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Why China Lacks Qualified Managers?

2011/8/11 16:00:00 34

What is the most scarce resource for enterprises and their organizations?

I think it is "competent managers", including the heads of departments, the leaders of various functions, and the corporate decision-makers who are responsible for the overall performance of the company, instead of capital, technology, institutions, markets, products, etc., and even as "rushing between enterprises and enterprises, thinking between capital and performance, between ideas and realities". Those of us who are engaged in business change management consulting and integrated investment management feel that "capital surplus, technology surplus, system surplus, market surplus and product surplus".

In other words, these surplus "enterprise resources" "spoiled" the five stubborn diseases of Chinese local managers.

1, excess capital has led to the manager's "low value-added capability".

Capital turnover rate

(the ratio of operating capital to sales) is 1/5 of industry leaders in Europe and America. What is even more frightening is that "not ashamed and proud" formed the investment driven thinking of "throwing money into performance" and deviated from the background of "consumption pulling thinking with wisdom".

That is to say, Chinese managers can make us $3 in sales of US $1 of operating capital, so European and American industry leaders can do 15 US dollars.

Recently, I was busy with the merger and acquisition projects of three foreign enterprises and Chinese local enterprises. I heard that the words "money is not a problem" by the managers of local enterprises are the most important words of multinational enterprises.

Did Chinese enterprises or government organizations really get enough money to spend?

This is the bad habit that China has developed over the years in the business development environment.

2, technology surplus leads to managers' "lack of learning in many tests and less learning", which Chinese local managers have heard or known.

management technique

The industry technology, product technology and so on are not different from those of European and American managers. They only take the 50 mainstream management techniques as examples, even higher than their 12% percentage points. The most terrible thing is that "no deep application and superficial taste" is the death penalty for all kinds of management technology tools: it is not suitable for Chinese characteristics and national conditions.

That is to say, the life span of any management tool in Chinese enterprises and government organizations is very short, which is very impractical.

This reminds me of the composition of the college entrance examination of our age. "Ten wells are better than digging a well", so is the application of management technology.

Chinese managers do not know much about knowledge, but also know many things. But to truly understand these things, we need to experience and understand in action.

3, excessive system leads to managers' "

Self competence

But the Chinese enterprises or government organizations are often judged as "the system is imperfect and the process is missing". In fact, it is the lack of the ability of Chinese managers to integrate their own ability and the process system in the specific operation practice, and even the "zombie manager" or "bureaucratic power" in local enterprises.

All those who are familiar with the performance of enterprise management are clear that "process system + Manager Operation" plays a role in the management of "human property and credit". However, Chinese managers do not invest their enthusiasm, wisdom and methods into the development of the process system and the improvement of management efficiency. Even managers can easily jump to the "process system" to destroy the system process and modify the process system to suit their own habits.

4, excess opportunities lead to the existence of managers who "pay no attention to external opportunities and neglect internal system benefits". In other words, the benefits of their organizations are not produced or created by managers' resources, but are waiting for them to come out. The environment has led to a more profitable way of "waiting for the moon than positive innovation".

Under such circumstances, managers will not calm down to cultivate core competitiveness -- create the real ability to go global.

For example, the Japanese have no quality, they create the TOYOTA manufacturing method in the absence of the market environment, and so on. Samsung creates the core competence of fashion design. Why can't China come out of such things, because China doesn't need core competence to earn money.

5, product surplus leads to managers' attention to new products, short value chain management, not heavy product long value chain, deep industrialization, commercialization and global operation, such as Coca-Cola's operation of ordinary carbonated drinks to every street and lane in the world, and a lot of ingenious development and implementation in production mode, logistics mode, Tui Guangmo style and brand mode, so Coca-Cola's core competitiveness is not product level but industrial level.

But the thinking of Chinese local managers is mostly studying the level of value chain of research and development of new product development, or the quality and cost of manufacturing links, but the work done in the commercial links is far from enough.

It is China's national resources that do not support the competitiveness of research and development and manufacturing, but in the business sector, innovation is the real advantage of the Chinese market.

Therefore, China has not been able to have real managers in the past 30 years, and the environment for shaping real managers is just beginning.