How to implement corporate culture

  Good evening, everybody!

  Entrusted by the platform, I will share with you how to implement the corporate culture. In fact, what is culture? This topic is quite big, no one can give a standard answer. I think that culture must be produced in a group; a person's ideology and behavior style can not be called culture, it can be called character, quality, and accomplishment. Any group, whether it is a few people or tens of thousands, will have certain cultural characteristics. Therefore, to discuss what is corporate culture and how to implement corporate culture, we must first understand the company itself, and not talk about culture away from the company.

  Sayyas was born in Heilongjiang and has a history of 22 years. According to statistics, the average life span of Chinese companies is 2.9 years. But in Japan, there are 35,000 century-old companies, and the one with the longest lifespan is more than 1,400 years old. With such a heavy historical inheritance, it is possible to precipitate the common spiritual core, memory and emotion of the enterprise and form a strong culture. In contrast, Sayyas’s 22 years is not short, but certainly not long. It should be said that our corporate culture is still being explored. Today I also share with you with the mentality of learning and discussion.

  In the big consumer sector 30 years ago, Harbin still had many good companies, such as Blue Sky Washing Machines, Tata Music Exhaust Hoods, Puna Cabinets, Klass Wooden Doors, Feiyun Anti-theft Doors, Huahe Wooden Doors, Guangming Furniture, but later Gradually all of them have fallen, which may also be related to the characteristics of the region’s old, young, borderline and poor. We have no talents here, no supporting facilities, the local market is barren, the bosses are backward thinking and easy to be proud. Entrepreneurs in the South always eat together and open business meetings and learn from each other, which has inspired many enterprises to develop into excellent enterprises. The Northeast can't even talk about the business environment. Entrepreneurs don’t communicate with each other all the time. Local people have low incomes and no market, so excellent talents ran away. Sayyas started with sales of 7 million yuan in the first year, and reached tens of millions or billions of yuan. It has not suffered a loss in 22 years. It has always maintained a small growth. The profit rate and the asset-liability ratio, and the quality of assets are still fair. good. It is not easy for Mori Eagle to come over, and culture has played an irreplaceable role in it.

  First, let's understand what culture is. The 19th chapter of "Tao De Jing" says: If the sage abandons the wisdom, the people benefit a hundredfold; the absolute benevolence and righteousness, the people are prosperous and filial; What does that mean? Abandon the so-called wisdom of sages, the people will gain a hundredfold benefit; abandon the so-called reputation of benevolence and justice, the people will regain their filial nature; abandon the greed of ingenuity, and the thieves will disappear. Next, Chapter 19 of the "Tao De Jing" concludes: These three are considered to be literary and insufficient, so they belong to: See simple and simple, less selfish and widowed, and have no worries. The entire "Tao De Jing" talks about "wen" in one place in Chapter 19, which means that those sages, benevolence, righteousness, and skill are not worthy of the word "wen". What is better as "wen"? See Su Baopu, less selfishness and desires, and no worries about learning. Plain is the colorless silk, and simplicity is the log. The "simple" we often say refers to the primitive and original things. Maintaining a pure and simple nature, reducing selfish desires and distracting thoughts, and abandoning the sacred rituals, this is "wen".

  What does "hua" mean? "Tao De Jing" chapter 37 says: Tao is always doing nothing but doing nothing. If King Hou can keep it, everything will be self-contained. "Tao" seems to do nothing, but in fact there is nothing in the world without its intervention. As long as King Hou can adhere to the principles of heaven, everything will grow and grow spontaneously. Who is Hou Wang referring to? Everyone here also includes me, because our duty on the ground is to manage and look after. You have to be able to hold onto the way, everything will be self-contained, self-cultivation, self-hue. "Tao De Jing" chapter 19 talks about "wen", chapter 37 talks about "hua". What is culture? Culture is actually "Tao", it is born from the inner world, not from the surface.

  When Genghis Khan was a poor boy, there was a girlfriend named Bertie who had never been through the door. She was the daughter of a big family. Bertie loves to read, so Genghis Khan asked her, what's the use of reading? She said that there is truth in the book. But Genghis Khan felt, how could there be truth in the book? The truth should be in people's hearts. Although Genghis Khan seems to be uncultured and rude compared with Bertie, he has the truth hidden in his heart. So the "Bible" says: You have to keep your heart better than keeping everything, because the effects of life come from the heart. Wang Yangming said that the heart is the reason and practice in the matter. The beginning of "University" stated that the way of a university is to be clear and well-deserved, to be close to the people, to be good, to know and to be calm, to be calm after being calm, to be calm and then to be calm, to be calm and then to be considered, and to be obtained after consideration. Things have their roots and ends, and things have their beginnings and ends. Knowing the order of things is close. In the end, it returned to the word "Tao". Whether it’s "University", "Four Books, Five Classics," or Wang Yangming, they all say that culture is born in our hearts and is related to our values, not just written on the wall for people to see. .

  I wrote a short article some time ago. I talked about the two characteristics of culture. The first is called the convergence of values, and the second is that culture must in turn promote the growth of a company. Everyone has different personalities, different experiences, and is self-centered. Such a group of different people unite as one, fight together, but act like one person. This is the same desire from the top and bottom. The so-called gentleman is harmonious but different. . This is the characteristic of a culture-the convergence of values. The second characteristic is that culture must in turn promote the growth of the enterprise. If the corporate culture cannot lead the growth of the enterprise and cannot become the driving force for the development of the enterprise, then it is a false culture, a culture without power. Back then, the Communist Party used the simplest slogan in its slogan when it struck the world-to fight the local tyrants and divide the land. Now we all know what "tuhao" means; but farmers at that time may not even know the word "hao". There is a theoretical logic behind these six words, which can evolve into an action to achieve the original goal. This is why culture uses slogans to express it. But we must pay special attention to the fact that slogans are only the appearance of culture and one of the ways of cultural construction. If we put the cart before the horse and treat the slogan as the culture itself, no matter how lively it is, no matter how good it is, it will have no real value, but will become a cost, leaving the team in a major crisis without knowing it, and still using it. The whitewashed Taiping paralyzed herself. The corporate culture is very good, but it is impossible for the company to close down, because a really good culture has power and can promote the development of the company.

  How to implement corporate culture? We make corporate culture to allow the company to have a long-term development. This is the real cultural landing, and we cannot culture for the sake of culture. Jim Collins wrote a well-known book "From Excellent to Excellent". Why is an enterprise not excellent? It's because you are excellent. That's what the first sentence of this book says. Pride is because of excellence, and pride prevents an enterprise from becoming an excellent step forward. The author talked about six methods from excellence to excellence. The first is that the fifth-level managers must have humble character and firm will. This seems ordinary, but in fact it requires a very generous heart. Such a person is Not easy to find. The second is to put people first, and then talk about how important team building is. The right people get in the car, and the wrong people get out. The third is to face the cruel reality, but never get discouraged. Companies must create an environment that tells the truth, dare to analyze themselves, and dare to face their own problems. The fourth is to focus. The fifth is technological innovation, and technology is an accelerator for enterprise development. The sixth article is a well-trained culture. If different people are grouped together, in order to achieve the convergence of values and realize the drive of behavior, it is necessary to create well-trained people, well-trained thoughts, and well-trained behaviors. This requires organizations to establish their own vision, mission, and values. Otherwise, the corporate culture cannot be established, and it is difficult for the organization to grow.

  Sayyas's vision is to make Sayyas air-conditioning windows available to every room in the world. Sayyas's mission is to make the room warm in winter and cool in summer without air conditioning. Someone has said, does Sayyas want to engage in hegemony? Do you want to engage in monopoly? No, we just hope that Sayyas can become synonymous with the category of air-conditioning windows. In fact, we are willing to connect with our peers and competitors, and work together with friends and businessmen, so that every room can use energy-saving and comfortable air-conditioning windows, making life energy-saving, environmentally friendly, comfortable and healthy, warm in winter and cool in summer , Longevity and longevity make the world a better place. Sayyas's values are: there is love and temperature. To make the earth's ecological balance, the most important thing is to have love and temperature. Climate change knows no borders. Fighting global warming and reducing greenhouse gas emissions require the joint action of all countries and all walks of life, and the common care of all mankind. Let our love go out of the house, out of the enterprise, out of the industry; to love our employees, suppliers, customers, friends, businessmen, and government... Only by connecting the world with love can the world become better.

  If everyone in the organization can establish the same vision, mission, and values, that would be a powerful force. During the War of Liberation, Guo Jingyun, commander of the 35th Army under Fu Zuoyi, said something after he was arrested, which impressed me deeply. He said that the Communist Party's team is like earthworms, even if they are broken into parts, every part has life, and they can immediately form a small team to continue fighting. The equipment of our troops is stronger than yours, and the strategies and tactics are stronger than yours. When the group fights, it is unstoppable, but once the team is broken up, they fled in all directions. The entire Kuomintang army lacks vision, mission, and values, which is very terrifying. In the history of the struggle between the Communist Party and the Kuomintang, before the armistice, the Northeast of the Communist Party was in a mess. Because the troops had not been reorganized and had no weapons and equipment, they were beaten by Du Yuming near the two cities of Harbin and had no ability to organize and fight. But at that time, the armistice lasted for four months. During these four months, the Communist Party went from 100,000 to 360,000. Then it began three trips to the south of the Yangtze River, four protections against the river, south to north, letting open the road to occupy the two compartments, until the liberation of the entire northeast on November 2, 1948. Every fighter has a vision, mission, and values carved into his heart. This kind of combat power is not what we can imagine, so we must create an environment that can cultivate this kind of culture.

  Peter Senge's "The Fifth Practice" is a classic book, the content is about building a learning organization and creating an organizational environment. It is necessary to continuously evaluate and exert pressure, inspire when it is necessary to inspire, criticize when it is necessary to criticize, and when it is necessary to divert, so that everyone can continuously break through their ceiling and inspire each individual to transcend themselves. When the company achieved sales of 500 million yuan, I felt that I had become a hindrance to the development of the company, and I hoped that someone would replace me. But I calmed down, let go of myself, read articles, studied, and communicated with experts, and found that I could break through again. This is called "the husband is not profitable, so the cover can make new achievements." Constantly renewing and constantly changing, this is self-transcendence. The fifth practice finally settled on system thinking. Causality is not linear, but networked. It is very complicated and not easy to understand. We have to learn how to grasp the laws behind things and how to detect the invisible parts under the iceberg. When we master some principles of systems thinking, we will find that we can see the world more clearly and more deeply, and it is possible to quickly grasp the essence of the development of things. We must create such a lifelong learning environment and atmosphere within the organization, so that everyone will love to learn, and an atmosphere where you can catch up with me. Everyone is willing to face up to difficulties, and is willing to constantly break through their comfort zone; everyone can see the strengths of others, appreciate each other, and match each other. People are too limited, and nothing will be accomplished without cooperation. It was possible to succeed by personal heroism in the early years, but now it is simply not possible. This requires us to break through ourselves and change our mental model to look at problems.

  I recommend everyone to read another book, "Principles" by Ray Dalio. Ray Dalio said that everyone has a world in their hearts. Different people have different mental models. For example, the boss’s mental model is different from that of ordinary employees. Can you change your mental model and think from the other side's perspective? If you can't, you will feel that everyone is their opposite. If you can, the world will become rich and loving, and you will find everyone so cute. For example, Jobs, his mental model, you hate him, but in fact he is great. Therefore, we must change our mental model and see the world with a scientific, kind, and human-friendly mind.

  Whether it’s the "Bible", "University", the "Four Books and Five Classics", Jim Collins, or Peter Senge, these are the theoretical foundations. Let's return to reality and take a look at Huawei's cultural landing-"theory of value". What does "axiology" discuss? It is value creation, value evaluation, and value distribution. The essence of corporate culture is money-sharing culture. If your business cannot divide the money, it is a culture of "nonsense" and a culture of "flickering". Companies can only make money if they understand how to divide the money. As long as the boss dares to "develop" a decent money-sharing mechanism, decent fighters will be attracted. The boss no longer has to beg for everything to "fudge" everyone, and he can even pick and choose. If it's not a fighter, let him leave. To put it more literally, the money-sharing mechanism can also be called the struggle mechanism. This mechanism not only allows the company to achieve commercial success, but also promotes the company's struggle culture.

  Only when value is created can wages be paid and suppliers can be paid. People ask you for money every day, what kind of corporate culture do you have? The first is value creation, which not only creates profits, but also creates cash flow. After value creation is value distribution, how to distribute? Pass value evaluation! How to evaluate, how much to give, and how to give it to the law, this part is very difficult. Often giving and giving has become a guarantee expenditure, and the incentive effect is getting weaker and weaker. Because there are many complicated factors, human factors. In fact, if you want to be a good company, there are two things: one is balance and the other is measurement. Balance is the development strategy of an enterprise, which is to balance today and tomorrow, internal and external. Measurement is management, and rewards based on merit. How can these three weaknesses of human nature be circumvented in management and turn them into a spirit of struggle? Huawei achieved this through decentralization and money sharing. Our enterprise is not developing fast enough, and there are not so many power positions to divide, so we can only work hard on dividing the money. We try every means to make the bonus form more diversified and to stimulate individual creativity. Monthly bonus, year-end bonus, project award, rationalization suggestion award, PPV, KSF... In short, rewards for achievements, because without incentives, there is no creation. The so-called "Dao" can't do without "skills", "skills" without "dao" is not far away, "skills" and "dao" must be combined. But we are not doing well, and we are still in the stage of research and contemplation. What we want to establish is an acquisition and sharing system, not a grant system. In China, being a boss likes the grant system: I give it to you, and you have to be grateful to me. In fact, employees don't owe us. Only by acquiring the sharing system can individuals be activated and value can be created. Huawei’s "value theory" is worth learning, and "Is the last Huawei down" is also very good. There are two key points, one is the theory of value, which is about dividing money; the other is the theory of cadres, which is team building.

  During the epidemic, I also listened to Jonuo's Huawei 21 talk, and I summarized four points-the "four powers of the enterprise". The first strategic power, the second product power, the third marketing power, and the fourth organizational power. As a boss, the first thing to do is to formulate a strategy: who are you and where are you going? What is your vision, mission, and values? What are you going to do and what can't you do? The core of the strategy is focus, which seems simple but is actually very difficult. The difficulty lies in conquering one's inner world; because expansion is human nature. The so-called "knowing others is wise, knowing oneself knows, victorious is strength, and victorious is strong." Knowing that others are wisdom and knowing oneself is a bright person. But at the same time, focus is relative and keeps pace with the times. When Huawei decided to make a mobile phone, everyone opposed it. They used to do base station business, and they didn't understand the marketing and market of mobile phones at all, so how could they do 2C business. However, Huawei has the ability to make mobile phones, and has also made OEMs for others; we have a good understanding of mobile phone technology, equipment, and craftsmanship. Practice has proved that 60% to 70% of Huawei's profits now come from consumer businesses such as mobile phones. This has allowed Huawei to stand firm in the Sino-US trade war. Every enterprise needs to know who it is, know its radius of ability, and know what to do at what stage. This is strategy. Strategic power is very important. The boss must think more about this, how to focus, how to position, and how to design his own business radius. You must focus enough until your characteristics firmly occupy the customer's mind. If you can't find the characteristics, you have to continue to segment the market and sharpen the tip of the gun. However, as your abilities improve, your business scope can be gradually expanded. You can be a red tasseled gun or a golden hoop. All of this is based on your grasp of strategic power, insight into the market, understanding of your own strength, as well as clarity of your heart and control of your desires.

  Product strength is the foundation of enterprise development. The reason why Sayyas has been able to persevere over the years has relied on its strategic and product capabilities. We don't understand marketing and management at all, and we don't understand organizational capabilities. Marketing ability and organizational ability are the two major shortcomings of Sayyas, but we dare to buy good equipment and dare to use good materials. More than half of the excellent material manufacturers and equipment manufacturers in Europe may be imported from China by Sayyas. How important windows are to architecture and to a family. Failure to make a good window is a rogue. I do not agree with the theory that "facts are not important, but cognition is important. As long as we increase marketing efforts, it does not matter whether the product is good or not." We must have a conscience and truly make good products. This year we launched a world-first new product, introducing a new material used in airplanes, high-speed rails, and automobiles, but no one has dared to use it on exterior windows. We named it "x". The first feature of this product is its cool appearance, modern simplicity, narrow frame, large transparency, live glass, flat inside and outside, integrated window screen, and dark drainage; the second feature is that it is very energy-saving, and the temperature of the inner surface of the glass is higher than that of ordinary windows in winter. It is 8°C higher and 8°C lower in summer, so it is named Cool 8°C. I said to the R&D engineers, you have to dare to R&D and forget the cost. Cost is something I should consider. You make the best thing first, and then I will do the subtraction. Because it is not easy for a R&D engineer to stand on the client side and think, he is technology-oriented and easy to be proud of himself. But I can judge from the perspective of the customer. Practice has proved that our products are also very good from the perspective of customers.

  From research and development to finished products, it also needs to go through the operation of the entire chain of materials, equipment, technology, quality, and service. There is no failure if the end is as careful as the beginning. Sayyas is driven by two-wheeled business, grasping 2B business on one hand and 2C business on the other. "Retail is a treasure, and engineering is indispensable." No 2C is not rich, no 2B is not strong. Combining 2B and 2C, your costs will drop significantly and your competitiveness will rise. Sayyas has retail distributors in all major cities across the country that have 2B business. Technicians at retail dealers can provide after-sales service for the project. Therefore, the developer is particularly willing to give the Sayyas project because the service is very guaranteed. We have established an Internet-based "heart service" system to connect retail and engineering after-sales service. Customers can evaluate "good, medium and bad" online, so that resources can be integrated and services can be optimized. This is product power.

  Marketing is our shortcoming, we are studying and learning. This year, we held the "July Seven" brand upgrade and new product launch conference in Nanjing, and 2.3 million people participated in watching it through live webcast. Under the epidemic, we also launched a large-scale nationwide advertisement. The epidemic has led to relatively cheap advertising fees. We just seized this opportunity to add advertisements to public relations and promote good products, so that more people will pay attention to the impact of windows on home life. If an enterprise wants to be strong, it must be strong in all aspects. There must be no shortcomings in the overall organizational combat effectiveness. If there are shortcomings, it will be repaired and continuously improved.

  When it comes to the last "force", organizational power is the most important. Ren Zhengfei said: Real competition is like sailing against the current without advancing or retreating. The real difficulty is the organization, and it is not too difficult in the front. Strategic power, the boss keeps a clear head is OK; product power, as long as you are willing to work hard and dare to invest, you can make a good product; marketing power can also be learned. However, organizational power is the most difficult. Organizational power is the engine. How to maximize human potential and release human kindness? Drucker studied the word management all his life. The core of management is mechanism. The essence of mechanism is to divide money, and the sublimation of mechanism is culture.

  The next thing to share is the three key departments in the enterprise-the human resources management department, the financial management department, and the quality operation department. People decide everything, first and second things. The person in charge of a company's human resources is basically equivalent to the company's second-in-command. If you want to be a business, you must first find a good human resources director and recruit people for you. If you can't find talents, it will be useless if you have money or projects, so human resource management is very important. Many companies in the Northeast do not have a human resources department. Sayyas’s human resources management now consists of three sections, one is the human resources department, the other is the president’s office, and the other is Sayyas University. Why is it made into three pieces? Because no one can integrate these three parts, they can only play their roles individually and manage them in coordination with each other. Finance is the Department of Finance and Operation Management. If you don't know how to operate, finance can only be bookkeeping, settlement, and reimbursement; financial data must be commercialized, and business data must be financialized. The person in charge of finance must understand operation, strategy, and budget control, otherwise the company has no future. The third department, the Quality and Operations Department, is engaged in quality management, QC, IQC, TQM, process reengineering, and customer satisfaction analysis, including building a networked quality platform and so on. Such a quality operation department is the general manager of the enterprise and must ensure the healthy operation of the enterprise. As a boss, you must carefully study these three departments, which are related to how far an enterprise can go.

  Finally, talk about Huawei's "Four Forces of Cadres". First, understanding. Many employees have "excellent execution ability", and they did not understand the matter, so they went to implement it. The execution is messy, and then come back and re-understand the problem. Not enough IQ, even less EQ. Don't believe that a person with poor EQ but high IQ must have poor IQ. They are linked together. Understanding, you have to figure out the problem first. Second, decisiveness. Eisenhower said: The most difficult thing to be a leader is to make up your mind. Decisiveness is the ability to make firm judgments in the face of complex environments and asymmetric information. The premise of decision is understanding, otherwise it becomes arbitrary. Both comprehension and decision-making can be trained, and we must avoid messy understanding and making wrong decisions under the premise of abundant information. The third is execution, the completion of the steadfast on time and quality. Not many people can do this. The last one is the connection force. Cadres who cannot connect or cooperate cannot use it. Everyone is too limited, it is impossible to cover everything. Division of labor can create value, and collaboration can create value-added. However, people's guilt leads to unwillingness to cooperate, pushing over and taking merit, and the superficial one is behind the other. The Chinese are especially obvious in this regard, they can only fight alone, and there are many contradictions with three people. how to solve this problem? It has to rely on corporate culture to play a role. Twist twists in the context of division of functions. The word "twisted twist" is Huawei's language. Mori Ying invented the "x" and created the "x" organization, which has the same meaning as twisting a twist. People who are connected are scarce, and those who can lead soldiers are scarce, so we have to build a culture of cooperation, a culture of collaboration, and an "x" culture. Sayyas now has many project teams, such as R&D, production, and public relations activities...In addition to their own work, one person can participate in multiple project teams and receive project bonuses. We must forget about the department and create an "x" organization.

  When our organization has grown to a certain period of time, when we forget to explore what corporate culture is, our company may truly have a culture. Culture is not a slogan written on a poster, or a corporate song; culture is more reflected in our hearts and behaviors. Well-trained people, well-trained thoughts, well-trained behaviors, uniformity of officers and soldiers, mutual respect, and their respective strengths...The enterprise is growing, and everyone is growing. Under the infiltration of culture, work has become a happy and fulfilling thing. At this time, the corporate culture has truly landed.

  Thanks for listening to my sharing!




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