Organizational transformation and personal transfo

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Organizational transformation and personal transformation in the period of enterprise transformation

when the social system or economic structure changes in value orientation, large and small regional markets are responding to the crisis, but also continue to give birth to countless emerging industries. Therefore, innovation and transformation have become the only way for individual organizations to seek survival and development

generally speaking, organizational transformation includes two aspects: organizational transformation and personal transformation. Organizational transformation should be considered from the following two aspects

1. Organizational transformation in enterprise transformation

from the perspective of enterprises and institutions, we should first consider the reasons for transformation, that is, why should we transform? How do I turn? What is the current situation of the organization? How about the support of internal resources for transformation? Where should enterprises turn? What is the strategy or vision? Next, consider the organizational readiness, that is, whether the organization is ready. The preparation of organizations should also consider two issues: whether organizational transformation leads the trend, and how well is the strategic planning of organizational transformation designed? Among them, in the strategic planning, we should consider: change strategy and framework, organizational structure design and performance management, the coordination of organizational culture and change, as well as communication methods, leadership and stakeholder commitments, personal and team capabilities

2. Personal transformation in enterprise transformation

Zhen Ronghui said that many enterprises and institutions only consider organizational transformation, not human transformation, in the process of transformation. A survey shows that the main reason for the failure of enterprise transformation comes from the positive or negative resistance of employees within the enterprise. Therefore, enterprise transformation needs to take into account the balance between organizational and personal transformation. As individuals, each of us may experience transformation. Generally speaking, the reasons for the transformation can be summarized as follows:

① the social and economic structure has changed, and organizations or individuals are forced to make helpless choices and cannot survive without change

② the external competitive environment or policy orientation has changed, and in order to adapt to the environment, they are forced to transform (just like the radio and television media group currently under the pressure of industrial innovation mechanism policy)

③ actively seek change in order to adjust strategy and improve organizational ability

but in more cases, transformation is a last resort

how to face personal passive transformation in organizational transformation, individuals should do three things well

① get rid of old habits and lose the original knowledge and thinking habits

② learn and innovate, adapt to the new environment, and constantly carry out self-improvement and self realization

③ reshape yourself to meet the needs of updating knowledge and skills brought by environmental changes

active learning should be combined with passive learning

many people usually like to emphasize active learning and actively do something, but active learning is not necessarily good. There are two reasons for active learning: one is the need of work, which forces people to take the initiative to learn some knowledge and skills required by work; The other is to learn what you are interested in out of personal hobbies. Such learning makes what we learn more and more narrow due to the constraints of needs and interests. Scientific passive learning is more targeted, systematic and forward-looking. Generally, professional training institutions or enterprise training departments arrange learning according to the company's strategic direction and needs and the company's business development system. It will enable us to master the knowledge we don't like or haven't mastered before, so it can make our way wider and wider, especially the combination of passive learning and active learning

3. Enterprise transformation strategy

transformation is gradual, and gradual progress is an important strategy for enterprise transformation. Enterprise transformation is a transformation from the current state to the ideal state in the future. There will be many transitional states in the progress, rather than being achieved overnight. Therefore, the transformation is gradual and needs to be done step by step

pragmatic transformation needs to cultivate conditions

transformation needs to go through a long time and cultivate many conditions. The actual transformation always corresponds to the process of appropriate resources and appropriate follow-up. Therefore, the practical and gratifying thing is that enterprises should avoid being impatient in transformation and gradually and continuously cultivate the conditions needed in the process of transformation

transformation should be fully prepared

the transformation of enterprises should be fully prepared. Leaders should try to answer the following three questions:

are you ready? Are employees willing to change? Do employees have the ability to change? The last two questions can be completed through investigation

value of enterprise transformation

enterprise transformation is a very complex project, and its process is full of risks, but transformation also has a series of benefits:

(1) through experience summary and positive negation, transformation will bring breakthroughs to enterprises

(2) through resource reorganization and conscious revolution, transformation will bring innovation to enterprises

(3) transformation brings opportunities to enterprises through thinking replacement and half a step ahead

(4) through capacity-building and leading the industry direction, the transformation makes enterprise leaders become the vanguard of the times

enterprise transformation risk

enterprise transformation means that from the familiar state to the new unfamiliar state, which was expressed by Jakob von Wolff, the former global executive director of the packaging branch of kiefel Co., Ltd., this process is full of risks, and transformational death or recession may occur. The process of change may lead to the rapid rise of short-term additional costs, the misplacement of goals, the loss of traditional status and strong challenges to the tradition of enterprises. These may bring risks to enterprises in the short or long term. Pay attention to the role of culture

at the end of the last century, a famous consulting company in the United States and an IT consulting company in France merged, and then went from bad to worse. So far, their vitality has not recovered. One of the reasons is the conflict between American culture and French culture. The two different cultures affect the overall management culture. When the company began to merge, the stock price was more than 250 euros, which soon fell to the worst of more than 20 euros, and the company and its shareholders suffered heavy losses. This case shows that when merging companies, we must consider the culture of the two enterprises, the quality of all aspects of people and the integration of resources, and have a sense of cultural risk

enterprise transformation management

enterprise transformation is a complex and long-term process, which is full of risks. Therefore, enterprises should do a good job in the management of enterprise transformation. Transformation management includes two parts: development value management and risk management

the management of development value includes accelerating the integration of experience and lessons to achieve major original breakthroughs, that is, we should consider the experience and lessons of some existing enterprise transformation processes. Secondly, it systematically combs the resources of the enterprise, evaluates the operability of the ideal model and the feasibility of conditions

risk management includes the type evaluation of risk, the establishment and improvement of risk prevention mechanism, monitoring mechanism and transformation mechanism. (end)

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