Undoubtedly, the outbreak of the new crown epidemic has become an external force to overthrow dominoes, and in disguise has become a touchstone for the law of the market jungle. The epidemic not only exposed potential problems in the development of enterprises, but also tested the ability of enterprises to adapt to the larger environment. The economic turmoil caused by the epidemic has caused an undifferentiated collective blow to all enterprises. The force majeure factor of work stoppage has basically made the difficulties encountered by all enterprise forms basically the same: lack of logistics, lack of employees, and lack of raw materials.
However, in the face of the same incident, the response of enterprises is different. If the response is quick to survive, the slow response may be eliminated. For example, during the “SARS” period in 2003, the catering industry across the country was hit hard, but Xiabuxiabu seized the opportunity and launched one person, one pot. “Did you feed today?” The reputation spread for a while, setting a dining record of 2,000 daily visitors.
Although many people believe that cross-border and transformation are the “last resort” of enterprises at very moments, in fact, the epidemic is only the last straw that crushes enterprises. All accidents are inevitable. The world is already undergoing tremendous changes. The occurrence of a major event only accelerated the arrival of changes.
The internal logic of enterprise transformation
First, the continuous growth of environmental uncertainty makes the linear development path of enterprises unsustainable. Former U.S. Treasury Secretary Rubin once said: “With regard to the market, the only certainty is uncertainty.” This sentence became a famous saying. The great abundance of commodities has increased the voice of customers. The accelerated development of science and technology has brought about the rapid discovery and invention of new knowledge, new concepts, new methods, and new technologies. The advancement of technology has connected the global economy into a big network. In the past, many companies encountered low growth and volatility, thinking of reducing inventory and reducing costs, hoping to survive. But in the future, all crises will not come from changes in the historical cycle, and the traditional linear thinking model is obviously unable to cope.
Second, the industry has no borders and melee, so that all experience and accumulation may be subverted and cleared at any time. If we say that the industrial boundaries in the past were clear, the roles were clearly divided, and the industries did their own things, as long as the industry focused on its own one-acre three-point land, you could sit back and relax. Now, not only the boundaries of the industry are blurred, but the vigorous development of the new economy and new formats has also allowed the industry to divide. I don’t know the enemy and I can’t find the road signs. The challenges that companies face today are no longer limited to the industry alone, and no one knows where the next “killer” is.
Third, the organizational forms of enterprises under the industrial economy are incompatible with the information economy era. In the traditional industrial economy, enterprise organizations are mostly pyramid-style bureaucratic organization models. Such management and control philosophy and organizational structure are no longer suitable for the information economy era. The Internet connects all people, money, and things, and flatness, platformization, and modularization have become new features. The traditional linear and bureaucratic organizational system has the advantages of rigorous design, stable structure, and highly integrated organization. In the era of information economy, it has brought bloated, rigid systems, and overwhelming people.
Various changes have shown that deformation and elasticity are the key words for the future development of enterprises.
Different deformation methods and trends
Different enterprises have different ways, states and trends of “deformation”. For state-owned enterprises, the transformation to a mixed economy is irreversible in the foreseeable future. Furthermore, the historical process requires state-owned enterprises to assume more social responsibilities, transform state-owned enterprises, and turn them into socialized enterprises, which will become the benchmark for the future transformation of state-owned enterprises. Small and medium-sized private enterprises with a large volume and a wide range will be forced to become lonely in the crisis, and the survivors under the big waves will participate in the re-adjustment of the industrial chain and become a supporting link. Most of the small and medium private enterprises themselves are labor-intensive enterprises with low added value and fierce market competition. Since the outbreak of the epidemic, on the one hand, shrinking demand has blocked the old road of small profits but quick turnover. On the other hand, the costs of materials, labor, and financing have continued to rise. The prospects are imaginable. To survive, we can only rely on the rapid resumption of work and production, and make full use of the flexibility of the “small ship to turn around” to embed ourselves in the new industrial chain integration. Offline traditional enterprises must adapt to the industrial Internet trend as soon as possible and accelerate the integration of online and offline.
Offline companies are mostly labor-intensive companies and suffer the most. If they can switch consumption scenarios (on-site) while reducing manpower, or can “borrow” resources from society, their adaptability will inevitably become stronger. For example, Fan Wenhua, a facial care brand, has 4,000 offline stores and 16,000 nurses. When the epidemic hit, business stopped suddenly. The boss thought that when there was nothing to do at home, it was also the best time for facial care. So he mobilized these 16,000 people to shoot small videos and deliver them to customers, and online guide customers to do care at home, which also gave birth to a lot of product demand. For technology companies that accompany the information economy and network economy, they can seize opportunities in time and take advantage of the situation. Ibsen said: “The real strong are good at finding shadows from good times, finding light from adversities, and always aligning their goals.” For example, telecommuting, various electronic solutions, and other information industries, or starting to try their best It has entered a full-scale outbreak; another example, the “safety demand” that has been almost forgotten in the corner of this epidemic has been stimulated like never before, and it is even better than the “SARS” in 2003. Anti-bacterial air conditioners and automatic disinfection door handles Various safety products will enter daily family life from the medical system.
Obviously, different companies face different directions and paths of transformation. It can be seen that the deformation and elasticity of an enterprise is not to follow the trend, but to be retracted, retracted, and retracted freely. The purpose is to establish a flexible mechanism for companies to “settle their lives”. Not only requires “change” and incorporates change into the company’s strategic arrangement-only by incorporating “change” into the strategic system can the company seeking change follow the rhythm of the situation; it must also keep its “soul” and stick to its original aspirations, and move toward the “eternal north” The goal of relentless progress-all walks of life are competing for the flow. If you are led by a variety of temptations while you have a panoramic view of the scenery, you are likely to be careless and lose everything.
It can be seen that companies must not only know where they are going, but also know how to refuse temptation and overcome greed, to ensure that they are always on the right track to the “eternal north”; they must also upgrade their core competitiveness, which is a gimmick. , “Explosive stores” without core competitiveness will be the first to be abandoned by consumers. This also shows that in the turbulent tide of situation, if you do not advance, you will retreat, urging enterprises to stay vigilant at all times, to innovate, to transform, and to upgrade their core competitiveness. After all, no matter how attractive business imagination is, it will be empty without a foundation. In addition, there must be a flexible duplex organization to match it.
Whether it is online collaborative office or the rise of individuals, it is revealed that the most advanced organizations in the future must not be traditional “company” structures, but those that can aggregate and disband at any time. This kind of duplex organization is based on “modules” that can independently provide services at different levels, builds “modules” according to dynamic market demand, flexibly reorganizes to create different functions, and forms dynamic capabilities, thereby calmly coping with uncertain environments.
The epidemic is a big test for all companies. For passive followers, it may speed up their exit speed, but for those fickle companies, it is an opportunity for tempering and tempering. “The sword comes from sharpening.” After the baptism of the war epidemic, a group of companies that dare to change and are good at change will surely rise and reshape the market structure.