The essence of LED enterprise competition: the efficiency of knowledge generation and transformation!
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On the surface, it is difficult for successful companies to have a common competitiveness. But in such a rapidly changing era, the competitiveness of all enterprises is gradually converging: the essence of enterprise competition is the efficiency of knowledge generation and transformation.
In the high-tech industry, I am afraid no one disputes this statement. For example, Huawei's climb to the top of the world is inseparable from its strong R&D and innovation capabilities. However, will the efficiency of knowledge generation and transformation be the essence of competition for traditional industries with low technological content?
The catering industry seems to be incompatible with the generation and transformation of knowledge. The most recent innovation in the catering industry is the rise of the food delivery business. Some people say this is just O2O. How much technical content can it have? But don't underestimate this O2O, which means that our eating behavior has been digitized for the first time. Digitization can be analyzed, knowledge comes into play, and this is just the beginning. Everyone knows the relationship between diet and health. If health data is collected, how to customize diet based on health requirements?
This requires knowledge of health and nutrition, which determines the development of new dishes. Therefore, a seemingly traditional industry can also be driven by knowledge. In fact, the more it seems that industries with low technological content, the more opportunities there are to improve competitiveness through knowledge injection.
Then, how to improve the efficiency of knowledge generation and conversion? There are three issues that must be resolved.
Question 1: How many knowledge workers in the company are engaged in knowledge generation and transformation?
Management master Drucker historically put forward the concept of knowledge workers. Since he put forward this concept, the proportion of enterprise knowledge workers has been greatly increased. However, are these knowledge workers knowledgeable workers or workers engaged in knowledge generation and transformation? How many knowledge workers are actually engaged in "mechanical" work? These tasks are just repeated continuously, without challenge and without change. Business operators should not be confused by the academic structure on the employee roster, nor should they be confused by the so-called prestigious schools. Most knowledge workers do not have the ability and opportunity to generate and transform knowledge.
The first step to improve the efficiency of knowledge generation and transformation is to turn knowledgeable workers into those who can truly generate and transform knowledge. This requires companies to completely transform the existing execution-centric management and operation system into a management and operation system centered on exploration and innovation. People are not to operate this system, they are constantly creating and upgrading this system. The veteran innovation company 3M has long encouraged employees to use the company’s laboratories to engage in projects of their own interest; Google also allows employees 20% of the time to form a group to start a business; Haier takes employee creation and organization platformization as a transformation direction. Guangdong enterprises, which have always led the trend of change, have created a new model of enterprise development based on fission entrepreneurship. CVTE and Fenix are examples of them.
Question 2: How strong is the integration and transformation of external knowledge of the enterprise?
The knowledge entrance of traditional enterprises is very narrow. The input and generation of knowledge depends on the internal research department, or the input of new knowledge is realized through limited external cooperation.
Nowadays, the Internet offers the possibility of using global knowledge and wisdom. In 2000, Lafley was appointed as the CEO of Procter & Gamble, and he changed the name of Research & Develop to Connect & Develop. In Lafley’s eyes, P&G not only has more than 9,000 R&D personnel, he also regards the approximately 1.8 million R&D personnel scattered around the world as his own employees. In this way, P&G has approximately 1.8 million R&D personnel. personnel. He set a goal to introduce more than 50% of external innovations by 2010, but in 2006, he had already achieved the set goals.
Procter & Gamble’s Lianfa is essentially a crowdsourcing activity, that is, using global wisdom to solve enterprise-specific problems. In fact, crowdsourcing will become a new intermediate organizational model between the market and the enterprise. A large number of specialized positions and knowledge workers will choose to undertake projects on a crowdsourcing platform instead of relying on an enterprise. An enterprise that cannot use the wisdom of crowdsourcing will gradually become unavailable. Regarding crowdsourcing, Haier also put forward the slogan of "Let the world be our human resources department and let the world be our R&D center", and realize crowdsourcing and open innovation through the dedicated crowdsourcing platform HOPE.
Question 3: How strong is the integration of knowledge across borders and conversion?
The Internet has completely changed the form of products and services. Now customers are no longer satisfied with the traditional simple product procurement model, but are pursuing personalized and integrated solutions.
A manufacturing company used to purchase injection molding machines, and they installed, debugged, and maintained themselves. Now, when a company purchases injection molding equipment, they hope that the manufacturer can provide not only equipment, but also a package of personalized services such as automated feeding, real-time working condition monitoring, maintenance and upgrades required for intelligent manufacturing. At this time, it is far from enough for manufacturers to have only the knowledge of manufacturing injection molding machines. It also needs the ability to design intelligent manufacturing systems, the ability to analyze the Internet of Things and big data. At present, Guangdong Bochuang, a leading company in injection molding machines, is providing intelligent injection molding integrated solutions for Midea and other customers based on this thinking, which has been highly recognized by the market. In the past, knowledge was divided vertically according to the industry. Today, knowledge is integrated across borders according to customer needs, which precisely provides a huge space for enterprise innovation.
Back then, Mr. Drucker's classic three questions provided a very insightful framework for our short-term, mid-term and long-term strategic thinking. Today, the new three questions about the generation and transformation of knowledge provide a systematic perspective for companies to build the competitiveness of this era. The quality of thinking about these three issues determines whether we can obtain "ferry tickets" to enter the new commercial civilization, and also determines how far we can sail in the new commercial civilization.
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