企业转型 文献 英文 2021
Enterprise transformation refers to the improvement of business performance through structural changes in business and management. Transformation is systematic, leapfrog, and phased. It is often top-down and involves a series of changes in concepts, organizations, processes, and personnel capabilities. Relying on experience and intuition is no longer effective, but requires a set of scientific methods. methodology. Through the overall transformation of the company's long-term management direction, operation mode, and its corresponding organization methods and resource allocation methods, it is a process for enterprises to reshape their competitive advantages, enhance social value, and achieve a new corporate form. At present, the transformation of most enterprises in my country mainly belongs to the strategic transformation of enterprises. From the perspective of the development of international enterprises, it can be roughly classified into three situations.
One is the financial problems of the company.
This is often the most direct reason for a company's transformation. This kind of transformation is called crisis transformation. The company encounters deep-seated problems and must make drastic changes. In this case, the cost of transformation is very high, and the probability of success is relatively low, but enterprises still need to transform, otherwise they have to wait for death.
Transformation idea: Let the financial department transform from the traditional bookkeeping and control functions to become a management cooperation department that pays more attention to the creation of company value. Through financial data, it can provide managers with a better basis for future business development decisions. Let the financial staff and the company's management have closer cooperation and work together to create the company's value.
Second, there are problems in business operations.
In this case, the company did not encounter great pressure to survive, but just needed to adjust its business. This kind of situation is called revitalization transformation, and it is al
transform英文
so the one that we encounter the most, and this transformation has a higher probability of success.
Transformation thinking: The first step is determination. It is necessary to consider whether the final result of enterprise transformation is for survival or development. Transformation requires boldness and meticulousness in the management operation of the entire enterprise, and the structure requires a certain degree of management strength. The general transformation model is to diversify product categories and sales channels. Improve the product use feedback system, according to the feedback, quickly improve, iterate product quality and enrich product content. Strengthen the human resources management system to make talents more diversified, from offline sales to online first-hand, divide the sales level, formulate corresponding training, improve the overall sales business level, and make the sales sector knowledgeable and professional. Pull the core technology driver, simplify the product production process steps, shorten the product production cycle, improve the product content and so on.
The third is the strategic transformation of enterprises.
It is a forward-looking transformation. In this case, the development of the enterprise is very smooth, but the leaders and decision makers of the company focus on the long-term, pay attention to where the business opportunities of the company will be in the future, and what preparations need to be made in advance.
Transformation ideas: The main forms of corporate strategic transfer include parallel transfer and cross-transfer. Parallel transfer is the transfer of an enterprise from the original strategy to a new strategy of the same kind. Cross-transfer is the transfer of an enterprise from the original strategy to a different type of strategy. The essence of corporate strategic transformation is to create a new market atmosphere through the transfer of service objects, subdivide customer needs, or develop new products to lead the market demand, or to pave the way for a large number of products in the market, develop customer needs, and achieve sustainable consumption. To achieve the ultimate goal of enterprise strategic transfer.
企业转型是指企业通过对业务和管理进行结构性变革，获取经营绩效的改观。转型具有系
统性、跨越性、阶段性等特点，往往自上而下，涉及观念、组织、流程、人员能力等一系列变革，依赖经验和直觉的方式已经无法奏效，而是需要一套科学的方法论。通过把企业长期经营方向、运营模式及其相应的组织方式、资源配置方式的整体性转变，让企业重新塑竞争优势、提升社会价值，达到新的企业形态的过程。当前我国大多企业的转型主要是属于企业战略转型。从国际企业发展的来看，大致归纳为三种情况。
一是企业财务出现问题。
这往往是一个公司转型最直接的原因。这种转型我们称之为危机型转型，公司遇到的是深层次问题，必须大刀阔斧地进行变革。这种情况下转型付出的成本很大，成功的概率相对较低，但是企业仍然要转型，否则只有等死。
转型思路：让财务部门从传统的簿记和控制功能转型，成为更注重公司价值创造的管理合作型部门，通过财务数据，为管理者的未来经营发展决策提供更好的依据。让财务人员与公司管理层有更加紧密的合作，共同致力于公司价值创造。
二是企业经营出现问题。
这种情况下公司并没有遇到大的生存压力，只是需要对业务进行调整。这种情况叫重振型转型，也是我们遇到最多的一种情况，这种转型成功的概率较高。
转型思路：第一步是决心，要考虑企业转型的最终结果是为了生存，还是为了发展。转型对整个企业的管理层运营，架构方面都要求胆大心细，需要企业有一定的管理实力，普遍转型模式是让产品品类和销售渠道多样化。完善产品使用反馈系统，根据反馈，快速完善，迭代产品质量和丰富产品内容。加强人力资源管理体系，让人才更加多元化，从线下销售到线上先手，划分销售等级，制定相应培训，提高整体销售业务层次、让销售板块知识化、专业化。拉动内核技术驱动，精简产品制作流程步骤，缩短产品制作周期，完善产品内容等等。
三是企业战略型转型。
它是一种前瞻性的转型。这种情况下，企业发展很顺利，但是公司的领导人和决策者却着眼长远，关注未来公司的商机在哪里，需要提前做哪些准备。

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