Evergreen Basic Reading Notes 1 Reading Evergreen Basic has no profound and exquisite theoretical framework. Only by strictly screening, analyzing and comparing the facts, the most impressive thing is the discussion of "making clocks and telling the time". It turns out that the success or failure of the industry stems from the exploration and grasp of laws and rules.
Leaders and industry leaders of "visionary companies" with a century-old foundation are not pursuing personal control or becoming timekeepers, but are committed to system construction, cultivating a highly adaptable organization and shaping the enterprise into a clock that accurately tells the time and runs continuously. At first glance, it looks ridiculous, but it makes sense to think about it carefully. So there are some unfounded ideas that make people laugh.
Ralph Larson, former CEO of Johnson & Johnson Company, said: "Growing up is a gambler's game". Throughout the history of "visionary companies" in the book, we can see that they can make the best response and action not because of detailed strategic planning, but because of experiment, trial and error and opportunism. To be precise, success depends on luck. The problem is that many people often realize that leaving an opportunity is an opportunity. However, winners can seize fleeting opportunities in a series of failures, find out the hidden market rules and management rules behind some opportunities, and gradually establish the core system and game rules of the enterprise. This sounds a bit like natural selection in biological evolution. For example, whether the enterprise is market-driven or enterprise-driven, both Boeing and Sony discovered the truth only after the bankruptcy and merger crisis. Its decision-makers should pay attention not to a certain product or service, but to the organizational structure, create an environment conducive to the production of excellent products and services, and build a mechanism conducive to the selection of outstanding leaders and talents. Success or failure lies in the moment, and success or failure lies in the future. It is very important to know the law and make rules, although the truth is shallow.
The essence of China culture is the "golden mean", and simple things can't be separated from the "enlightenment" around the clouds, which is manifested in the strategy of interpersonal relationship in enterprise management. There are management rules for organizations and teams, but attention should be paid to "understanding" and "relationship" when implementing them. In this environment, employees may have two kinds of results like Chinese medicine: a charlatan who has accomplished nothing or a generation of famous doctors who have learned something. There are few famous doctors, and there are many wandering doctors in a fog. Maybe we are more used to worshipping power than respecting the system. We are unconsciously led by leadership methods: I obey you now, not because I admit that my level is worse than yours, nor because the system is fair and reasonable, but because you are more powerful than me; Because I am a mistress, I want to deal with you, so I will do what you want, "lead" when I have power, and so on. As a result of blindly emphasizing power, enterprises have interpreted the culture of tactics, which can share joys and sorrows, but rarely suffer losses, and implementation has become a matter of judging people and things. On the other hand, those "visionary companies" emphasize leadership centered on principles and systems, and equality of power, responsibility and obligation. In the face of facts and data, the personality between leaders and subordinates is equal, mutual respect, and it is easier to unify thoughts. Its senior managers regularly spend time in contact with employees and customers, and sit down and listen to real thoughts. From planning to performance, it is the team, not the individual, that becomes the core support.
As employees, being loyal to their duties and loving their jobs are more reflected in their conscious behavior under no pressure. Even if a talent or an enterprise has a problem, the organizational ability and culture of the enterprise have not declined, and its system execution does not depend on local gains and losses.
Notes of Evergreen Foundation 2 I read the book Evergreen Foundation in May, which was published in 20xx165438+1October, and has been reprinted in 64 batches in 20xx. American writers Jim and Jerry finished writing this book on 1994 and stayed on Businessweek's bestseller list for six years. Someone in the company has read or collected this book, because it was the first tutorial case book on enterprise management from the perspective of enterprise culture. To sum up this book, I think there are several factors worth learning and thinking about;
One is; We should always adhere to a goal concept, that is, to build a great and lasting company. In any historical period, including today, many business tycoons are eager to build a greater and more lasting organization than their personal lives. Through the cases repeatedly introduced in detail in the book, people can understand the entrepreneurial road of these world-class companies, and some tap their own potential and pursue beyond profits; Some maintain the core and stimulate progress; And so on in the pursuit of innovation, let me understand the long-term development of Futian, resulting in firm confidence and warm-hearted inspiration.
The second is; Thinking people long for guiding principles that can stand the test of time. For an enterprise, the biggest problem is not the lack of new management ideas, but the ignorance of the most basic truth. If managers can return to the basic principles and don't empathize with another attractive and beautifully packaged management fashion from time to time, their contribution to the organization will be even greater.
The third is; For companies in transition and development, you will find that the concepts in this book can enable them to introduce changes that can improve efficiency without shaking the foundation of great companies. In today's ever-changing era, facing the development of enterprises, we are bound to be influenced by the double changes of external environment and employees' ideas. The book puts forward that the question that enterprise managers need to think about is "What do we stand for? Why do we exist? " This should never change, and any other questions can be changed at random.
The fourth is; This book is full of business cases, which have lasted for so many years and are worth thinking about and warning. The world-class companies introduced in this book, such as ABB, Mercedes-Benz, Siemens, Shell and L 'Oré al, are still at the top of the world business, while Nokia and Ericsson have withdrawn from the historical stage. However, many excellent management ideas and cultural concepts of these enterprises are worthy of our analysis and comprehensive thinking.
The book "Building Evergreen Foundation" was written by James C. Collins of the United States. I also like his other book "From Excellence to Excellence". Among them, the most important story is that an enterprise wants to achieve permanent development. In addition to its own basic information, innovation is also an essential secret. After reading this book, every truth in it will be understood by readers.
I was deeply impressed by three chapters in "The Foundation is Evergreen", namely the second chapter, the third chapter and the sixth chapter. The second chapter is called "making a clock, not telling the time". This topic appeals to me very much. The author talks about the organizational characteristics of a company, and visionary leaders are committed to leading employees to establish a visionary company. This may be a bit confusing, but after reading the contents of this chapter, I think it is right. Many leaders may be able to lead the company to market products, achieve success and seize opportunities, but this can only be defined as "telling the time", and leaders with the characteristics of establishing a far-sighted organization can be regarded as clock makers and can lead the organization to develop permanently. In the third chapter, I see that I have some blood. A company that goes forward bravely and inspires employees to surpass their current achievements and keep moving forward is undoubtedly strong and not easy to be defeated and surpassed. Isn't this our life? Only by continuous progress can we become better. I can't help thinking of a sentence: "excellent people are not terrible." The terrible thing is that excellent people work harder than you. " In fact, the meaning to be expressed between the two is roughly the same. In the sixth chapter, I mainly talk about the importance of corporate culture. After we studied corporate culture last semester, I can deeply understand that corporate culture is the embodiment of an enterprise's core values, and a good corporate culture is very important for an enterprise that wants to last forever. Just like Huawei's "wolf" culture, it symbolizes courage, unity, innovation and acumen. This culture has virtually inspired employees and promoted the development of enterprises.
After reading this book, I feel that the word "evergreen" not only represents symbols, but also contains many growth factors. Neither the enterprise nor our school is easy. Individuals can also learn a lot from it. Our life should also go forward bravely and go to higher and farther places.
Reading Notes 4 Understanding From the title of Evergreen Foundation, I thought it was an abstruse management books, but after reading the first chapter, I was ecstatic and deeply attracted by the author's thoughts. Taking making a clock and telling the time as an image metaphor, it is more important to establish values or pursue ways of doing things, and it is also the source power that determines how far an enterprise can go. The author believes that the most important thing in building a forward-looking company is not to act, but to change ideas, establish core ideas and the driving force for pursuing progress, and further implement them to maintain the core and stimulate progress to create mechanisms. This is the fundamental essence of making a clock and the connotation of establishing and managing an organization.
To start a great enterprise, profit is a necessary condition for survival and a means to achieve more important goals. We can't take the pursuit of profit as an end. Profit is like oxygen, food, water and blood that the human body needs. These things are not the end of life, but without them, there is no life. Galvin, the founder of Motorola, put forward that profit should be regarded as a necessary means to pursue the company's goals, rather than the ultimate goal, which is both ideal and pragmatic, inclusive and harmonious.
Reading Notes 5 "Evergreen Foundation" is a business management book written by Jim Collins and Jerry Bora. This book comes from their six-year research at Stanford University. Through data comparison, this paper tells the internal factors of the lasting prosperity of 65,438+08 forward-looking companies, finds out the basic characteristics and motivations of forward-looking companies, and transforms these findings into a useful conceptual framework to provide practical guidance for entrepreneurs who are interested in building great companies that can stand the test of time.
This book has 1 1 chapters. The first chapter is to choose the best among the best, listing 36 companies studied in this book, 12 thinking different from everyone's ideas, and how the author did the research and wrote this book. I think the first chapter is the essence of this book, which provides many methodologies for reference, such as studying forward-looking companies and comparing them. Chapters 2 to 1 1 describe the conceptual framework of 10 that a visionary company should have, which is very operable.
Be a clock, not tell the time. Have a great idea or a charismatic leader with foresight, just like "telling the time"; Setting up a company, which is behind any leader for a long time, is still thriving after many product life cycles, just like "making a clock". An enterprise mainly lies in establishing a good structure, that is, a good organizational management system and a living mechanism. In this way, the company will not become silent or bankrupt because of the departure of a leader. Beyond the pursuit of profit. In order to survive, companies should make money. Profit is like oxygen, food, water and blood that the human body needs. Without them, there would be no life, but these things are not the purpose of life. A company should have a more noble pursuit, so that it can last forever. Protect the core and promote progress. Even if a company has the most precious and meaningful core idea in the world, if it just does nothing or refuses to change, the world will abandon it. A company that always pursues progress has a future, and the company must stick to its core values in the process of reform and progress. The core concept and the driving force of pursuing progress, like China's gossip of Yin and Yang, coexist in a forward-looking company, complementing each other and strengthening each other. A bold goal. Far-sighted companies will not blindly pursue any bold goals they get at will, but will only pursue bold goals that can strengthen their core concepts and reflect the company's self-positioning. Bold goals can encourage everyone to unite. This kind of goal is radiant, touching, tangible and highly concentrated, which can inspire everyone's strength. Sectarian culture. Whether a company is strong or not depends on its culture. To be a company with a lasting foundation, there should be a culture that all members of the company believe in. Having a culture that can be passed down is the inner soul that distinguishes a company from other companies. I remember that I unconsciously applied this concept when I was doing community culture construction. At the same time, I have a hunch that Hejun Consulting will become a great company.
Evolution of survival of the fittest. Enterprises are gradually evolving species, and the 3M company in the book is the best proof of evolution and progress. Only by constantly thinking beyond ourselves can we not be eliminated. Local managers. The visionary companies in the book have a total history of *** 1700 years, and there are only four individual cases in which outsiders directly take over the CEO role. We can see that what is important is the consistency of the company's leaders, that is, to preserve the consistency of the core and let the leaders have a continuous cycle. This chapter reminds me of Vanke. The head of Vanke is very similar to Yu Liang. As far as I know, Vanke is also undergoing rapid transformation. Never good enough. Comfort is not the goal of Vision. Vision Company has established a powerful mechanism to create an insatiable mentality, eliminate satisfaction and stimulate change and improvement before external demands are made. They first strive for the long term, and at the same time demand themselves with extremely strict short-term standards. The end of the starting point. Turn every breakthrough into a feasible task and always stand on the ladder of progress. Establish a vision. The basic feature of the most enduring and successful companies is that they maintain a core concept, at the same time stimulate progress and actively change anything except the core concept.
We asked a customer what he would do if he returned obviously worn clothes. He replied, I don't know, it's true. However, I have high confidence that things will be handled in a way that makes customers feel polite and well served. Whether the clothes are taken back depends on the specific situation. We hope to give every clerk full freedom and figure out what to do. We regard our employees as sales experts. They don't need rules, they need basic principles, not rules. In Nuoshiquan, as long as you abide by our basic values and standards, you can do anything you want to do in order to do a good job.
Comments: The waiter in Haidilao is fully authorized, and the case that Didi's customer service coupon needs to be approved by the superior fully illustrates the different consequences brought by the two management philosophies. The former makes Haidilao a spiritual totem of the service industry, while the latter makes Didi a stigma.
Little Johnson knew that as part of the evolutionary process, companies had to accept failed experiments. He often repeats a sentence: "Failure is our most important product."
Comments: We are not afraid of failure, we are afraid of ourselves.
☉: "If you build fences around people, you will get sheep. Give everyone the space they need. "
Scientists say: Although we put forward the idea of developing brand-new products, almost all our efforts are spent on ... making better grinding wheels ... You can do anything you want, as long as you make a round thing with holes.
Comments: It is also a hilarious case in "The Foundation is Evergreen", which is quite classic. This is why 3M is 3M, and Norton can only be the root cause of Norton.
When reviewing the fundamental factors of success, marriott Jr. said: Discipline is the most important thing in the world. Without discipline, there is no character. Without character, there is no progress ... Adversity gives us opportunities to grow, and we usually get what we seek.
☉ In 1950s, Merck adopted a strategy: after the product became an ordinary commodity with low profit rate, it deliberately gave up its market share to force itself to innovate and gain growth and prosperity.
Comments: It has the same effect as the "silver carp effect", but the real question is, how many people can do things like survival with broken arms, scraping bones and healing with great wisdom, courage and determination? Hardly!
If you really listen to customers-they will never be satisfied-they will let you know what you did wrong, which will force you to do better. Self-satisfaction is what bothers me the most. I think our service and everything get too much praise, so we start to believe these words, then we think we are better than our customers, and then we stagnate.
This chapter has both good news and bad news. Good news is one of the key factors to become a forward-looking company. Rely on innate efforts, strive for perfection and continue to work hard for the future. After reading it, I think these things are straightforward and easy for every manager to understand. The bad news is that if you want to create a forward-looking company, you must work hard, pursue progress and continue to fight for the future. There are no shortcuts, no magic, no side roads.
Hugh Park Jung Su simplified HP's guiding principle into what he called "four musts": the company must achieve profitable growth; Must profit from technical contributions; We must recognize the personal value of employees and allow them to share the achievements of the company; Companies must operate as citizens who are responsible for the whole society.
These four concepts are: first, be a clock maker, that is, be an architect, not a timekeeper. Second, support inclusive integration. Third, preserve the core and stimulate progress. Fourth, the pursuit of consistent coordination.
Comments: There are more than 300 pages in this book, and about 300 pages are examples to illustrate these four problems.
Everyone knows that "who are you" is far more important than "where are you going", because where you are going will inevitably change with the times. Leaders will die, products will become obsolete, the market will change, new technologies will appear, and management fashions will come and go, but the core ideas of a great company, as the guiding principles of the company and the source of innovation inspiration, will last forever. In the process of company growth, decentralized management, diversified investment, global expansion and internal diversification, core concepts have played a highly aggregated role.
What deep sense of mission motivates you to continue to contribute your precious creativity to the achievements of this company? When we enter the 2 1 century, the company should fully develop the creativity and talents of its employees. But why do people have such high work enthusiasm and dedication? As peter drucker pointed out, the best and most dedicated people are ultimately volunteers, because in fact they have the opportunity to do other things.
Comment: How many times is the productivity of active creation more than that of passive creation? 1 time,1time, or1time, boy, or the pattern in Tucson is broken. Countless times that you can imagine. The essence of lasting foundation is that an enterprise must create such a management mechanism so that everyone can create value for the enterprise with enthusiasm, desire and sleepless nights. If the enterprise can't do this, please remember: it's not the employees' problem, but the enterprise's own problem.
This is not the end, not even the beginning of the end, but it may be the end of the beginning.
Comment: It's none of my business, Churchill said.