Where Is The Leading Strategy Of Western Enterprises?

There are two main points in the skeleton, one is specialized operation, the other is the closed-loop strategic cycle capability, and the high closed loop, PDCA (plan execution check again action) has annual cycle, quarterly cycle, weekly cycle and daily cycle, and even has a finer cycle. Every PDCA cycle on the microcosmic can be learned once, and the organism can learn once. Under the cooperation of the IT system, each of the most microscopic PDCA cycles can produce a lot of data. Data and data mining and analysis can make the enterprise group produce the organizational intelligence quotient, but the main function of this organization's intelligence quotient is not to let the enterprise group look at the world more intelligently, but to carry out a closed loop strategic cycle with the same orientation wisely. It can be seen that the essence of western strategy is

Therefore, not all the top 500 enterprises in the world are all specialized, but they have basically formed such a strategic mode: before wildcat type drilling, followed by trial and error opportunity mining, with specialization capacity enlargement.

The window has expanded the chance to become an industrial platform, followed by massive injection of resources, and finally repeated the above practices to form the PDCA cycle.

But why can't Shell's situational planning be implemented in the west? Essentially, Shell is an oriental enterprise, investing everywhere and making money trading everywhere. Therefore, it should be speculative and professional, not only to develop but also to exploit loopholes. It makes a profit of grouping and gains a lot of profits, that is, to earn a multi-level profit.

But the two strategic nature of eastern and western enterprises are totally different and incompatible, so Shell's scenario planning is difficult to carry out in the West.

Through the East and West

The analysis of the characteristics and the analysis of the core of the profit source of the East and west enterprises can clearly see that it is not the problem that the eastern enterprise groups are not specialized. Rather, on the road of specialization, our eastern culture, political structure, population quality, political shape, social operation and so on do not support this practice.

They go in.

The association is based on the unique social network of the East, the human relationship network, the relationship network and the information network.

Industry regulation, information disclosure, fair trade and antitrust are not exist in front of this powerful social network, so this has become the essential reason for the eastern enterprise's multi-level strategy to win the Western specialization strategy.

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Like a highly coordinated athlete, multiple muscle groups combine instantaneous and even light speed to make joint force, and operate in the same direction, vectorization and guidance, so that explosive power can reach the height that human beings can not reach.

It is not like the lack of exercise and the inconsistency of sports orientation between muscles, resulting in the dispersion of internal friction and sports power.

The high degree of coordination generated by static strategies in the west is in fact the essence of western strategy. Under such a closed environment, resources are rapidly mobilized, integrated and exerted, and the huge resource catching effect, opportunity magnifying ability, opportunity industrialization and even industrial belt generated by unimpeded, no rejection and integration capabilities are neglected in the past.

Therefore, whether GE or IBM, there are rules behind the success of these companies. They are all professionally specialized. Once the western enterprises have formed this capability, they will earn professional profits, and it will be easier to dig deep pockets. WAL-MART is a vivid example (see "WAL-MART's seven tier advantage").

Everyone will say that the company will have that idea when they reach that point. In fact, the strategy of WAL-MART is Sam.

Mr. Walton made it before he died, but his professional manager made it more and more sophisticated.

It can be seen that in addition to the Western adoption of the analytical strategy and the difference in the Eastern construction strategy, the most essential feature of western strategy is the formation of strategic orientation capability or strategic coordination capability through the large closed cycle, and the ability of strategic focus and strategic resource matching and matching. It is these strategic capabilities that have contributed to the profit source of Western specialization.