Re-execute

Author: Jia Yongxuan
Publisher:
Publish Date: 2005-05-01
Features: I have two jobs: one is as Chairman of the Board, where I set GE's goals and formulate its strategy, and the other is as CEO, where my other main responsibility is to be responsible for business operations. — Chairman and CEO of General Electric Company, Immelt
Management Three Elements of Lenovo: Build a team, determine strategy, lead a team. — Chairman of Lenovo Holdings, Liu Chuanzhi
My Role at Haier: First, to play the role of a designer, formulating development strategies and managing the company's strategy; second, to play the role of a pastor, like a pastor preaching, to permeate corporate culture into every employee's mind. — CEO of Haier Group, Zhang Ruimin
Whether thinking from a global perspective or analyzing the Chinese domestic market, for a company to develop, it must formulate strategy. If the strategy is not accurate and the direction is unclear, we often take detours or even go back. — Chairman of Dongfang Group, Zhang Hongwei
Strategic management is doing the right things and doing things right. Doing the right things means setting strategy, and doing things right means emphasizing execution. The key to doing the right things and doing things right lies in the results. Therefore, simply put, strategic management is about setting strategy, emphasizing execution, and focusing on results. — Chairman of Beijing Suorong Management Consulting Co., Ltd., Jia Yongxuan
The essence of "Emphasizing Execution" lies in three aspects: emphasizing organization, emphasizing teamwork, and emphasizing processes.
Emphasizing Organization: Emphasizing organization includes three aspects: organizational structure, organizational goals, and organizational performance. The company's organizational structure mainly refers to the setting of the company's organizational structure and the corresponding issues of responsibility, authority, and reputation. Strategy guru Alfred Chandler said: "Strategy determines organization, and organization follows strategy." The purpose of establishing an organizational goal system is to transform the company's strategic vision and business mission into clear and specific performance goals, so that the company's progress has a measurable standard. Organizational performance is about results, including both short-term corporate performance and long-term corporate value. Performance value is the ultimate pursuit of the company.
Emphasizing Teamwork: Emphasizing teamwork mainly involves "people's issues" and "everyone's issues." People's issues refer to individuality and human nature, while everyone's issue refers to the team, collective, organization, and commonality. Liu Chuanzhi said that many companies can formulate strategies but fail to achieve them, mainly because they haven't done well in "leading the team." Emphasizing teamwork includes: team building — assembling the team, team leadership — leading the team, and team morale — charging forward. I believe that the focus of team leadership is on three things: assigning tasks, selecting personnel, and demanding results. Leading a team involves: determining direction, setting goals, deploying personnel, inspecting results, motivating the advanced, and urging the backward. In the marathon race of selecting horses through observation, competition, and selection, we should achieve "ten years to grow trees, a hundred years to cultivate people."
Emphasizing Processes: Emphasizing processes is because the company operates within processes. All of the company's management and business activities are reflected in various processes, and these processes ultimately output the products or services delivered to customers by the company, while the inputs are the funds and brand value the company recovers. Corporate processes can be divided into external processes between companies and internal processes within companies. We divide external corporate processes into three-chain management processes of demand chains, supply chains, and value chains. We summarize internal corporate processes into three core processes of strategy, operations, and personnel. Only by grasping the three flows (chains) of demand chains, supply chains, and value chains between companies, as well as the three core processes of strategy, operations, and personnel within companies, and properly combining them, can execution have a track, and reengineering have a foundation.
Organization determines resource and power allocation, teamwork mainly involves human and cadre factors, and processes mainly involve the route of marching. The key to emphasizing execution is that the company must combine organization, teamwork, and processes: strategy determines organization, and organization follows strategy; teams match strategy and execute strategy; team organization follows the process route, ultimately achieving strategic goals.