The State Of Mind Of Entrepreneurs

Small boss talks about business, big boss talks about project, entrepreneur talks.

As for the realm of business operators, I have summed up a popular saying: "small boss talks".

Personality determines personal realm.

It is his personality that fundamentally determines the entrepreneur's personal realm.

I have always thought of a successful one.

The mode of thinking determines the realm of thinking.

The mode of thinking directly determines the state of mind of entrepreneurs.

No matter where the enterprise is at any stage of development, the thinking mode and strategic vision of the business leaders directly determine the future and destiny of an enterprise.

Of course, in practice, different stages of enterprises, enterprises of different industries and enterprises of different sizes, their leaders' thinking patterns and strategic thinking will often show different specific characteristics, starting points are different, and concerns are different.

For example, in the different stages of the life cycle of an enterprise, there are obvious differences in the starting point for entrepreneurs to consider problems.

At the beginning stage, we consider "how to survive"; in the early stage, we consider "how to grow"; when we consider the growth period, we should consider "how to grow"; when we are in the period of steady development, we should consider how to be strong; and once we enter the recession, we must consider how to pform.

For example, entrepreneurs of different sizes will have different focus of attention.

Small businesses are concerned about "good products"; medium sized enterprises are concerned about "good teams"; large enterprises are more concerned about "good mechanism"; and leading enterprises tend to pay more attention to "good culture".

Successful entrepreneurs often have some typical similarities in their thinking patterns.

If we consider the basic problems, we usually start with the basic logic of "why, what and how"; in terms of management, we always focus on the three key themes of "profit, growth and risk control" and coordinate the relationship between the three; while dealing with strategic issues, we grasp the keynote according to the three elements of "direction, path and rhythm".

Almost all leading entrepreneurs, when planning long-term development of enterprises, generally adhere to such a development thinking. We generally call it "eating in bowls, watching in the pot, planting in the ground".

The successful practice of some benchmarking entrepreneurs in China is very demonstrative.

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Mr. Liu Chuanzhi, the founder of Lenovo, has always advocated that management is to "enter the mold". The three element of this model is "team building, strategy and team".

Ren Zhengfei, the founder of HUAWEI, advocated "wolf culture" in early years, that is, the three core values of HUAWEI: market orientation, efficient implementation and teamwork.

Mr. Zhang Ruimin, the outstanding leader of Haier, founded the "OEC management law". Its main points can be summed up as: comprehensive planning, responsibility to people; whole process control and assessment to heaven;

Mr. Ma Yun, founder of Alibaba, repeatedly stressed the value criterion of "customer first, employee second and shareholder third".

Mr. Wang Shi, the legendary pioneer of Vanke, has put forward a series of core values since 1988: "customers are forever partners, talents are the capital of Vanke, the system of lighting up by sunshine, sustained growth and leading", and finally create hundreds of millions of scale businesses.

The realm of thinking is embodied in the concept of core competitiveness.

The state of mind of entrepreneurs will be concentrated on their position and conception of the core competitiveness of enterprises.

In the past 15 years of management consulting career, based on a large number of enterprises' practical experience and their long-term follow-up research, I constructed a core competitiveness model of modern enterprises, that is, the core competitiveness of enterprises = leadership ability.

First of all, leadership is the "soul". The level of leadership of entrepreneurs and management teams will directly determine the competitiveness of enterprises and the future of their development.

Secondly, organizational capability can be divided into three aspects: first, the innovation power of business mode, which is the "gene" of the core competitiveness of enterprises. The most fundamental condition for an enterprise to become bigger and stronger is that its business model must have vitality and can not have obvious congenital defects.

Second, the innovation power of management system, which is the "body" of the core competitiveness of enterprises, and effective management system, can form a dynamic enterprise organization.

Third, the core technology innovation, this is the core competitiveness of enterprises "blood", without core technology driven enterprises, is like a person's blood flow is not smooth, even blood stasis, the consequences of course is self-evident.

If we want to cultivate various elements of the core competitiveness of enterprises, we must continue to innovate the enterprise system.

There are two basic laws to make an enterprise: one is "no progress is to retreat", the other is "two lives".

Therefore, we must constantly innovate in order to constantly break the bottleneck of enterprise growth.

The essence of innovation is to balance interest relations through the institutional innovation at all levels and in all fields, coordinate resources integration, optimize resource allocation, and improve input and output.