【观点】华夏基石管理咨询集团董事长彭剑锋：在困境中活下来的企业，都是在苦练这六大内功

不管外部环境怎么变，只要苦练内功，做好自己，锤炼苦熬下去的意志、智慧、筋骨与体魄，企业就能熬下去，就能活下来。

彭剑锋 中国人民大学教授、博导，华夏基石管理咨询集团董事长，《华为基本法》起草专家组组长

我们正进入百年大变局的新时代，面对高度复杂性与不确定性的外部环境，面对新旧动能的转换、交替，以及数字化与智能化加速应用的新机遇，中国企业应该如何应对？我认为还是回归到哲学层面上的两句话，叫“以变应变，以不变应万变”。所谓“不变”，就是企业要坚定活下去的信念，要苦练内功，做好自己，不管外部环境怎么变，只要苦练内功，做好自己，锤炼苦熬下去的意志、智慧、筋骨与体魄，企业就能熬下去，就能活下来。所谓“以变应变”，就是企业要主动拥抱变化，主动走出舒适区，不躺平，主动作为，主动自我变革，自我提升。毫无疑问，疫情给中国很多企业的经营带来了困难，甚至带来可怕的后果，很多企业尤其是中小企业进入生死的煎熬期。但是，我个人认为比疫情更可怕的是，企业有了躺平的心态，不愿作为，把所有的不努力、不用功、不成功都归结于大环境，而不能去苦练内功、做好自己。做好自己的功课，就是比别人更能拼、更能熬，继续去争做优等生。我们说，“伟大都是煎熬出来的。”正如华为任正非所言，“烧不死的鸟才是凤凰。”那么，作为一个企业，如何去练内功？练内功包括哪些要素？我认为一个企业要练好内功，主要有六大内功要练： CXO UNION-CXO联盟（cxounion.cn）

第一项内功：练脑力，升级组织智慧与团队领导能力

内功首先是大脑强大，大脑不缺氧，大脑清醒，睿智而充满智慧，大脑的认知与思维，要跟得上时代的步伐，思维很活跃、不僵化。还有就是大脑不发热、不发烧、不犯糊涂。某种意义上，企业家与高层领导团队，就是企业的大脑与中枢神经指挥系统。那么，一个企业的内功要强，首先要强在企业家的大脑健康发达，要强在企业家有信念有追求，强在企业家有远见卓识，强在企业家与团队有智慧，有洞见力和决策能力，强在企业家与团队具有卓越的领导力。所以，内功首先是大脑要强大和健康，大脑有智慧，中枢指挥系统强大而不紊乱。那么具体在操作层面上，主要体现在以下几个方面：

1.要让大脑有活力，有信念的力量。

具体体现为：企业家要使命驱动，企业家有坚定的信念，与高远的目标追求，所以，无论经济下行还是经营上遇到困难，都有坚定活下去的信念，有永不言败的意志力，要有把企业做好的这种执着的这种精神

2.要让大脑不痴呆。

就要关注变化，洞见趋势，敢于拥抱变化，尤其是在一个百年未遇的大变革时期，企业要高度关注新技术的革命，关注产业互联网，技术的综合应用的新趋势。以此去把握产品技术创新的方向，高度关注价值链与产业生态的变化，以此进行产业布局与业务结构的调整，高度关注客户需求变化，与每一波社会情绪和审美的切换，以此进行产品与品牌的升级等等。 CXO UNION-CXO联盟（cxounion.cn）

3.大脑要发达，不僵化。

大脑能够自我进化，这就体现为企业家与高层领导团队要终身学习，自我变革，企业家不膨胀，同时整个团队能够升级脑力与眼界，进行认知与思维的革命，企业家与高层领导团队，具有全球的视野，和长期价值主义的思维，能够从机会导向转向战略导向，从捞一把就走的生意人的思维与眼光，转向做事业，做伟大的事业，从仅仅关注当下的利益到关注十年，二十年企业生存的意义与价值，企业愿意并舍得对未来，进行长期的战略投入，尤其是加大对人才，技术品牌管理等软实力的投入。

4.大脑要发达，要有充满智慧的力量。

这要求企业家要从企业家的决策，要从完全凭感觉个人拍脑袋，从依靠个人脑力与眼力，转向吸收宇宙能量，集聚群体智慧进行科学的决策，同时能让整个团队能够达成战略共识。真正实现从企业家个人成功，走向团队的成功，真正的，致力于打造一个伟大的团队与组织。

5.大脑健康，要保持大脑不发热，不发烧，整个决策系统不紧乱。

中国很多企业出问题，都是因为企业家自我膨胀，乱决策拍脑袋。所以，这就要求企业家与高层领导团队，要敬畏规律，遵守法规，恪守商业伦理，进行底线经营，能够付出规则法律的成本，建立组织理性，创造阳光利润，受人尊重，这才是真正的企业的内功之首要的关键要素。

第二项内功：健全体魄，强壮组织的骨骼系统，打造强大的组织战斗力

组织的体魄与战斗力来自于哪？一方面，战斗力首先来自于健全而优化的组织治理与组织结构，另一方面来自于能带队伍、攻山头、打胜仗的强大的干部队伍。练内功就是要构建优化而健全的组织治理与组织结构，打造一支能带员工打胜仗攻山头的干部队伍。 CXO UNION-CXO联盟（cxounion.cn）

1.健全而优化的组织治理与组织结构。

一个企业要建立健全优化的公司治理结构，要健全而优化的公司治理结构，这是企业健康成长DNA与基础工程。中国企业的“内乱”，往往是乱在公司治理上，乱在公司控制权的争夺上。所以一个企业要建立优化而健全的公司治理，主要包括五个要点：第一，如何建立清晰而优化的产权结构及稳定的公司控制权结构。大家可以看到，无论是国企或者民企，往往产权结构始终很难优化，要么一股独大，要么股权过度分散，那么与产权结构相联系的企业控制权、经营决策权、业务管理权的权限，缺乏理性的制度安排，就导致众多企业往往陷入到控制权之争，而打的不可开交。所以，企业乱，首先是乱在自己。第二，如何正确处理货币资本跟人力资本的矛盾关系？如何确定老板跟职业经理人的信任承诺关系？尤其是在人力资本成为价值创造主导要素以后，如何建立货币资本跟人力资本的合作伙伴关系？如何在确保股东权益不受侵犯的前提条件下，对人力资本剩余价值索取权与经营话语权做出公平合理的制度安排。第三，如何建立科学决策的机制与流程，既要弘扬企业家的精神，发挥企业家的创新与直觉思维的优势，又要集聚群体智慧。第四，如何构建有效的集团化组织管控模式与平台赋能体系。第五，如何实现组织相关利益者的价值平衡，使得一个企业具有超越利润之上的追求，去承担相应的社会责任，去打造良好的生态体系。

2.内功体现在组织内强大的干部队伍。

组织强，强在干部。干部是企业的骨干，干部队伍是整个组织的骨骼系统。我们经常讲，路线确定以后，干部就是决定因素。干部强骨骼系统强，就战斗力强，就队伍就强，就能攻山头就能打胜仗。因此，干部队伍建设是企业练内功的核心，像华为、小米、阿里等企业都专门成立干部部，以强化干部队伍建设。那么干部队伍建设抓什么？我认为干部队伍建设主要抓三要素，叫干部的使命、责任、能力，也就说要赋予干部持续的使命激情，构建干部勇于担当责任的机制，打造有效的领导力发展体系。同时，我们说堡垒往往从内部攻破，干部这个看似最强的骨骼系统，往往也是最容易被攻破的。所以，干部队伍时刻要预防和铲除四种毒瘤。包括：第一，干部的官僚主义形式主义；第二，干部的山头主义与帮派主义；第三，干部的腐败与壁落；第四，干部的情念与不思进取。

第三项内功：要练拳法与腿功，要深耕客户关系，要深化客户价值

作为企业，要以客户为中心。让产品这个拳头能够硬起来，让有力的腿脚能够深耕于客户关系之中，扎根于客户价值之中。企业的内功最终取决两项基本的内功：一是为客户创造价值的能力，通过这种客户价值创造能力，去赢得客户的信赖与忠诚的这种内功；二是要把产品做好，将产品做到极致，让客户无法拒绝购买和体验的这种内功。尤其是经济低迷期，企业要一切以客户价值为核心，展开经营管理工作，客户才是企业利润的源头，为此企业要做好以下三件事。

1.以客户为中心去变革组织模式，去打造客户化组织，所以这就需要企业进行组织变革，与机制创新，去压缩管理层级，去减化组织，降低决策重心，让听得见炮声的人去做决策，企业内外就要客户化，全员围绕市场与客户展开各项工作，实现员工从屁股对着客户，脑袋对着领导，转向屁股对着领导，脑袋对着客户的这种转化。

2.以客户为中心去优化业务流程，减少审批环节，责任下沉权利下放，激发一线人才，为客户创造价值的活力与动力。

3.要剔除一切不创造价值的环节和行为，让每一位人才都成为价值创造者，并有价值的工作。在经济低迷期，只有“拳头硬”，即产品硬，企业的命才硬。产品才是赢得客户最好的武器，才是真正的内功之所在。所以企业要苦练做好产品的内功，埋头做好产品是正道。那么，一个企业的产品硬主要体现在哪些方面？我认为要让企业的产品硬起来，主要是两个方面：产品要差异化；产品要有技术含量和附加价值，有时候产品价格贵一点，但客户也愿意掏钱买。同时，企业没有必要与竞争对手去血拼价格，去打价格战，企业要有利润空间，就能够存活。经济低迷期，消费乏力，这个时候企业要加大产品创新的投入，要开发新市场，满足不同人群需要的差异化的产品，要强化产品为消费者及用户带来的好处，解决消费者的痛点，创造可靠有效的价值。

第四项内功：强化腰脊，提升企业的抗摔打能力

要构建卓越的运营体系与敏捷的供应链系统，企业的运营体系与供应链是组织的腰与脊梁。企业的运营效率与供应链效率，决定着企业的总成本领先，决定着产品的成本、质量交付期、性价比。一个企业只有降低成本、稳定质量、准时交付这三个指标，最能体现企业运营管理和供应链水平的内功。产品品质好，成本低性价比高，市场竞争力量就强大，在市场上的拼杀抗打击能力就强。华为、美的强就是强在内部高度协同的高效运营体系。像绝味食品、百果园之所以近几年能成为细分领域里面的头部企业，他们赢在什么地方？他们赢在超强的基于信息化的敏捷的供应链。因此企业要练内功，加大企业运营的信息化与数字化的投入，去构建敏捷的供应链系统，去提升客户价值实现的速度，并实现总成本领先。这是企业熬过严冬最主要的“求活着”之道，也是一个企业能不能熬过去、活下去的根本和基石。所以，未来的企业，赢在供应链与卓越的运营系统。 CXO UNION-CXO联盟（cxounion.cn）

第五项内功：苦练心肺功，去激发组织的活力，提升组织的生命力

企业的“心肺”功能发达。组织内部充满活力，这个企业就有能量，就有活力和战斗力。企业的心肺功能，我个人认为主要是体现在一个企业的文化管理与人才机制创新上，也就是通过文化管理与人才机制创新去提升组织的凝聚力与活力。企业的心肺功能，首先体现为组织的文化凝聚力与人才价值创造活力，这是一个组织的生命力之所在。

1.要苦练文化价值观的“践行功”与“落地功”。

也就是说一个企业的文化的力量，不是来自于墙头的口号，不是说理念越先进越好，也不是说文化理念只是摆摆POSE，而是要发自人才的内心、扎根于人的行为。人才能够认同公司的价值观与目标追求，对公司的核心价值观有共识，这样就能够凝聚人才，就能力出一孔，就能使得文化理念落实到员工的行为上，落实到我们的产品与服务上。

2.要持续激活人才价值，创造的这种功力。

我们经常讲“树挪死人挪活”，人才内外适度流动和动态的人才最佳配置，就可以产生组织新的价值。差异产生落差势能，不平衡激发价值创造的活力，适度的压力与紧张感可以激发人的潜在的价值创造能量。作为一个组织，要提高心肺功能，人才就要能抗压担责，价值分配就要适度拉开差距，人才就要以奋斗者为本，企业内部就要有适度的竞争淘汰机制，对没有能力和贡献的人，要无情淘汰、退出。作为一个组织一定是活力与压力并重，这是高绩效组织战斗力的来源。正如，毛泽东所言，“组织的活力和战斗力”来自于组织的团结、紧张，严肃、活泼，这是组织提高心肺功能关键之所在。 CXO UNION-CXO联盟（cxounion.cn）

第六项内功：要打通经络、血脉，提高组织内部要素的造血功能

这就涉及到企业的现金流与要素投入的效能的提升，是组织的经络、血脉与造血系统，这是一个企业内功的核心。一个企业要打通经络，要提高造血功能，首先要“现金为王”。我们经常讲“现金为王”，主要是指企业的经营现金流为王，企业有持续稳定的现金流入与流出，而不是单纯是有多少现金本身。一个企业，只要现金流不断，资产具流动性，哪怕是账面暂时亏损也死不了，尤其是在疫情反复经营活动时断时续的状况下，手上保持有充足的可支配的经营现金流，既可以熬过去活下来，也有机会去抄底优质资产，那永远是危机时期的最大赢家。所以，企业要进行资金的风险管理，要始终要牢记“现金为王”。当然，我们所讲“现金为王”，并不是要将资产全部都变现，也并不意味着不投资固定资产，而是企业在经济下行期，要尽可能的留足必要的资金，保持企业经营现金流的正常运转，以备维持正常经营生产之用，避免因资金链的断裂，心脏供血不足，而带来企业猝死的风险。所以，一方面，要抓现金流管理；另一方面要抓要素效能的提升；企业也要加大对人才、技术、品牌、资本这些要素的投入，强化要素投入的预算与管理，提升要素的使用效率与效益，这些也是企业内功之所在。

翻译：

Peng Jianfeng, chairman of Huaxia Cornerstone Management Consulting Group: Enterprises that survive in difficulties are all practicing these six internal strengths

No matter how the external environment changes, as long as we work hard to practice internal skills, do a good job of ourselves, and temper the will, wisdom, bones and physique of the company, it will be able to survive and survive. CXO UNION-CXO联盟（cxounion.cn）

Peng Jianfeng, professor and doctoral supervisor of Renmin University of China, chairman of Huaxia Cornerstone Management Consulting Group, and Group leader of the drafting Group of Huawei Basic Law

We are entering a new era of great changes in the past century. Faced with a highly complex and uncertain external environment, faced with the transformation and alternations of old and new growth drivers, and new opportunities for the accelerated application of digitalization and intelligence, how should Chinese enterprises respond? In my opinion, I would like to return to two sentences on the philosophical level, which are called “responding to changes with changes, and responding to changes with changes without changes”. The so-called “unchanged” is that the enterprise must firmly live the belief, to hard practice internal skills, do a good job of themselves, no matter how the external environment changes, as long as the hard practice of internal skills, do a good job of themselves, temper the will, wisdom, bones and physique to endure, the enterprise can endure, can survive. The so-called “response to change” means that enterprises should take the initiative to embrace change, take the initiative to step out of the comfort zone, not lie flat, take the initiative to act, take the initiative to change themselves, and improve themselves. There is no doubt that the epidemic has brought difficulties and even dire consequences to the operation of many Chinese enterprises, and many enterprises, especially small and medium-sized enterprises, have entered a period of life and death. However, I personally think that what is more frightening than the epidemic is that enterprises have a lying down mentality, are unwilling to act, and ascribe all their lack of effort, diligence, and success to the environment, instead of practicing internal skills and doing a good job. To do your homework well is to be more able to fight and endure than others, and to continue to strive for excellence. We say, “Greatness is born of suffering.” As Huawei Ren Zhengfei said, “the bird that cannot be burned is the phoenix.” So, as an enterprise, how to practice internal skills? What are the elements of practicing internal skills? I think an enterprise to practice internal skills, there are mainly six internal skills to practice:

The first internal strength: exercise brain power, upgrade organizational wisdom and team leadership

Internal work is first of all, the brain is strong, the brain is not hypoxic, the brain is awake, wise and full of wisdom, the brain’s cognition and thinking, to keep up with the pace of The Times, thinking is very active, not rigid. There is no fever in the brain, no fever, no confusion. In a sense, entrepreneurs and senior leadership teams are the brain and central nervous command system of enterprises. Then, the internal strength of an enterprise is strong, first of all, the entrepreneur’s brain is healthy and developed, the entrepreneur has faith and pursuit, the entrepreneur has vision, the entrepreneur and the team have wisdom, insight and decision-making ability, and the entrepreneur and the team have excellent leadership. Therefore, first of all, the brain should be strong and healthy, the brain has wisdom, and the central command system is strong and not disordered. So specifically on the operational level, it is mainly reflected in the following aspects:

1. Let the brain have vitality and the power of faith.

It is embodied in: entrepreneurs should be mission-driven, entrepreneurs have firm beliefs, and the pursuit of lofty goals, so, no matter the economic downturn or the difficulties encountered in business, there is a firm belief in living, there is the willpower to never give up, and there is the spirit of perseverance to do a good job in the enterprise CXO UNION-CXO联盟（cxounion.cn）

2. Keep your brain from dementia.

It is necessary to pay attention to change, see the trend, and dare to embrace change, especially in a period of great change that has never happened in a century, enterprises should pay great attention to the revolution of new technology, pay attention to the new trend of industrial Internet and comprehensive application of technology. In this way, we can grasp the direction of product technology innovation, pay high attention to the changes in the value chain and industrial ecology, adjust the industrial layout and business structure, pay high attention to the changes in customer demand, switch with each wave of social emotions and aesthetics, and upgrade products and brands.

3. The brain should be developed, not rigid.

The brain can evolve itself, which is reflected in the entrepreneurs and senior leadership team to lifelong learning, self-change, entrepreneurs do not expand, at the same time, the whole team can upgrade the brain and vision, cognitive and thinking revolution, entrepreneurs and senior leadership team, with a global vision, and long-term value-oriented thinking, can change from opportunity to strategic orientation. From the thinking and vision of a businessman who takes a chance to go, to do business, do great business, from only focusing on the interests of the present to focusing on the significance and value of ten years, twenty years of enterprise survival, enterprises are willing and willing to carry out long-term strategic investment in the future, especially to increase the investment in soft power such as talent, technology brand management. CXO UNION-CXO联盟（cxounion.cn）

4. The brain should be developed and full of wisdom.

This requires entrepreneurs to change from entrepreneurial decision-making, to completely rely on personal patting of the head, from relying on personal brain and vision, to absorb the energy of the universe, gather collective wisdom for scientific decision-making, and enable the entire team to reach a strategic consensus. Truly achieve from entrepreneur personal success, to team success, truly committed to building a great team and organization.

5. Brain health, to keep the brain not fever, no fever, the entire decision-making system is not tight.

Many of the problems in China’s enterprises are caused by entrepreneurs’ self-inflation and reckless decision-making. Therefore, this requires entrepreneurs and senior leadership teams to respect the law, abide by regulations, abide by business ethics, carry out bottom line operations, be able to pay the cost of rules and laws, establish organizational rationality, create sunshine profits, and be respected, which is the first key element of the real internal work of the enterprise.

The second internal strength: a sound body, a strong skeletal system of tissues, to create a strong organizational combat effectiveness

Where does the organization’s strength and fighting power come from? On the one hand, combat effectiveness first comes from sound and optimized organizational governance and organizational structure, and on the other hand comes from a strong cadre team that can lead the team, attack the mountain, and win the battle. Practicing internal skills is to build an optimized and sound organizational governance and organizational structure, and create a cadre team that can lead employees to win battles and attack mountains. CXO UNION-CXO联盟（cxounion.cn）

1. Sound and optimized organizational governance and organizational structure.

An enterprise should establish a sound and optimized corporate governance structure, which is the DNA and basic engineering of the healthy growth of enterprises. The “internal strife” of Chinese enterprises is often in the corporate governance and the struggle for corporate control. Therefore, to establish an optimized and sound corporate governance, an enterprise mainly includes five points: first, how to establish a clear and optimized property right structure and a stable corporate control structure. As you can see, no matter state-owned enterprises or private enterprises, it is always difficult to optimize the property right structure, either one share is dominant, or the equity is excessively dispersed, then the corporate control, business decision-making power and business management power related to the property right structure, the lack of rational institutional arrangements, resulting in many enterprises often fall into the battle for control, and the fight. Therefore, the enterprise chaos, the first is chaos in their own. Second, how to correctly deal with the contradictory relationship between monetary capital and human capital? How to determine the relationship of trust and commitment between boss and professional manager? Especially after human capital becomes the leading factor of value creation, how to establish the partnership between monetary capital and human capital? How to make a fair and reasonable institutional arrangement for the claim right of human capital surplus value and the right of management discourse under the premise of ensuring that the rights of shareholders are not infringed? Third, how to establish the mechanism and process of scientific decision-making, we should not only promote the spirit of entrepreneurs, give play to the advantages of entrepreneurs’ innovation and intuitive thinking, but also gather the wisdom of the group. Fourth, how to build an effective group organization management and control mode and platform empowerment system. Fifth, how to achieve the value balance of relevant stakeholders in the organization, so that an enterprise can pursue beyond profit, assume corresponding social responsibilities, and build a good ecological system.

2. Internal performance is reflected in the strong cadre team in the organization.

A strong organization depends on its cadres. The cadre is the backbone of the enterprise, and the cadre team is the skeletal system of the whole organization. We often say that after the line is determined, cadres are the decisive factor. If the cadre is strong, the skeleton system is strong, the combat effectiveness is strong, the team is strong, and the cadre can attack the mountain and win the battle. Therefore, the cadre team construction is the core of the enterprise to practice internal skills, such as Huawei, millet, Ali and other enterprises have set up a special department to strengthen the cadre team construction. So what should we focus on in the construction of cadres? In my opinion, the construction of the cadre team mainly focuses on three elements, called the mission, responsibility and ability of cadres, which means that we should give cadres continuous mission passion, build a mechanism for cadres to have the courage to take responsibility, and build an effective leadership development system. At the same time, we say that fortresses are often broken from within, and the cadre, which seems to be the strongest skeletal system, is often the easiest to break. Therefore, the cadre team must always prevent and eradicate four kinds of cancer. Including: first, the bureaucratic formalism of cadres; Second, the cadres’ hillaism and gangism; Third, corruption and failure of cadres; Fourth, the sentiment of cadres and do not want to forge ahead. CXO UNION-CXO联盟（cxounion.cn）

The third internal work: to practice boxing and leg work, to deeply cultivate customer relations, to deepen customer value

As a business, we should focus on the customer. Let the fist of the product be hard, so that the powerful legs can be deeply cultivated in the customer relationship and rooted in the customer value. The internal strength of the enterprise ultimately depends on two basic internal strength: one is the ability to create value for customers, through this customer value creation ability, to win the trust and loyalty of customers; The second is to do a good job of the product, the product to the extreme, so that customers can not refuse to buy and experience this internal work. Especially in the economic downturn, enterprises should take customer value as the core, carry out operation and management work, and customers are the source of corporate profits, so enterprises should do the following three things.

1. Take the customer as the center to change the organizational model and build a customer-oriented organization, which requires the enterprise to carry out organizational reform and mechanism innovation, reduce the management level, reduce the organization, reduce the decision-making focus, and let the people who can hear the cannon make decisions. The enterprise needs to be customer-oriented both inside and outside the enterprise, and all employees focus on the market and customers to carry out various work, so that employees can face customers from the bottom. Head to the leader, turn to the butt to the leader, head to the customer.
2. Focus on customers to optimize business processes, reduce approval links, lower responsibilities and delegate rights, stimulate front-line talents, and create vitality and motivation for customers.
3. We should eliminate all links and behaviors that do not create value, so that every talent can become a value creator and do valuable work. In the economic downturn, only the “fist is hard”, that is, the product is hard, the life of the enterprise is hard. The product is the best weapon to win customers, is the real internal merit. Therefore, enterprises should work hard to do the internal work of the product, and do a good job of the product is the right way. So, what are the main aspects of the hard products of an enterprise? I think to make the company’s products hard, there are two main aspects: product differentiation; Products should have technical content and added value, sometimes the product price is a little more expensive, but customers are willing to pay for it. At the same time, enterprises do not need to compete with competitors to buy prices, to fight a price war, enterprises must have profit space, they can survive. In the economic downturn, consumption is weak, this time enterprises should increase investment in product innovation, to develop new markets, to meet the needs of different groups of differentiated products, to strengthen the benefits of products for consumers and users, to solve the pain points of consumers, to create reliable and effective value. CXO UNION-CXO联盟（cxounion.cn）

The fourth internal strength: strengthen the waist and spine, improve the anti-wrestling ability of the enterprise

In order to build excellent operation system and agile supply chain system, the enterprise operation system and supply chain are the waist and backbone of the organization. The operating efficiency and supply chain efficiency of the enterprise determine the total cost of the enterprise, determine the cost of the product, quality delivery time, and cost performance. Only the three indicators of cost reduction, stable quality and on-time delivery of an enterprise can best reflect the internal work of enterprise operation management and supply chain level. The product quality is good, the cost is low and the price is high, the market competition force is strong, and the fighting ability in the market is strong. Huawei, the United States is strong in the internal highly collaborative efficient operating system. Like the best food, hundred orchard in recent years can become the head of the subdivision of the enterprise, where do they win? They win in the super information-based agile supply chain. Therefore, enterprises should practice internal skills, increase the investment in informatization and digitalization of enterprise operations, build an agile supply chain system, improve the speed of customer value realization, and achieve total cost leadership. This is the most important way for enterprises to survive the harsh winter, and it is also the fundamental and cornerstone of whether an enterprise can survive and live. Therefore, the enterprises of the future, win in the supply chain with excellent operating systems.
The fifth internal work: hard to practice cardiopulmonary work, to stimulate the vitality of the organization, enhance the vitality of the organization

The “heart and lung” function of enterprises is developed. The organization is full of vitality, and the enterprise has energy, vitality and combat effectiveness. In my opinion, the heart and lung function of an enterprise is mainly reflected in the cultural management and talent mechanism innovation of an enterprise, that is, to enhance the cohesion and vitality of the organization through cultural management and talent mechanism innovation. The heart and lung function of an enterprise is first reflected in the cultural cohesion of the organization and the vitality of talent value creation, which is the vitality of an organization. CXO UNION-CXO联盟（cxounion.cn）

1. To practice the “practice” and “landing” of cultural values.

That is to say, the strength of an enterprise’s culture does not come from the slogan on the wall, it does not mean that the more advanced the concept is, the better, nor does it mean that the cultural concept is just posing, but from the heart of the talent, rooted in the behavior of people. Talents can identify with the company’s values and goal pursuit, and have a consensus on the company’s core values, so that talents can be condensed, the ability to create a hole, and the cultural concept can be implemented in the behavior of employees, and the implementation of our products and services.

2. To continuously activate the value of talent and create this skill.

We often say that “trees move the dead and move the living”, and the optimal allocation of talents with moderate flow and dynamic talent inside and outside can produce new organizational value. Difference produces potential energy, imbalance stimulates the vitality of value creation, and moderate pressure and tension can stimulate people’s potential value creation energy. As an organization, to improve the heart and lung function, the talent must be able to withstand the burden of responsibility, the value distribution must be moderately open the gap, the talent must be strivers based, the enterprise must have a moderate competition and elimination mechanism, and the people who do not have the ability and contribution must be ruthlessly eliminated and withdrawn. As an organization must pay equal attention to vitality and pressure, which is the source of combat effectiveness of high-performance organizations.

The sixth internal work: to open up the meridians, blood vessels, improve the hematopoietic function of the internal elements of the tissue

This involves the improvement of the efficiency of the enterprise’s cash flow and factor input, which is the meridians, blood vessels and hematopoietic systems of the organization, which is the core of an enterprise’s internal work. To open up the meridians and improve the hematopoietic function, an enterprise must first “cash is king”. We often say that “cash is king”, mainly refers to the company’s operating cash flow is king, the company has a continuous and stable cash inflow and outflow, rather than simply how much cash itself. An enterprise, as long as the cash flow is continuous, the assets are liquid, even if the temporary loss of the book will not die, especially in the case of repeated business activities in the epidemic situation, the hand to maintain sufficient disposable operating cash flow, can survive, but also have the opportunity to copy the bottom quality assets, it will always be the biggest winner in the crisis. Therefore, enterprises should carry out risk management of funds, and always bear in mind that “cash is king”. Of course, when we say that “cash is king”, it does not mean that all assets will be realized, nor does it mean that there will be no investment in fixed assets, but that enterprises should keep enough necessary funds as far as possible during the economic downturn to maintain the normal operation of the operating cash flow of enterprises for the purpose of maintaining normal operation and production, so as to avoid the shortage of blood supply to the heart due to the break of the capital chain. And bring the risk of sudden death of enterprises. So, on the one hand, we should pay attention to cash flow management; On the other hand, we should pay attention to the improvement of the efficiency of elements; Enterprises should also increase the investment in talent, technology, brand and capital, strengthen the budget and management of factor investment, and improve the efficiency and effectiveness of the use of factors, which are also the internal merits of enterprises.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石管理评论；编辑/翻译：CXO UNIONCXO联盟小U。

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