Sustainable Operations - Breaking Through Strategic Turning Points in Growth

Author: Cao Guangrong
Publisher:
Publish Date: 2004-04-01
Features: The author's perspective: I have never advocated for excessively verbose and artistic so-called "models" for businesses, as this is harmful to them. Once a model is adopted, a company's actions may deviate from its inherent reality, leading to the abandonment of originally rational behavior and operational models. No matter how good a company's manager is, no pyramid can be higher than its apex. This means that the entrepreneur's mindset, knowledge, and capabilities constitute the limits of a company's growth. Entrepreneurial spirit is an extremely scarce resource, difficult to define using metrics such as physical strength, academic degrees, and experience. Therefore, there is no true market for genuine entrepreneurs, and entrepreneurial spirit cannot be "bought." A company's core ideology is the unique concepts and skills that its leaders possess when making major decisions, addressing significant issues, and conducting organizational communication. These must be transformed into behavior with inherent consistency throughout the entire company, becoming the core element or "holographic gene" of the company's life force. A company can only grow within the space of its operational philosophy, so its growth is often limited by the ideology of its operators. If a company is like a bucket that cannot hold water from the start, with gaps all over it, even if the boards are long, it is futile! Therefore, it is better to first patch the bucket's gaps so that water can at least reach the level of the shorter boards. Once the gaps are patched, then it is wise to lengthen the boards! Who supervises the boss? What restrains the boss? If values are not restrained, the boss may act recklessly. The boss's recklessness is even more frightening than employees' chaos. The company's core values and culture are powerful supervisory forces. The boss is supervised by the company's culture.