First, what is organizational ability?
Organizational ability refers not to individual ability, but to the overall combat effectiveness of the team, which is the DNA of team competitiveness and the ability of the team to obviously surpass competitors in some aspects and create value for customers.
1, organizational ability does not depend on individuals, it is unique, deeply rooted in the organization, is the fighting capacity of the whole team, and it is sustainable, which can help enterprises achieve a lasting foundation:
Dell's business model in the computer industry is direct selling, which requires organizational skills of speed and customization.
Lenovo's business model is distribution model, and its organizational ability is efficiency and low cost;
Ritz-Carlton faces high-end and distinguished customers, and its organizational ability is excellent service.
2. Create value for customers
Organizational ability must be able to create value for customers and be recognized by customers. The target customers of Southwest Airlines are short-haul and high-frequency customers, and the value it provides to customers is low cost, speed and happiness.
3, beyond the competitors
The organizational ability of an enterprise must surpass its competitors. Gree has become the only world brand in China air-conditioning industry, relying on technology and quality. It is precisely because of leading technology and high-quality products that Gree has ranked first in the world in market share for nine consecutive years since it won the air-conditioning world championship for the first time in 2005.
The organizational ability of an enterprise does not need to be comprehensive, as long as it cooperates with the strategy, focuses on two or three key aspects, concentrates resources and advantages to build its own unique organizational ability and win customers and opponents. Organizational ability does not advocate individual heroism, but full action, which is the ability of the whole organization. It is the customer, not the enterprise itself, that judges the organizational ability of the company.
Second, how to build organizational capacity.
Thinking from the outside to the inside:
First of all, we should analyze the business environment in which the enterprise is located and make clear the strategic direction;
Secondly, according to the strategic direction, define two or three organizational abilities that are most directly related to the strategy, such as innovation, low cost and service.
Dell's direct selling strategy, organizational ability is speed and customization; Lenovo is a distribution strategy, and organizational ability is efficiency and low cost; Haidilao is a restaurant chain strategy, and its organizational ability is service and culture.
How to establish the organizational capacity to support the implementation of the strategy?
Must be supported by three pillars:
Triangular framework of organizational ability
1, Employee Ability-Yes or No?
All employees (including middle and senior management teams) must have the knowledge, skills and quality to implement enterprise strategy and establish the required organizational capacity. In other words, can employees make decisions and behaviors that match organizational capabilities?
How to cultivate employees' ability? Enterprises need to answer the following specific questions.
1) What kind of talents does the company need to build the required organizational capabilities? What abilities and qualities must they have?
2) Does the company have such a talent pool at present? What are the main gaps?
3) How to introduce, cultivate, retain and borrow suitable talents and eliminate unsuitable talents?
2, the thinking mode of employees-willing or not? Does that mean you are willing to do it?
Create the thinking mode of employees, so that what everyone cares about, pursues and values in their daily work matches the organizational ability needed by the company.
Specific issues that the company needs to consider include:
1) What are the thinking modes and values that a supervisor or employee should have?
2) How to establish and implement these thinking patterns and values?
3, employee governance-tolerance or not?
After employees have the required ability and thinking mode, are they still qualified to do it? The company must also provide effective management support and resources, so that these talents can give full play to their strengths and implement the company's strategy.
In terms of employee governance, the specific issues that the company should consider include:
1) How to design an organizational structure that supports the company's strategy?
2) How to balance centralization and decentralization to fully integrate resources and seize business opportunities?
3) Are the company's key business processes standardized and simplified?
4) How to establish an information system and communication channels to support the company's strategy?
The ability, thinking and governance style of employees are indispensable, and the organizational ability should be solid. The establishment of the three pillars conforms to two principles:
Balance-all three pillars should be equally strong;
Matching-must be coordinated with the required organizational ability.
Case interpretation
Haidilao-making customers "unstoppable" with "heart" service
The abnormal service of Haidilao, employees take the initiative to serve customers from the heart and provide personalized service to customers. The key lies in organizational ability:
1, employee ability
Don't avoid your relatives-
Employees recommend their relatives and friends to work, and 50% of employees come from recommendation;
Newcomers receive "4+4" days of training: 4 days of intensive training to learn corporate culture, systems and work requirements; 4-day on-site training in shopping malls
Master and apprentice-
New employees recognize the master, teach by hand, and give care and help in their work and life;
Haidilao University employs university professors for training, and the management of the company compiles teaching materials according to its own experience to train outstanding employees.
Internal growth and promotion
Management starts with the most basic waiters. The company has designed different development paths (promotion channels), management paths (employees-foreman-lobby level-store manager-coaching staff) and career paths (employees-advanced employees-pacesetter-model worker-meritorious service) for employees. Support departments can be imported from outside and added to different levels such as assistant, Commissioner, supervisor, manager and senior manager.
Haidilao has created opportunities for employees to grow rapidly. The turnover rate of employees has remained at around 10% (the industry average is 28.6%), and only 7% have been employed for more than three months.
2, employee thinking
Senior CEO's management philosophy-Zhang Yong "A sense of equality will inspire employees to be more enthusiastic about their work and take Haidilao as their own career."
Change your destiny with your hands-store managers and managers are all trained internally, change your destiny with your hands and serve customers with your heart. A fair and just working environment and the values of changing fate with both hands have inspired employees' sense of ownership and innovative spirit, and employees sincerely smile and serve customers. In order to ensure the cultural heritage, Haidilao emphasized that the new store should have 30% old employees.
Caring for employees-responsible for the growth of employees, food, clothing, housing and transportation, and building a harmonious Hayes family.
Pay attention to the satisfaction of employees and customers-in performance management, the assessment of managers is not based on turnover and profit, but on customer satisfaction and employee satisfaction. There is no quantitative standard, and 10 minutes are all based on intuition and judgment formed over the years. Employees are assessed once a month, and the level is promoted according to the assessment. The salary of an employee depends on his level, and the bonus is linked to the turnover rate, not directly related to the turnover and profit.
Seven prohibitions and fault-tolerant culture-seven prohibitions, standardize employee behavior and punish employees for making mistakes. The purpose is to make employees not make the same mistake again and refund their money within three months.
3. Employee governance
The linear intelligent organizational structure ensures personalized service for customers and realizes the intensive operation and management of back-office procurement and distribution.
Establish standardized food procurement and production processes-
Bottom material production base, food processing base and distribution center, unified production, processing and distribution of daily dishes. Each store only needs to unpack, slice, plate and serve according to the weight standard;
Establish a food safety traceability system and inspection record system, and set up a special inspection room to monitor the whole process of food and product quality;
There is a 48-hour food storage cabinet in the store to ensure the whole process of food quality control;
The purchasing department, the technical department and the logistics department * * * formulate the purchasing quality standards. Purchasing department purchases, quality control department and receiving department receive goods according to standards. The finance department and the logistics department conduct regular or irregular inspections on the purchasing department, and the purchasing department sets up an audit department to be responsible for daily inspections.
Set up an innovation Committee to reward innovation-golden idea action, report, try out and reward; Innovation management Committee, regional or national promotion; Name the employee "Bao Dan Bao"; An environment that encourages innovation;
Empower and listen to the voices of employees-trust and respect for employees, bill exemption, financial approval authority, fault tolerance, employee call center, trade union organization, all men are created equal, care about employee growth, Haidilao Culture Monthly.
(To be continued)