Liu Wei, Chairman of Tastod Construction Group, interpreted the Innovation and Practice of Enterprise culture Theory
Browse number:819 Release time :2017-09-15 15:10:00

What is the enterprise culture? What theories and levels does the enterprise culture contain? What are the main problems that the enterprise culture should solve? Which three stages did Tastod go through in respect to enterprise culture practices? At 6:30 pm on September 11, in the 10th (total 175) Pulpit of Chamber of Entrepreneurship and Development Enterprises Commerce of 2017 sponsored by Dalian Chamber of Entrepreneurship and Development Enterprises Commerce and Guangdong Chamber Commerce of Dalian and undertook by branch of Dalian Chamber of Entrepreneurship and Development Enterprises Commerce, Chairman Liu Wei, as the special guest, combining the building and practice of Tastod’s enterprise culture and the 18000-km journey of culture exploration, made a wonderful interpretation on the innovation and practice of enterprise culture theory for almost one hundred members on the site. All members presented were impressed by Chairman Liu Wei’s speech.

In his speech, Chairman Liu Wei stated that the essence of enterprise cultures is to extend the life span of the enterprise, which it is also the culture of “boss”. The boss should pay close attention to his study, set an example and continuously improve himself. Enterprise culture is the value idea that enterprises believe in and put into practice. In other words, it is the value idea that the enterprise believes in and advocates and implements in practice. Top management should be the preachers of enterprise culture; middle management should be the linker and propagandist of it; staff in the basic level should practice it. Inside the enterprise, the phenomenon of a similar temperament between employees and employees with boss is called same frequency. Same frequency produces resonance, and then forms the unified enterprise culture. Same frequency contributes to the consistent goal and same pace, thus creating a force field of 1+1>2 to jointly resist all kinds of attractive forces outside the force field with the same frequency.

The four theories of enterprise culture include:

1. Enterprise culture “gene” theory. Enterprise culture is the DNA of an enterprise. The value guidance proposed by leaders is “Yin” (transliterated in Chinese Pinyin); and the one which can be accepted by the subordinates is “Ji” (transliterated in Chinese Pinyin). Only when “Yin” and “Ji” match, can “gene” be formed and passed on to the future.

2. “Seed and Earth” theory. The value guidance proposed by leaders is the “seed”; and the subordinates are the “earth”. Only when “seed” and “earth” match, can good results be got.

3. Necklace theory. The core factors of enterprise culture drop on all levels and corners of the enterprise just like pearls. Enterprise culture management is to look for these pearls (cores), and then string them with a thread into a nice necklace.

4. Magnetic field theory. A magnetic field has specific positive and negative poles. The free electrons move toward one direction and then create a strong current. Enterprise culture is like a magnetic field, so what an enterprise proposes and what an enterprise opposes are the positive and negative poles of the magnetic field. Establish the positive and negative poles of an enterprise and the employees will follow it. In this way, a joint force will be formed, which contributes to cohesiveness and reduces the interior expense and improve execution.

The main three problems that enterprise culture solves: First one is strategy. A reasonable strategy is the key to the development of an enterprise. For example, once options and transformation failed, the price will be very high. Second is the unity of values. Unify the goal, unify the thought, unify the voice, and unify the action. Only unity of values can unite people and produce joint efforts. Third is the money, which should be reasonably shared. Salary is the first distribution, followed by “reward”, and the second distribution is very important, since it determines the persistence of enterprise culture and cultural landing.

Four levels of enterprise culture refer to: from the core to the outside are the spiritual level (enterprise spirit, concept, and value), system level (enterprise mechanism, system, process, and specification), behavior level (cultural landing), and material level (brand enterprise).

Enterprise culture practice of Tastod went through three stages: the first stage is “military culture”, which emphasizes absolute obedience and no excuse; the second stage is “responsibility culture” whose core is the integration of people and enterprise, contract, initiative and responsibility. That is, every employee of Tastod knows why they should take responsibility and how to take responsibility; the third stage is “craftsman culture”, the core of which is love and respect for occupation. This new cultural system enables Tastod to enter the stage of professional development and become an internal catalyst for the transformation and upgrading of the enterprise.

Chairman Liu Wei believes that “a solid enterprise culture will constantly increase the vitality, cohesion, power of execution and transformation of an enterprise, which, like a company's patents, intellectual property rights and core technologies, is also the core competitiveness of an enterprise. Happiness is the most profound experience of employees for enterprise cultures.” “Instead of letting employees see the thorns on every flower, cultural management shall let employees see flowers on every row of thorns.” “The future competition is the competition of culture, the competition of ideological system, the competition of executive power, and the competition of learning. Only good people, good ideas, good execution will achieve good results.”

As a national senior enterprise culture master, one of the Dalian hundred entrepreneurship mentors, advanced worker of national enterprise culture construction, advanced individual of top level design and practice at the grassroots level of enterprise culture, executive director of China Corporate Culture Institute, vice executive chairman of Liaoning Province Enterprise Culture Association, director of Civil-Military Integration Committee of Dalian Enterprise Culture Institute, chairman Liu Wei has actively explored the construction and management of enterprise culture for over ten years. Under his leadership, Tastod won the national advanced unit of enterprise culture construction, demonstration unit of national enterprise culture construction, one of the thirty benchmark units of Chinese private enterprise culture construction, excellent unit of enterprise culture innovation, model enterprise of enterprise culture construction, demonstration base of enterprise culture construction in Liaoning province and other honors in enterprise culture in recent years.

The Joint Forum on Chamber of Entrepreneurship and Development Enterprises Commerce was held at the Dongting Lake hall on the third floor of Aulicare Hotel in Dalian. The forum was chaired by Qiu Yue from the Chamber and a simultaneous global webcast was conducted. Nearly three-hour wonderful sharing successfully ended in everyone’s “grateful heart” sign language show.

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