Solution Management Knowledge Base 4 - Focus on Results

Author: Jia Yongxuan
Publisher:
Publish Date: 2005-06-01
Features: I have two jobs: one is as Chairman of the Board, where I set the goals for GE 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, Jack Welch
Management Three Elements of Lenovo: Building a team, setting strategy, leading a team. — Chairman of Lenovo Holdings, Liu Chuanzhi
My Role in Haier: First, to play the role of a designer, formulating development strategies and implementing strategic management for the company; 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 it's thinking from a global perspective or analyzing the Chinese domestic market, a company must set strategy to develop. If the strategy is not set accurately and the direction is unclear, we often take detours or even go back. — Chairman of Dongfang Group, Zhang Hongwei
Strategic management is about doing the right things and doing things right. Doing the right things means setting strategy, doing things right means focusing on execution, and the key to doing the right things and doing things right lies in the results. Therefore, simply put, strategic management is about setting strategy, focusing on execution, and looking at results. — Chairman of Beijing Suorong Management Consulting Co., Ltd., Jia Yongxuan
The characteristics of Chinese enterprise strategy are "easy to formulate, difficult to execute, and few results." No matter how grand the strategy or how perfect the design, if it cannot be executed or realized, it is just a castle in the air or a dream. Therefore, after "Setting Strategy" and "Focusing on Execution," we must "Look at Results." "Look at Results" includes three aspects: looking at growth, looking at strength, and looking at longevity.
Looking at Growth: Looking at growth refers to the current size of your business and its potential future scale. The first issue involves the problem of large scale and reference standards. Big and small are always relative, the key is what to use as a benchmark. The second is why to grow. Is it better to be "big and strong" or "small and beautiful"? The most critical third point is how to grow and whether it is possible to grow. We believe that for a company to grow, it must seize the opportunities to grow, choose the space to grow, cultivate the genes to grow, focus on the business of growing, and achieve the of growing.
Looking at Strength: Looking at strength refers to the level of your company's sustainable profitability and competitive ability. In the past, many domestic companies were greedy for size and quick success, rushing to propose "growth," but they didn't achieve it quickly, not only failing to become "big" but also losing even the "small." After hitting a wall, they began to realize that "big" also depends on "strong." Strong and strong, only by being strong can you grow, so they shifted to "strength." Looking at strength involves three aspects: the intensity and standards of strength, why to be strong, and the relationship between big and strong, as well as how to be strong.
Looking at Longevity: Looking at longevity refers to how many years your company has survived. How long is your company's life cycle? Are you an infant who dies young, a young man who dies young, a middle-aged man who falls, or a company that survives through nine deaths and one life, remains steadfast over time, and has a long-standing foundation. Ren Zhengfei asks, what is success? To live well after experiencing nine deaths and one life, that is true success. Looking at longevity mainly involves three aspects: the length and standards of longevity, why to be long, and the relationship between growth, strength, and longevity. Mastering the laws of corporate life to extend the length of the company's life, improve the quality of the company's life, and ensure its health and longevity.
Most large Chinese enterprises have completed the "sales are king" stage of their life cycle, moving through the start-up, infancy, and learning stages, and are now entering the second stage of the management-winning adolescence. Some companies have entered the early stage of their prime. The learning stage to adolescence is particularly critical because it is the period when companies transition from rule by man to rule by law, from entrepreneurial to management-oriented. It is a perilous leap. If successful, they enter standardized operations and the golden prime of the company; otherwise, they fall into the abyss.
"Growth, Strength, and Longevity" are the goals and pursuits of a company, while "Looking at Growth, Looking at Strength, and Looking at Longevity" are the process and results. I use the word "look" to connect the two, aiming to let you constantly compare vertically, examine yourself, and surpass yourself. Therefore, "Look at Results" requires a vertical comparison of the past, present, and future, a horizontal comparison with the same and different industries, and a comprehensive comparison across regions, the country, and the world, so that you can continue to "Grow, Strengthen, and Grow Long." Never let the short-sighted King of the Yi nationality return to the world!