“Operating autism” and “Operating ADHD”
Although the performance of business failures is varied, it comes down to two major causes: one is “management of autism”, and it has not been able to change from time to time and from the trend. The management of the company has remained unchanged for many years, like a pool of stagnant water. The second is “management of ADHD.” Unlike some companies that are old-fashioned and die in the long-term lack of innovative “autism”, some companies die from “hyperactivity disorder” that frequently toss.
“Operating autism” can also be called “administration of dementia”, which means that enterprises are obsolete and lack the necessary sense of innovation and change. Products (services) lack sufficient innovation differences, lack of competitiveness, market strategies and management methods, etc. Outdated, the result is the aging and even decline of the company. The main reasons for “runting autism” are as follows:
First, the core people lack knowledge and ability. They don’t realize that companies need innovative changes, or they don’t know where innovations are needed, what innovations are needed, and how to innovate. The “unknown” of the core figures is the primary cause of “running autism”; the realm of the boss (the core figure) is the ceiling of the enterprise. Under such circumstances, there is no other “treatment” prescription except for the self-cultivation of the boss, from “unknown” to “knowing”, or attracting competent business partners and professional managers to join the enterprise.
In the early and middle stages of China’s reform and opening up, market opportunities and dividends are very rich in all walks of life. In addition, there is no strong rival. Even simple follow-up imitation may achieve good performance without excessive innovation. But today’s environment is completely different. All kinds of dividends have been lost, and the “head brands” of all walks of life have been formed. It is very dangerous for enterprises to suffer from the autism of innovation and innovation.
Second, it was misled by the early success, thinking that a trick can eat all over the sky. Failure is the mother of success, and success is the mother of failure. Some companies feel too good or even swayed because of their early success; because of early success, they did not self-examine introspection in time, innovation and crisis awareness were insufficient, and they did not keep pace with the times, and implemented them in time, place, and situation. Reform and innovation, business practices have remained unchanged for many years, management methods have remained unchanged for many years, and even products have not undergone major innovations and upgrades for many years, eventually leading to “dementia” and “autism”.
Most of the time, people often only see the “operational autism” that lacks innovation and innovation, but they ignore another major cause that causes poor performance or even decline in business performance – “operational ADHD.”
The so-called “operational hyperactivity disorder” refers to the lack of “fixed power” of enterprises, changes in business management, frequent changes in business areas, market positioning, brand appeals, team organization, etc., can not cultivate core business management teams, adhere to core business, frequently change People, dying, and attacking on four sides, the business management team is unstable, the core business is not prominent, and the intangible assets such as brands, teams, and management cannot be effectively accumulated, resulting in poor performance or even business failure.
“Operational ADHD” is easily confused with the unexpected failure of innovation and change, so it is easily overlooked and even treated as a positive case of “innovation and change pioneer”. Any innovative change is risky, and unexpected accidents and consequences that are difficult to predict in advance may occur. This situation is not a business morbidity, and is an inevitable risk and cost of innovative change. The “operational hyperactivity disorder” is different. It is not an accidental event and is morbid. It can be detected and avoided in advance.
Analysis of the cause of “operational hyperactivity disorder”
The causes of “operational ADHD” are mainly as follows:
First, the core figures are not confident and anxious, the decision-making is frequently interfered by the internal and external factors of the enterprise, lack of firm management and management ideas, and always keep denying themselves and swinging around.
Second, corporate decision-making is a slogan, decision-making is arbitrary, and there is no scientific decision-making mechanism. A rational collective decision-making mechanism can avoid the arbitrariness, variability and hyperactivity of management in a certain degree. Some private enterprises, on the surface, also have decision-making bodies such as “decision committees” and “strategic committees”, but they are all formalism. At the crucial moment, the boss can deny everyone’s views and opinions, and collective decision-making and democratic decision-making mechanisms exist in name only.
Third, operational gaming and opportunism. This mountain looks at the height of the mountain. When you look at it, you always feel that the food of others is more fragrant. You can’t calm down and choose and continue to cultivate the core business and core competitiveness of the company. I don’t know if the opportunity always belongs to someone who is prepared and will continue to work hard. Those companies whose core business is not strong and prematurely implement diversification are one of the typical manifestations of “hyperactivity disorder”. For businesses, resisting temptation is as important as capturing opportunities. Abandoning certain opportunities, affecting the speed and scale of the company’s development at one time, generally does not lead to a crisis of survival; not good at resisting the temptation, and attacking on all sides may cause the enterprise to have no “base” to survive in a difficult environment. There is no way to retreat, and there is no way to keep it.
Typical performance of “operational ADHD”
First, the use of ADHD. The specific performance is: do not give the management team enough familiarity with the growth time or infrastructure time, always expecting the airborne gods to let the company reborn overnight. Once the expectations are not met, they immediately turn to the new “big god.” The change of employment has further aggravated the change of management and strategy. Because each new job manager will bring more or less new practices, destroying the original strategy and management accumulation. The stability of the senior management team is the premise and basis for the stability of management and business strategy. Without a stable executive team, companies are bound to fall into “hyperactivity disorder.”
The change of enterprise employers comes from the lack of self-confidence or “unknown” of the core characters “to know people”; or the lack of self-reflection from the core figures, always attribute the results to subordinates’ poor performance, without self-reflection strategies and management. Mistakes, always want to find reasons from others, always think that the most need to change is the subordinates rather than themselves.
Second, manage ADHD. The specific performance is: frequent introduction, frequent change management “move”, so that managers and managers are tired of coping with and being at a loss. The enterprise seems to have become a testing ground for various management moves, but in the end, the monkeys have nothing to gain from corn. I don’t know how to manage management, it takes time to digest and accumulate. In a certain period of time, even with advanced management methods, enterprises have the limit of digestion and absorption, not the more imports, the better, the faster the better.
Third, the brand spreads ADHD. The specific performance is: creative worship, terminal image, brand image, core appeal (core slogan) and other frequent toss changes, encounter a “master” to change the image, nothing to like tossing brand image, slogan, brand assets are difficult to effectively accumulation. The accumulation of brand equity is more important than creativity. Mercedes-Benz, Toyota, and Honda were originally names of people. They have nothing to do with cars. If they persist for a long time, they become synonymous with cars. The brand image and slogan of “earth” will accumulate brand value association and memory for a long time; even the best ideas, if they change frequently, accumulate costs rather than assets. Brand image and appeals change frequently. No one knows who you are and no one remembers who you are.
A company has worked with an advertising company for decades. One day, the boss asked the owner of the advertising company: “Brother, we have been working together for decades. However, I just thought about it and found that after your first proposal, we have not given us new ideas for decades. Have you not been able to collect our money for decades?” The advertising company owner replied: “How did you not work? In the next few decades, we have been stopping you from making new ideas.” Although this is only A story reflects a profound philosophy of business management: in brand communication and brand equity accumulation, and even in the overall business operation, persistence and persistence are often more important than creativity. Good ideas that change frequently will be the worst ideas; long-lasting “rustic” ideas can have unexpected effects for several years.
For example, in the home industry, the “rustic” advertising design of the Japanese-language blue-and-white text and the “rural” slogan of “healthy water pipes for 50 years” have been used for more than a decade, but people have firmly remembered the Rifeng tube. It has achieved the leading brand of home plumbing; the image of the old man in Mousse’s bedding is also the same.
Business management is a dialectical unity of moving, unmoving, changing and unchanging. “Autistic” and “multi-moving” are dangerous. Never go from one extreme to the other. The combination of dynamic and static, moderate and “moving” is the art of management. The occurrence of “autism” and “hyperactivity disorder” is often related to the cultivation of key figures in the enterprise. When the company is difficult to break through the ceiling for a long time, the first thing that needs to be reconsidered is the boss (the core person), because the boss’s realm determines the ceiling of the company. Enterprises can reduce the restrictive effect of the boss’s personal cultivation on the development of the enterprise through partnership, separation of ownership and management rights, professional manager governance, and collective decision-making system, thus preventing “autism” and “hyperactivity disorder” to a certain extent. “occur.
