First, I mistakenly believe that amoeba management is a ready-made tool.
Some business leaders saw some irresponsible propaganda, hoping to use amoeba management to free themselves from busy work and become shopkeepers of cutting. Such a leader's understanding of amoeba management is one-sided, but he doesn't understand that amoeba management should be based on altruistic philosophical spirit and take the diligence spirit as the soul as no less than anyone's efforts. The leader may take the lead in setting an example and successfully practice and introduce it.
There are also some business leaders who believe that the introduction of amoeba management is the work of the planning department and is completely handed over to subordinates to promote it. This practice of ignoring layer-by-layer conduction eventually leads to the failure to promote the introduction of change.
There is also a situation that most entrepreneurs are easy to fall into, because China is in a period of medium and high-speed development, so we must spend a lot of energy and financial resources to introduce amoeba management, hoping to get immediate results, but once we fail to see the results, we will lose confidence and patience, thus gradually marginalizing or even giving up this reform.
The common feature of these operators is that they equate amoeba management with a tool and think that it can be used by enterprises as long as it is used. This idea is bound to hit a wall in the process of importing, making operators think that this is a tool that is not suitable for them, and then give up hastily.
Second, there is a lack of understanding of the current situation of business philosophy.
Kazuo inamori's Kyocera Philosophy and Amoeba Management are two complementary sides. Without either party, the other party is not established. However, many operators who introduced amoeba management did not realize this.
(A) only the introduction of amoeba management and neglect of philosophy
One of the most important reasons why many domestic enterprises failed to introduce amoeba is the lack of effective cultural system. Why can companies in kazuo inamori succeed? Because this management model needs to be based on the business philosophy of respecting heaven and loving people. Without the cultivation of the philosophical system of respecting heaven and loving people, it constitutes a strong cultural support. Once the amoeba is introduced, it is likely that each business unit and each independent accounting unit will act in their own way, forming barriers and hindering the daily operation of the company.
(B) equate business philosophy with dogma
To be an amoeba, you must have a business philosophy as the basis. But what if someone doesn't believe me? Especially after 90 or even 00, they entered the workplace and grew into the main force. The character background of this generation is advocating freedom and hating dogma. If it is not appropriate to leave, will it really be good for business operation in the long run? It's really hard to say At present, the world outlook environment of China and Japan described by kazuo inamori has the double dislocation of country and time and space, and it is hard to be accepted and has the due effect.
Kazuo inamori's philosophy is a philosophical avenue based on truth, goodness and beauty. In different countries and regions, different times, we should adopt different ways of communication, and kazuo inamori's philosophy should not be solidified, rigid and dogmatic.
Third, too superstitious about "original" amoeba management, so it is mechanical reproduction.
Amoeba management is the way of management. It needs to be adjusted according to the actual situation to be universal. For example, in the division method of enterprise amoeba, the principle of "three meters prosperity" is to meet the needs of "independent accounting" and "internal transaction" The above three principles can only be counted as one of the necessary conditions, not a sufficient condition. In practical application, we should consider the more comprehensive actual situation.
For example, a pesticide production enterprise directly turned the production workshop into an amoeba. The equipment and processing conditions of the workshop are defined by the technical department in advance, and the production personnel must operate in strict accordance with the requirements. Such amoeba has almost no business space except for complicated accounting and upstream and downstream transaction costs. The condition of division is met, but the meaning of division does not exist.
In the amoeba management system, the three principles are to increase income, reduce costs and improve production efficiency. In some enterprises, the internal market price is almost fixed, so it is impossible to significantly increase the income for the next link and significantly reduce the procurement cost for the previous link. Therefore, amoeba operators have only two choices: one is to reduce the cost of this link; The second is to improve production efficiency. In other words, amoeba aims to save cost and efficiency. If the enterprise is a long value chain (Kyocera is a short chain) (such as the automobile industry) or the market price fluctuates frequently, it will cost huge internal transaction costs to establish and maintain the internal price system. Can we formulate more direct management improvement methods for core cost saving and efficiency improvement? This requires flexible adjustment according to the enterprise's own situation.
Fourth, the understanding deviation of accounting purpose.
Amoeba organization accounting is the core of amoeba management. However, Mr. kazuo inamori has repeatedly stressed that the accounting results are not linked to employees' income, but are given spiritual rewards. Mr. kazuo inamori's choice of doing this has extremely strict logic and consideration, so as to ensure the long-term and healthy continuation of this system.
In the process of introduction, operators are not armed with systematic management thinking, only thinking about quick results and short-term stimulation of performance, especially the attraction of high material and high positions. At that time, employees were very active. If the performance declines, the treatment of employees will be greatly discounted, resulting in a gap in employees' mentality and a significant decrease in employees' enthusiasm for work. Such a huge gap is likely to cause the ideological ups and downs of employees, laying a hidden danger for the implementation of the amoeba business model.
Corresponding to the above case, amoeba business accounting has nothing to do with assessment. This is difficult to really mobilize the enthusiasm of employees in the current domestic assessment and encouragement atmosphere. Even with the influence of kazuo inamori's concept, it is still difficult to fully mobilize the management consciousness of employees. In this way, the ultimate amoeba management only increased various accounting costs and did not play its due role.
Fifth, I mistakenly think that the more complicated the management model, the better.
Like many good management models, the amoeba business model has become more and more complicated. The principle of amoeba business model should be found from the most basic principles of economics and management, not too much. The more, the less it can be called "principle", and the worse the overall usability and adaptability.
Due to the efforts of researchers, there are naturally more and more "knowledge and experience" about the business model of amoeba; Due to the large number of implementers and the continuation of amoeba management practice, the above-mentioned "more" naturally doubled. Today, the number of "amoeba mode" in front of learners has far exceeded the number needed for enterprise management improvement. For example, in business accounting, Mr. kazuo inamori's original intention was to simplify the business performance records of Amoeba so that everyone could "keep accounts and audit accounts", but today it has become so complicated for some experts that professional accountants feel headache. In the eyes of learners, what is complex and difficult to learn may be the most classic; Among trainers and consultants, those who can show their skills best are those who are complicated and difficult to understand. Complexity, which should be one of the important reasons why the amoeba business model has not achieved the expected results after being introduced into many enterprises.
Undeniably, complex things may be more perfect than simple things, but if this perfection is not enough to offset the cost of learning, implementation and implementation, this complexity is meaningless, which in itself violates the purpose of improving management efficiency. What's more, all complexity has a basic disadvantage: it drowns the truly most valuable things, makes the most valuable things ignored, or fails to give full play to its effectiveness because of insufficient investment.
Amoeba management is a management philosophy brought by Japanese kazuo inamori, which is related to the change of the whole enterprise management mode. Therefore, before importing, we must thoroughly study and compare the actual situation of this enterprise. If you are not energetic enough, you can seek the assistance of a powerful and experienced consulting organization to establish a correct way of cognition and introduction. ?
Shandong Qiushi Daming Management Consulting Co., Ltd. is the only professional consulting organization in Shandong Province that focuses on improving the efficiency of manufacturing industry, and it is also one of the earliest consulting organizations engaged in the research and practice of amoeba management. Through years of research and practice, our understanding of amoeba management and our practice combined with the actual situation of enterprises have reached the leading level in the industry, which can guide enterprises to introduce amoeba correctly and effectively, avoid unnecessary detours and traps, and quickly reach corporate vision.
Through years of research and practical experience, we divide the management of Amoeba into three modules: philosophy system introduction, department accounting system introduction and management digital analysis, and extract the original five-step method of organization division, internal pricing, accounting statements, management announcement and management incentive, taking into account the synchronous development strategy of "Tao" and "technology" to help you successfully build a happy enterprise with sustainable and healthy development.