purpose is to improve efficiency; Business is about doing the right thing, and the main purpose is to improve efficiency. Now, for the leader of the enterprise, the most important thing is no longer management, but to empower others to do management, and spend more time and energy to face uncertainty. I often tell you that management is the eye inward, operation is the eye outward, the head of an enterprise, neither an official nor a traditional manager, should first be an operator, the core competence is the ability to operate.<\/p>\n\n\n\n

The way of doing business is the way of making money. Those who earn money are not necessarily good operators, but those who do not earn money must not be good operators. An enterprise is an economic organization, a profit-making organization, and a person who does not make money cannot be a leader. The chief executive should be in charge, do the right thing first, and then let everyone do the right thing. If you choose the wrong thing to do, even if everyone does it correctly, it doesn’t matter.<\/p>\n\n\n\n

The emphasis from management to operation does not mean that management is not important, but that operation is more important. I do not advocate that the head of the enterprise soak in the workshop from day to night, the head of the enterprise should always pay attention to the latest changes in the outside world, do a good job in management, and let the enterprise make money.<\/p>\n\n\n\n

2. Goal orientation and resource orientation<\/h4>\n\n\n\n

When it comes to doing business, many people first think of the existing resources, technology and personnel, what conditions to do what, how much ability to do how much, that is, we often say “look at the food, tailored”. This kind of thinking is resource-oriented, although more pragmatic, but in the era of change and enterprise transformation can not think so. If you always stay in the past thinking, step by step development, it is difficult for enterprises to grow. In my opinion, the formulation of strategy does not necessarily have to do anything, but first determine the goal and find what is missing.<\/p>\n\n\n\n

From what to do what to find what is lacking, is the strategic thinking of first setting goals and then finding resources. Today, with the further liberation and development of social productive forces, resources are no longer the primary contradiction in enterprise development. Resources don’t have to be your own, and you can’t start everything from scratch, which is unnecessary, pedantic, and a missed opportunity. In fact, in a resource society, a collaborative society, it is more difficult to set goals than to find resources.<\/p>\n\n\n\n

Do not always stare at the existing resources in front of you, do not fear no resources, afraid of no goals, the development goals and resource allocation of enterprises are actually strategic issues. Due to the scarcity and selectivity of resources, enterprises often need to rationally allocate resources in different time, space and quantity according to the environment, opportunities, their own conditions and goals, so as to pursue the effectiveness of resource allocation and reduce costs. Therefore, the allocation of resources should be considered from the development goals of enterprises.<\/p>\n\n\n\n

The most important thing for enterprises is to set up a goal that is exciting and has a certain pursuit, an attractive goal, and a logical goal. Around this goal, think about what the advantages and disadvantages of the enterprise are, and then think about the way to reach the goal, what resources are missing, and then try to find resources to achieve the goal.<\/p>\n\n\n\n

3. Specialization and diversification<\/h4>\n\n\n\n

Specialization and diversification are big choices for companies, and the focus is on “putting eggs in several baskets.” If you put it in one basket, it must be put in the right place, if the basket goes wrong, the whole army will be destroyed; Distributed in multiple baskets, although the safety factor is large, but too many baskets will increase the cost.<\/p>\n\n\n\n

If a worker wants to do a good job, he must first sharpen his tools. I am a professional, or have a professional gene, I believe that specialization is the foundation of the enterprise, the enterprise must first have professional ability. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

When an enterprise gets bigger, it tends to expand. How to view the relationship between different businesses? I advocate following the principle of refocusing the business, highlighting the main business, focusing on the main business, strengthening the main business, improving the development quality of the main business, and constantly improving the core competitiveness of the enterprise. On this basis, if necessary, relevant diversification can be properly carried out, and the so-called relevant means that there is correlation in technology, products and the market, which will produce synergistic effects. Regarding the number of businesses, one can be the main, two as auxiliary, the total number does not exceed three, and more may not be able to do well, and it is not necessary.<\/p>\n\n\n\n

How much business enterprises want to do depends on their own cultural evolution and management ability. As diversified development puts forward higher requirements on the investment level, control ability and financial management ability of enterprises, many small and medium-sized enterprises do not have enough control ability, and it is a better choice for them to take the road of specialization, while large enterprises can try to diversify investment.<\/p>\n\n\n\n

There is no contradiction between refocusing and diversifying. Refocusing is in terms of the specialized companies within the group, while diversification is in terms of the investment direction of the group as a whole. In terms of specific operations, the group headquarters can use the control of capital as leverage, regulate the industrial layout through investment and equity management, and form a diversified “joint fleet”. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

4. Endogenous development and extension development<\/h4>\n\n\n\n

Previous management theories often referred to the self-development and endogenous snowball development of enterprises as organic growth, which relies on existing resources and businesses to obtain natural growth of benefits. The opposite of this concept is inorganic growth, that is, the extensional development of joint reorganization. According to the traditional view, organic growth cannot be achieved by mergers and acquisitions, and organic growth cannot be achieved by restructuring.<\/p>\n\n\n\n

However, reorganization and merger is an important growth mode for enterprises. Stigler, a Nobel Prize-winning economist, once pointed out that almost no large company has grown primarily by internal expansion. So, in practical terms, why are restructurings and mergers considered inorganic? Why do so many mergers and acquisitions go wrong? There are many reasons, such as excessive promotion by superior departments and investors, blind pursuit of scale by enterprises themselves, inappropriate ideas and methods of reorganization by enterprises themselves, and so on. Mergers and acquisitions can indeed make large enterprises grow rapidly, but to do enterprises is a slow work, can not be fast and fast, for big and big, so we must balance the relationship between development and risk, so that mergers and acquisitions based on rational organic basis, eager to achieve, is not encouraged.<\/p>\n\n\n\n

Endogenous growth is a stable way of growth, but organic growth is not opposed to joint reorganization. The pursuit of organic growth does not mean that no mergers and acquisitions, the key is how to make mergers and acquisitions into organic mergers and acquisitions, how to increase synergies in mergers and acquisitions, how to avoid the risks of mergers and acquisitions. To achieve organic growth, it is necessary to combine “Tao” and “technique” to ensure that the reorganization conforms to industrial policies, industry laws and enterprise realities, and at the same time to carry out effective reorganization and integration. The integration after reorganization is the key to the success of the reorganization. There are business integration, institutional integration, management integration and cultural integration in the integration, and cultural integration is the key in the four integration, because reorganization is the reorganization of people after all, and the consistency of culture and thought is crucial. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

5. Quantity and price<\/h4>\n\n\n\n

Price is a touchy subject. We used to think that prices were objectively determined by the market and that business operators could do nothing about prices. We can only do two things: one is to increase sales, increase market share; The second is to reduce costs and improve product quality. This is the basic profit idea under the traditional economic model – quantity, capital and interest.<\/p>\n\n\n\n

The volumetric cost-profit analysis method is to analyze the relationship between product quantity, production cost and sales profit, and research out the business plan that the enterprise can produce the most products at the lowest cost, so as to obtain the maximum profit. Simply put, through the volume to reduce the unit fixed cost, so as to achieve benefits, that is, we often talk about small profits and quick sales.<\/p>\n\n\n\n

However, in a surplus economy, the supply of products exceeds the demand, and the market shifts from being constrained by supply to being constrained by demand. At this time, increasing production can not only reduce fixed costs, but increase variable costs, resulting in tight working capital. What is more serious is that overcapacity has led to increasing low-price dumping and vicious competition between enterprises, and every enterprise wants to increase its market share, it can only implement the Red Sea strategy, which greatly reduces the profit space of enterprises and even leads to losses.<\/p>\n\n\n\n

In fact, the enterprise is not a passive price adaptor, the enterprise should grasp the initiative of pricing, otherwise can only rely on the day to eat, can not control their own fate. To this end, we creatively put forward a new profit model – price, cost and interest, that is, under the background of excess capacity, reconstruct a reasonable price system, not around the “incremental” price reduction sales, but around the “stable price”, to set production by sales, reduce costs and increase efficiency, and maintain the balance of supply and demand in the regional market.<\/p>\n\n\n\n

Price cost and interest is not a negation of volume cost and interest, but a new model for the transformation of key contradictions in the industry. In the past, the management of enterprises to look inward, often do not consider the overall demand of the market, too much to reduce costs through volume, and now both to manage the factory and to manage the market. The pursuit of price is to stabilize the price, do not abuse the dominant position of the market, let the market order, do not exorbitant prices nor malicious price, in the market, customers, competitors can accept the pursuit of price rationalization. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

6. Competition and cooperation<\/h4>\n\n\n\n

The market needs competition, the essence of the market is competition. However, competition is a double-edged sword: rational competition is good competition, which refers to the orderly competition within the rational scope, which can achieve the improvement of production efficiency, product quality, innovation ability, promote the growth of enterprise efficiency and consumer welfare, and serve the overall situation of economic transformation; Competition that is better than fighting is bad competition, which refers to disorderly, low price and blind vicious competition. Such competition will bring a sharp decline in prices in the short term, and consumers seem to benefit from it, but in the long run, it will lead to the proliferation of fake and shoddy products, disrupt market order, destroy the ecological environment for the development of the industry, make the industry fall into a development trap, and ultimately harm the interests of consumers.<\/p>\n\n\n\n

Market competition is not a zero-sum game. In the market, competitors are not only competitors, but also partners, and their common interests should outweigh their differences. Competition, reflected in technological innovation, fine management, environmental protection, brand building, social responsibility and other aspects; Cooperation is reflected in the implementation of industrial policies, the maintenance of market health, and the exchange and learning of management technology.<\/p>\n\n\n\n

Changing the thinking mode of competitors, from competition to cooperation, from the Red Sea to the blue sea, and then to the “green sea”, to do enough, each in its place, is the surplus industry must complete the leap. If market competition is a correction for inefficiency, then market cooperation is a correction for excessive competition. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Market competition and cooperation in the final analysis reflects the value pursuit and ideological realm of an enterprise, the core of which is to establish the idea of symbiosis and win-win with competitors, establish the overall view of the industry, and promote the spirit of altruism.<\/p>\n\n\n\n

7. Bigger and stronger<\/h4>\n\n\n\n

Enterprises are like a tree, different stages will experience different growth, there will be different needs, first survive, then grow tall, then grow thick, and finally luxuriant, fruitful, grow into towering trees. Business is not the same? Generally, it will first experience a period of rapid growth, then enter a period of stability and maturity, and finally become a century-old store.<\/p>\n\n\n\n

The development of an enterprise comes in stages. The most important thing in the growth period is to grow rapidly, which is in line with the most basic law of market economy and modern industry, and only with scale can it produce better benefits. Without speed and scale, the resources available later are limited. Enterprises do not grow will die, this is the big logic.<\/p>\n\n\n\n

Of course, bigger is the foundation for enterprises, but it should not be taken as the purpose, can not “greedy”, otherwise it is likely to disregard the law, embark on the road of blind expansion. A few years ago, Chinese enterprises had a crazy round of “horse racing” movement, many big companies have collapsed. The reason is that enterprises blindly pursue scale, for large and large, ignoring the improvement of internal quality and core competitiveness. Therefore, enterprises can not only do big, but also work hard in strong and excellent, core competitiveness and anti-risk ability to be strong, enterprise efficiency and benefit ability to be excellent. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

In fact, our understanding of the enterprise in these years is also deepening, from the initial bigger and stronger, to later stronger and bigger, to bigger and stronger and better, and then to today’s stronger and better, the adjustment of these statements reflects our understanding of the development of enterprises is a deepening process. The strategic goal of the enterprise is consistent with the stage of national economic development, the law of enterprise growth, and the requirements of international competition.<\/p>\n\n\n\n

8. Centralization and decentralization<\/h4>\n\n\n\n

Centralized management and decentralized management are two different management and control modes, which is also an important content of the design of the responsibility and right relationship between the corporate headquarters and each business unit. So is the group enterprise in the end centralized or decentralized? What are the deciding factors? We start with the characteristics of the two modes and analyze them concretely.<\/p>\n\n\n\n

In centralized management, the parent company of the group centrally controls and manages all operating and financial matters within the group, making financial decisions, and all subsidiaries must strictly implement the decisions of the group company. Centralized management is characterized by a high degree of centralization and micromanagement, which is suitable for those resource-based enterprises with relatively single business and high degree of specialization, such as coal and steel resource-based enterprises, which facilitate centralized management to better improve efficiency and optimize resource allocation. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

In contrast, decentralized management usually applies to industries and enterprises with large scale, diversified business, diversified varieties, rapid market changes, and more dispersed regional distribution. In this case, it is difficult to manage the production and operation of all enterprises step by step according to the same model, so most group companies concentrate on the decision-making power related to the overall interests and major issues.<\/p>\n\n\n\n

Any business management has both advantages and disadvantages. If it is strictly controlled, everyone’s enthusiasm will be affected. But if you give people too much freedom, you may not be able to control it, so you have to strike a balance. As far as China Building Materials is concerned, on the one hand, strict control is implemented, and affiliated enterprises have no investment right. On the other hand, on the basis of strict control, a flexible decentralized management model has been adopted.<\/p>\n\n\n\n

Centralized management and decentralized management have their own advantages, and whether an enterprise is centralized or decentralized will be affected by many factors such as the history of the enterprise, the leader, the industry characteristics, the characteristics of the enterprise, and the development stage. The selection of management and control mode should be concentrated and divided. For example, enterprises in the initial development stage, small scale stage, more suitable for centralized management; When the enterprise plate is big and the business is much larger, it is necessary to consider decentralized management.<\/p>\n\n\n\n

9. Scientific management and humanistic management<\/h4>\n\n\n\n

Scientific management is a revolution. Taylor tells us that management is to solve how to get the maximum output in the limited time, and this is the purpose of management. Today, many efficiency measures of scientific management are still widely used around the world, and it can be said that after more than 100 years of development, scientific management theory still shines.<\/p>\n\n\n\n

However, today’s society has entered the era of intelligence, in the face of the Internet, big data, unmanned machines and other modern tools, scientific management that still works? The answer is yes. Scientific management is the foundation of management, will not be outdated, its biggest contribution is to bring science into production management, so that maximum efficiency research is possible. Scientific spirit and rationalism cannot be discarded at any time.<\/p>\n\n\n\n

From the perspective of scientific management itself, although it solves the problem of labor efficiency, it treats people as pure “economic man” and as a machine that can only simply repeat boring labor. In the 1920s and 1930s, the behavioral science school put forward the hypothesis of “social man”. In the following decades, the humanistic management thought gradually evolved and matured, and was widely accepted by the society. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

People-oriented management believes that all enterprises should be carried out around people, is the main body of the enterprise, the fundamental purpose of doing enterprises is to promote the free and comprehensive development of people. Humanistic management makes up for the deficiency of scientific management, but the two are not completely opposite, scientific management is the foundation, humanistic management is sublimation, we should be inclusive, so that the two management modes in the enterprise complement each other.<\/p>\n\n\n\n

People are the most valuable wealth of an enterprise. The word “enterprise” of an enterprise is a “stop” under the word “people”, which means that the enterprise stops running and stops moving forward when it leaves people. The wealth of the enterprise and the progress of the enterprise are all created by people. People are the main body of the enterprise and the fundamental driving force to push the enterprise forward. Adhere to the people-oriented, the realization of human happiness, human value as the fundamental pursuit of enterprise development, this is the main line we can not deviate from at any time.<\/p>\n\n\n\n

10. Maximizing corporate profits and maximizing social value<\/h4>\n\n\n\n

In the final analysis, a business is an economic organization, and it is natural to pursue profit maximization. At the same time, the enterprise is a member of the society, comes from the society and serves the society, so it can not only be satisfied with “independent”, but also have a sense of mission of “helping the world”, that is, in the pursuit of profit, to take social responsibility as the primary goal, the pursuit of social value maximization. In my opinion, companies that can both make money and keep the “way” are good companies. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Through these years of business practice, I think that doing business can be divided into three levels: at the micro level, to do their own operation, management, innovation, reform and other work, to create good benefits, which is the basis of everything. At the middle level, give full play to the leadership role of large enterprises, promote the healthy and orderly development of the industry, build a platform for symbiosis, sharing and win-win, and then enhance the individual value of enterprises. At the macro level, the enterprise growth is thought on the moral high ground, concerned about human welfare, national destiny, social progress, concerned about the happiness and suffering of all sentient beings, concerned about the mutual promotion of efficiency and fairness.<\/p>\n\n\n\n

The size of enterprise achievement comes from the level of goal pursuit. Enterprises should adhere to the highest pursuit of morality, and integrate the sense of responsibility and compassion into their own value pursuit. The enterprise should have the quality of benevolence, cultivation and mind, have the mentality of gratitude and the thought of love, have the concept of inclusiveness and altruism, only with such a realm, the enterprise can have stronger competitiveness and vitality.<\/p>\n\n\n\n

Some people may say that to do business, you have to bury yourself in doing things, and the content you talk about is not too high, too big. However, I believe that an enterprise is not only a money-making organization, but also an organization with a soul and flesh and blood. Real entrepreneurs must stand higher, have a holistic view and a strong sense of responsibility, care about the fate of the country and the nation, care about social harmony and stability, care about the growth of the young generation, care about the inheritance of culture and the spread of modern ideas. It is the most important mission of entrepreneurs to closely link enterprise development with national strategy and social interests, master deep-rooted issues such as business philosophy, cultural concepts, and corporate responsibility, and create advanced ideas to lead the healthy development of enterprises.<\/p>\n\n\n\n

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