As the saying goes, only your own feet know whether the shoes are good or not.
Smart people don't choose the most expensive ones or the most popular ones, but choose the ones that fit them best and are comfortable to wear.
If the principle of wearing shoes is transplanted to management, a quite effective management principle will be born, which is called "appropriate is good"
Only the right strategy, not the best.
The implementation of any strategy or even specific projects is just like choosing shoes. The key lies in "suitability", that is, whether the right person can be used correctly in the right environment, whether the rules suitable for this environment can be promulgated and followed, and whether the rules can be implemented firmly and persistently in the right way.
This is a common phenomenon: in the initial stage, companies generally lock their strategies in "suitability", step by step, pragmatic and enterprising, and develop steadily; However, once it successfully enters the rising and expanding period, it faces the temptation of the market in many aspects. With a lot of money in hand, it is easy for the company's strategy to unconsciously deviate from the benchmark of "fit" and always think that everything is suitable. In fact, the law of the development of things tells people that there are not many things that are really suitable for them to do, and there are even fewer things that can really succeed.
A few years ago, German BMW tried to take the road of popularization and acquired Land Rover company ambitiously, expecting to have both high-end and popular customer groups, resulting in a loss of $3.2 billion. The general manager of Guangzhou Honda Automobile Co., Ltd. said in response to a reporter's question about why Guangben adopted a small investment and rolling development mode compared with German Volkswagen and American GM: "As far as I know, Shanghai GM, Shanghai Volkswagen, FAW-Volkswagen and Tianjin Toyota are really different from Guangben. Honda ranks seventh or eighth in the world and is a medium-sized enterprise. If it is consistent with the practice of large enterprises, it is difficult to survive in this industry. I think our lifestyle is not the biggest investment, but the maximum use of existing resources to meet customer requirements, just as it is the most important to suit ourselves. This is also the way I have worked in Honda for more than 40 years. "
In terms of strategic positioning, it should be possible to draw such a rule: since it is suitable to be a big fish in a small river, there is no need to go to the sea to compete for height in order to become a whale! Similarly, whales in the sea don't have to be as carefree as big fish in the river!
Only the right people are practical and valuable.
Jim Collins's statement that "man is the most important asset" in From Excellence to Excellence is wrong now. People are not the most important assets, but the right people are the most important assets.
In the eyes of ordinary people, it seems that those who come from famous universities, have been edified by internationally renowned companies and have attractive work experience are all useful talents. As everyone knows, even the best materials may not be suitable for your company. Excellent talents who can play freely in an orderly environment often seem helpless and do nothing once they enter a state of disorder and complexity. Countless "airborne troops" have been defeated, and its essence is "inappropriate." Aside from cultural conflicts, environmental differences and other factors, everyone's unique mentality has become a key factor in your company.
The characteristics of the so-called suitable talents focus on the compatibility of people, the toughness of doing things and the tenacity of execution. Although some people seem to have no "beautiful coat" or "fashionable experience", they are practical and have potential growth and endurance. A sustainable company should focus on this basic point when selecting key core talents.
A recent research report by Jean Baum, a German personnel consulting company, points out that the failure of the so-called best high-quality talents often lies not in their lack of professional knowledge or international experience, but in their demanding, self-evaluation and difficulty in adapting to the environment.
It is true that bosses trapped in the bottleneck of development are trying their best to "dig people" outside. However, we should pay attention to one problem, which looks good, but it may not be practical. As mentioned in the book "From Excellence to Excellence": "The deified celebrities invited from outside the company as leaders often have a negative effect on the company's leap from Excellence to Excellence."
In fact, the most practical and suitable person may be around you. In the long run, we may wish to establish the business philosophy of "talents are around you", first create an environment and atmosphere conducive to the growth of talents, and then moderately and continuously introduce foreign talents. Only in this way can enterprises establish a good and effective talent growth and development mechanism.
The method that suits you is the effective method.
Suitability is unique. Because each company exists with its own unique lifestyle, existing behavior habits and psychological characteristics, it should be different and unique to adopt any methods and tools to engage in management. Although a large number of tourists come to Haier to learn OEC management methods every year, the effect is amazing, and so far no company has copied and imitated it. At present, it is popular for some enterprises to tailor their shoes and apply them mechanically. It seems that the most "fashionable", "advanced" and "popular" management methods reported in the world are all good, and they can work if used. In fact, to produce a set of unique management methods suitable for your own enterprise requires a step-by-step and peasant-style process, and it is ineffective to pray for a simple imitation. Behind other people's successful methods, there are their own unique living environment and accumulated intangible resources.
The ancients said, "oranges in the south and oranges in the north." It is most important to absorb its essence and learn its main points, even if it is just a certain point. Just like some companies have not even implemented the most basic quality management procedures, it is better to start with ABC of total quality management, consciously implement the most basic process standards, and do every process honestly. There is no need to follow the fashion, imitate Welch's heroism and implement six-horse management indiscriminately. Only by knowing yourself, grasping yourself, being yourself, choosing and persistently managing what suits you is the best.
It is worth noting that what is appropriate is good, not that everything should be bound by "appropriateness". Suitability is both a relative concept and an open concept. Enterprises seeking sustainable foundation should keep pace with the times, keep pace with the times, not only base themselves on the present, but also look to the future, and don't tie their hands and feet for the "fit" in front of them.
Right is good, not a hundred good.