"White paper" evolution theory
- Categories:Past news
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- Time of issue:2021-10-06
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(Summary description)From July 9 to 10, the company held a seminar on Enterprise Culture Upgrading in the conference room of phase II R & D building of Ningxiang headquarters. The seminar was presided over by Dr. Sun Jianyao, a new advantage, and 53 participants from Matsui cadres, general managers of subsidiary companies and representatives of corporate culture executives.
"White paper" evolution theory
(Summary description)From July 9 to 10, the company held a seminar on Enterprise Culture Upgrading in the conference room of phase II R & D building of Ningxiang headquarters. The seminar was presided over by Dr. Sun Jianyao, a new advantage, and 53 participants from Matsui cadres, general managers of subsidiary companies and representatives of corporate culture executives.
- Categories:Past news
- Author:
- Origin:
- Time of issue:2021-10-06
- Views:0
From July 9 to 10, the company held a seminar on Enterprise Culture Upgrading in the conference room of phase II R & D building of Ningxiang headquarters. The seminar was presided over by Dr. Sun Jianyao, a new advantage, and 53 participants from Matsui cadres, general managers of subsidiary companies and representatives of corporate culture executives.
This seminar is divided into four topics, namely, the promotion of cultural concept, the management of mother and child culture, the landing model of corporate culture, and the brand building of corporate culture. The purpose is to comprehensively upgrade the concept of "sharp culture" on the basis of a comprehensive review of the company's corporate culture practice process.
[clear at the beginning]
|Chairman Brian's speech|
Before the seminar, Brian, chairman of the board of directors, combined with the basic experience of the CPC's hundred years of struggle, profoundly explained the necessity and significance of organizing another seminar on enterprise culture for the development of the organization. He pointed out that the purpose of corporate culture research is to unify the thinking of the organization, because only thinking can determine action, and action can determine results. It is of far-reaching significance to reorganize the corporate culture at the key node of Matsui's second entrepreneurship, deepen the understanding of the concept system of "Rui culture", and introspect the organization, team and individual against the concept system of "Rui culture", so as to ensure that all subsidiaries and teams go on the same track.
|Chaired by Dr. Sun|
What is corporate culture upgrading? Dr. Sun pointed out that it is a process from the upgrading of ideas to the upgrading of ideas and mechanisms, and finally to the upgrading of behaviors. It is constantly upgraded in the process of continuous exploration and reflection, and leads changes in the process of perceiving and anticipating changes.
[theme 1: Discussion on cultural concept upgrading]
|Discussion in groups|
With the continuous expansion of Matsui's business field and scale, the concept system of "Rui culture" must adapt to the times to increase and decrease the concept elements and optimize the concept interpretation. After intense discussion and collective voting, the meeting decided to add investment concept, digital concept, audit concept, group management concept and brand concept on the basis of the original system.
At the same time, on the basis of fully understanding the connotation of the existing concept and according to the future development trend, the meeting adjusted and determined the interpretation of the existing concept elements and the new concept elements, so as to make the connotation more precise, the action more clear and the practical operation more instructive. As expected, it was changed from "becoming the leader in the field of high-end consumer coatings" to "becoming the global leader in the field of new functional coating materials"; The enterprise spirit has been simplified from the six spirits of "gratitude, simplicity, focus, responsibility, detail and team" to the four spirits of "gratitude, simplicity, responsibility and cooperation".
[Theme 2: Discussion on mother child cultural management]
|Group representatives share the research results|
According to the industrial and team characteristics of different types of subsidiaries, and in combination with the selection of the group's control mode, the meeting conducted in-depth discussions on what concepts the parent company must strictly abide by and what characteristic concepts the subsidiaries can develop. Cultural unity does not mean cultural identity. While paying attention to commonness, it also encourages the development of individual characteristics. On the basis of this idea, the meeting determined that except the mission, core values, enterprise spirit, financial concept, EHS concept, digital concept and audit concept, the other concepts can be implemented according to their own characteristics.
[Theme 3: Discussion on corporate culture landing model]
|Thought collision scene|
Ideas are refined from practice, and also act on practice. Based on the needs of the company's operation and management, and in combination with the actual situation in which the concept is deeply rooted, the on-site participants, starting from the team and organization levels, considered the good experience and practices in the construction of enterprise culture in the past in terms of managers, employees, strategic plans, systems and policies, effective and sustainable implementation and other dimensions, as well as the specific strategies and methods that can be further solidified or supplemented, and summarized many excellent experiences. At the team level, such as strengthening the values of talents and the evaluation of value practice; At the organizational level, for example, the five-year plan and annual operation and management plan shall be formulated and adjusted in combination with the mission vision and actual situation, and the audit before and after the introduction of the system and policies shall be increased.
[theme 4: corporate culture brand building seminar]
|Summarize the results of the group discussion|
What are the characteristics of Matsui culture? Is it necessary to build Matsui culture brand? How to build Matsui culture brand and make it a sharp weapon for us to continuously win the market? In the last topic of the meeting, each group had an in-depth discussion on the building of corporate culture brand and reached a consensus on the necessity of building corporate culture brand and spreading corporate culture.
[meeting summary]
|Executive vice president Jason made a summary of the meeting|
At the end of the meeting, Jason, executive vice president, made a summary of the seminar: he said that the seminar strengthened the cognition of systematization of corporate culture. From the mission, vision, core values and enterprise spirit to the implementation concepts at all levels, to the strategy, operation, process and business results of the enterprise, the team has unified the basic cognition in the whole process, which lays a foundation for the unity of behavior. At the same time, we also found some models and methodologies of enterprise culture construction, which have a profound impact on the development of the company.
A great cause needs a correct theoretical system to guide it. Matsui enterprise culture manual is the theoretical guide for Matsui enterprise to achieve great success. We need to practice firmly on the basis of strengthening our understanding of ideas (including internal logic and context), constantly study and think in the process of practice, and improve and enrich our theoretical system. Only in this way can we go further and more steadily.
In the short four-day discussion, from the practice review of corporate culture, to the upgrading of cultural concepts, the management of mother and child culture, the exploration of corporate culture landing model, and the discussion of corporate culture brand building, we have carried out Fuller "coloring" and more detailed "filling" in the "Outline" of Matsui culture, thinking in the future and enriching the cultural elements and interpretations. Based on the exploration in the past ten years, we will continue to explore in the process of upgrading the concept of "sharp culture" and solidifying the construction of "sharp culture" in the future to form new knowledge and experience accumulation to promote the realization of the company's strategy, mission and vision.
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