（原创）海尔的生存危机 ――企业文化执行分析 2

yongwei200 发表于 2006-6-3 17:34:14

王永为
 
企业文化执行： 成体系吗？<?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p>
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生存危机型文化执行<o:p></o:p></TD>
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核心竞争力型文化执行<o:p></o:p></TD></TR>
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企业文化主题</TD>
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企业文化从“自发”开始向“自觉”变化，但是缺乏长远的核心主题，基本上都处在解决具体事务的层面</TD>
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中长期发展的核心主题已经基本确立或者非常明确，例如沃尔玛的“低价”，BMW的“驾驶”，3M的“创新”，GE的“数一数二”等等，整个企业按照发展主题进行调整或重组</TD></TR>
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海尔文化主题疑问</TD>
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海尔的有明确企业文化主题吗？ 如果有，这个主题是什么？ 这个主题与企业竞争发展紧密相关吗？ 这个主题能够支持海尔的在其主要竞争“战场”获胜吗？ 这个主题能够指导海尔提升利润创造能力吗？ </TD></TR>
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企业文化系统</TD>
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企业文化缺乏体系性归纳总结</TD>
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企业文化的作用是梳理企业运营中的成功经验，并通过文化主题及企业发展阶段的“筛子”抽象成为企业的系统成功原则，然后“复制”到整个组织的运营实践中，促进组织竞争力提升与利润创造</TD></TR>
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海尔文化系统疑问</TD>
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<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">海尔的文化概念是逻辑正确，但缺乏实际意义的吗？  也就是说，这些企业文化概念能够与海尔的发展紧密相关吗？  他们都是要针对性解决海尔目前面临的关键问题吗？</LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">海尔不同的企业文化概念的内在逻辑关系是什么？也就是说，“有生于无”+“人人是人才，赛马不相马”+“先谋势，后谋利”+“企业如同斜坡上的球”+“市场无处不在，人人都有市场”+“品牌是帆，用户为师”+“企业生存的土壤是用户”，“走出去、走进去、走上去”+“管理的本质不在于“知”而在于“行””+“ 真诚到永远” ＝？？？<o:p></o:p></LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">这些文化概念的集合是 “1＋1＋1>3 ” 还是 “1＋1＋1< 1”???</LI></UL></TD></TR>
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企业文化“软制度” 体系</TD>
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企业文化缺乏“软制度”体系</TD>
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开始形成指导企业发展的“中枢神经系统”（总文化系统）和“周围神经系统”（子文化系统），并开始通过“感应”与“运动”两个动作进行与内外环境的互动</TD></TR>
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海尔“软制度” 体系疑问</TD>
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<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l4 level1 lfo6; tab-stops: list 36.0pt">中枢神经系统： 海尔在十二大类领域竞争的的总体方针是什么？  需要将哪些理念及文化特征渗透到“中枢”文化系统中去？   “中枢”文化系统以何种方式来约束、激励子文化系统？  </LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l4 level1 lfo6; tab-stops: list 36.0pt">周围神经系统： 海尔的子文化系统要贯彻哪些总文化系统的共性内涵？ 以何种方式贯彻？ 子文化系统要形成自己哪些自己的个性内涵？  如果与总文化系统发生冲突怎么办？ </LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l4 level1 lfo6; tab-stops: list 36.0pt">互动体系： 海尔“母子”文化系统如何进行沟通、协调、及冲突处理？  海尔各子文化系统之间如何进行沟通、协调、及冲突处理？ 海尔如何通过母子文化系统实现与外部环境的沟通、互动、及冲突处理？   </LI></UL></TD></TR></TBODY></TABLE>
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企业文化传播：  谁在对谁说？<o:p></o:p>
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生存危机型执行<o:p></o:p></TD>
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核心竞争力型执行<o:p></o:p></TD></TR>
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企业文化传播意图</TD>
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言大于行： 努力证明自己，表明自己还有生存能力及生存必要性</TD>
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行胜于言： 深入发掘竞争环境风险，激发危机感，号召员工用行动来战胜竞争者，用胜利的结果来证明自己</TD></TR>
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海尔文化传播意图疑问</TD>
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如果海尔在竞争中“攻城略地”，有必要在公司网站的“企业文化”版面用日本企业家、记者、及参与哈佛案例讨论来证明自己吗？  三星以实际行动超越索尼，成为所有管理相关人士必读案例，还用得着用哈佛来抬高自己吗？  </TD></TR>
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企业文化传播内容</TD>
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寻找企业尚存的优势</TD>
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分析竞争中的威胁及企业存在的危机，然后像盖茨告诫大家“微软离倒闭只有十八个月”那样，让大家认识到危机可能带来的结果</TD></TR>
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海尔文化传播内容疑问</TD>
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从官方网站内容分析，海尔似乎没有竞争对手，正在从“一个胜利”走向“另一个胜利”，在持续的“胜利”过程中，企业综合效能还有持续提升的必要吗？ 企业内部还有变革的意愿吗？ 那么，企业成长除了（产品）数量成长以外，还有质量成长的动力吗？  </TD></TR>
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企业文化传播方式</TD>
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外向式传播： 领导对员工居高临下，进行灌输说，你们要如何做、如何改变（生存危机期往往没有时间讲道理）</TD>
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自省式传播： 领导对自己说，我要如何做、然后分析为什么这么做，并让大家了解这个道理，然后共同按照这个道理去做。 就像乔治 W  默克说，“药是为了人，不是为了利润….. 利润随之而来。”</TD></TR>
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海尔文化传播方式疑问</TD>
<TD style="BORDER-RIGHT: windowtext 0.5pt solid; PADDING-RIGHT: 5.4pt; BORDER-TOP: #ece9d8; PADDING-LEFT: 5.4pt; PADDING-BOTTOM: 0pt; BORDER-LEFT: #ece9d8; WIDTH: 357.7pt; PADDING-TOP: 0pt; BORDER-BOTTOM: windowtext 0.5pt solid; BACKGROUND-COLOR: transparent; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt" vAlign=top width=477 colSpan=2>
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<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">海尔的主要方式是把一些想法理所当然地当成正确的告诉所有人。 例如，服务观里“用户永远是对的”，并用“王老太丢空调案例”来进行支持。 但是对于营销管理中大量讨论的劣质客户的问题，海尔却没有说明怎么用“用户永远是对的”和“绝不对市场说“不””等原则来解决；</LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">“员工画与话”的目标受众是谁？ 是不识字的文盲吗？ 如果不是文盲，为什么不用更有穿透力的语言及深刻分析教育大家、培养大家的综合素质呢？ 如果是文盲，海尔还有希望吗？ </LI></UL></TD></TR></TBODY></TABLE>
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企业核心驱动力：  人才体系？<o:p></o:p>
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生存危机型文化执行<o:p></o:p></TD>
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核心竞争力型文化执行<o:p></o:p></TD></TR>
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人才吸引</TD>
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对关键实用型人才的少量需求</TD>
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对中高级素质型人才的大量需求</TD></TR>
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海尔人才吸引疑问</TD>
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海尔从来没有像华为那样，大量招聘、吸收各方面人才，那么海尔的国际化品牌扩张是以什么为基础的呢？ </TD></TR>
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人才培养</TD>
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缺乏长期人才培养的能力和意识</TD>
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“在打仗中学习打仗”，让每个人都成功企业快速行动、超越竞争者的一个重要力量，然后持续对员工进行不同方式、内容的培训</TD></TR>
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海尔人才培养疑问</TD>
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<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l1 level1 lfo7; tab-stops: list 36.0pt">在“赛马不相马”的理论指导下，有多少人从中脱颖而出。 这里面所说的不是上电视、报纸的“脱颖而出”，而是从一个又一个“攻坚战”中取得胜利，开拓海尔在不同领域的市场，提升海尔利润的？</LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l1 level1 lfo7; tab-stops: list 36.0pt">海尔的“基层锻炼”是否是人才损耗？ 韦尔奇如果毕业以后到海尔下了车间，怎么能够脱颖而出？ </LI></UL></TD></TR>
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团队协作与人才聚合</TD>
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主要是采取“人海战术”，没有“人才聚合”的概念</TD>
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在比“速度”的激烈竞争中，形成快速、紧密、高效的协作体系，聚集每个人的智慧及能力，完成个人难以完成的工作，赢得竞争</TD></TR>
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海尔人才聚合问题</TD>
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<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">在海尔大篇幅的企业文化介绍当中，“团队协作”明显缺位，“赛马”强调组织内部的相互竞争，“人单合一”强化“单打独斗”的思想，而在这种情况下，人们是否会“画地为牢”，忽略整体企业发展思考，仅仅从本部门，甚至个人角度考虑，有利益的抢着做，没利益的互相推？ </LI>
<LI class=MsoNormal style="MARGIN: 0pt; mso-list: l6 level1 lfo5; tab-stops: list 36.0pt">在海尔文化氛围中，员工是否有足够的沟通、协作意识，尤其是与平级的跨部门沟通与协作？ 员工是否能够持续提升沟通、协作能力？ </LI></UL></TD></TR></TBODY></TABLE>
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结论： <o:p></o:p>
 <o:p></o:p><SPAN lang=ZH-CN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-fareast-language: ZH-CN; mso-ascii-font-family: '; mso-hansi-font-family: '; mso-bidi-font-family: '; mso-ansi-language: EN-US; mso-bidi-language: AR-SA">企业文化执行是透过现象看本质的过程，而看本质的关键在于利用方法，提出问题。 <SPAN lang=ZH-CN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-fareast-language: ZH-CN; mso-ascii-font-family: '; mso-hansi-font-family: '; mso-bidi-font-family: '; mso-ansi-language: EN-US; mso-bidi-language: AR-SA">从企业文化执行方法的角度分析，海尔如果不能有效回答文中所列举的问题，它就是处于比较典型的“生存危机”阶段的企业。   <SPAN lang=ZH-CN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-fareast-language: ZH-CN; mso-ascii-font-family: '; mso-hansi-font-family: '; mso-bidi-font-family: '; mso-ansi-language: EN-US; mso-bidi-language: AR-SA">“生存危机”是不看规模和品牌的，像IBM<SPAN lang=ZH-CN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-fareast-language: ZH-CN; mso-ascii-font-family: '; mso-hansi-font-family: '; mso-bidi-font-family: '; mso-ansi-language: EN-US; mso-bidi-language: AR-SA">、三星都会经历崩溃的边缘。  <SPAN lang=ZH-CN style="FONT-SIZE: 12pt; FONT-FAMILY: 宋体; mso-fareast-language: ZH-CN; mso-ascii-font-family: '; mso-hansi-font-family: '; mso-bidi-font-family: '; mso-ansi-language: EN-US; mso-bidi-language: AR-SA">而如果像“安然”那样，通过掩盖事实的方式对待危机，结果只会有一种。

brainman 发表于 2006-6-3 18:45:09

我已经听到不只一人讲“再也不买海尔产品了”，失去了国内市场优势的海尔，将会面临“危机”，海尔自去年开始也请了据说几十个专家在重新“塑造”海尔文化，我不知道张瑞敏先生是如何考虑的，现在也没有看到这些专家的成果，我想说，对于海尔，“人本”价值的多样化和领导层的“战略”思维，是首先要自己改变的。

shdyf 发表于 2006-6-4 10:40:38

henhao

wuanlu 发表于 2006-6-14 13:52:24

楼主对海尔的分析确实很有见解，但很明显多数的分析依据均为从公开的资料或是从外部获取的资料。但是若仅以此为依据便推断海尔实际就是这么运作的就略显武断了。

第二次登录 发表于 2009-6-24 17:04:55

这个不错

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栖息谷-管理人的网上家园's Archiver

（原创）海尔的生存危机 ――企业文化执行分析 2