Pharmaceutical enterprises should attach importance to the shaping of business philosophy (I)

There is a popular saying in the Japanese pharmaceutical industry: it's a daydream to have a goal but not to act; it's a nightmare to have an action but not to act Life is like this, so is the management of pharmaceutical enterprises Setting a vision, mission and strategic goal is objectively the starting point for turning daydreams and nightmares into reality Here we have to ask ourselves: does the development of an enterprise really need a clear vision, mission and strategic goal? This shouldn't have been a problem, but maybe it's not only a question in the mind of the author, but also in the minds of the senior managers and even the general employees of most enterprises Vision, mission and strategic goal are "foreign products" after the reform and opening up In the negotiation and contact with multinational enterprises, foreign parties always highlight the vision, mission and strategic goal of the enterprise in the enterprise introduction or oral communication, which has been learned by Chinese enterprises over time But so far, there are not many enterprises that really understand the essence of these core business concepts, and there are few enterprises that realize the function and value of these core business concepts Therefore, formal learning is more important than substantive learning, and most of them are used to decorate their appearance As time goes by, middle and senior managers, ordinary employees and even leaders will think that "core business philosophy" is nothing more than this Because of this, the mission, vision and core values of China's 5000 pharmaceutical enterprises and 20000 pharmaceutical commercial enterprises are very similar Most of the words such as innovation, development and people-oriented are difficult to reflect the characteristics and development stages of the pharmaceutical industry, not to mention the differences in development strategies The phenomenon of plagiarism such as "fools see their neighbors during the Spring Festival" is very common All over Therefore, such a core business philosophy is difficult to impress middle and senior managers and ordinary employees, and also can not attract customers In terms of decision-making and resource allocation, the leader runs counter to the vision, mission and strategic goal of the enterprise, or at least "two skins", as the saying goes, "one set, one set", which makes the key employees and even the general employees and customers feel that the company has not allocated resources according to the vision, mission and strategic goal set by themselves, so the company is more and more far away from the vision set by itself , mission and strategic objectives It's hard to accumulate resources and unite people The reason for the above three results is that the leader does not understand the value and role of the core business concepts such as vision, mission and strategic objectives, so he does not attach importance to them Then, when determining these core business concepts, he completes them in a cursory manner, which is not consistent with the actual situation of the enterprise or the result of consensus of the backbone Must an enterprise have a clear vision, mission and strategic objectives? The answer must be yes No matter the size of the enterprise or the stage of development, if an employee has a vision, mission and strategic goal in mind, you can feel that his or her eyes are bright when he or she is working (working) and his or her mind is clear It is different from the working state of "one day and one clock bump", especially in the unusual situation, when there is no precedent, no system constraint, no process specification or even no standard to do a good job, the result of whether there are core values in employees' mind will be very different In the initial stage of an enterprise, the direction is not clear, and there are not many employees In this case, the leader can lead the employees to work with his own diligence and keen hand to the market At this time, whether the vision, mission, core values and strategic goals play a role is not obvious When the enterprise has a certain scale, the leader can't do it by himself or by hand, because you don't have time to plan, think, summarize and arrange the work when you do specific things In this period, there should be a clear division of labor, functions and responsibilities, relying on the system and process At this time, whether the vision, mission, core values and strategic objectives have any effect is slightly more obvious than in the former case, but it can still survive and develop under the condition that the business is not complicated and depends on the system and process constraints When the enterprise moves towards multi industry and multi-layer and complex organizational structure, and the knowledge and practice involved are far beyond the leader's ability, the system and process are difficult to cover all businesses and links, and the behavior of many posts and employees and the resolution of most problems are not within the leader's vision, especially the business environment, rapid changes in industrial policies, strong uncertainty In the case of fuzzy industrial development direction, it is difficult for the strategy, organization, system and process to adapt in time and accurately In this case, if the enterprise has a clear vision, mission, core values and strategic objectives, the adaptability will be strong, and the employees in different positions will know how to do it is valuable and positive for the enterprise This is the value of core business concepts such as vision, mission, core values and strategic objectives 1 Building the cornerstone of corporate belief So far, in the process of marketization, the business community has basically reached a consensus on the following matters: enterprises that can live for a long time and spend spring, summer, autumn and winter must be cohesive enterprises How to make the enterprise cohesive? Money incentive is necessary, but it is also the easiest to operate, is the external incentive The belief system is the core of organizational culture, while vision, mission, core values and strategic objectives are the core of belief system This is the fundamental reason why excellent enterprises such as Huawei have been committed to maintaining and following the vision, mission, core values and strategic goals for a long time 2 The basis and guiding principle of resource allocation Where will the resources be invested when the second year of operation is arranged at the end of each year? How many? It seems simple, but in fact it embodies the ability of enterprises to grasp the business environment, direction and rhythm The right way is to rely on the vision, mission, core values and strategic objectives to determine the annual resource approach, because these core business concepts are the result of corporate consensus and deliberation In recent years, due to the professional reasons, the author often attended the annual strategy and management meetings of some pharmaceutical enterprises, and found that these pharmaceutical enterprises have various resources to allocate Some pharmaceutical companies invest a lot of resources in the field of "cash cow", because they contributed most of the profits and cash flow in the last year; some pharmaceutical companies invest limited resources in the field of "thin dog", hoping to recover the declining sales revenue; some pharmaceutical companies turn a deaf ear to the analysis of strategies and business departments, and the leaders distribute resources according to their own habits and hobbies 。 As you can imagine, in fact, as long as your vision, mission, core values and strategic objectives are reliable and can stand the test, according to these core business concepts, there will be no major problem and the value will be accumulated.