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在企业运营管理中做出任何改变都不是一件容易的事情。改变可以大到整个公司的组织架构调整或新的运营系统上线,小到一个作业流程中某个环节的调整。无论大小,这些改变带来的影响都可能牵一发而动全身。在转变前,会有来自各方面各层级的阻力和压力;转变中,可能会伴随着各种衍生和突发的问题;转变后,还会面临各种质疑。这期间每个环节上的阻力和问题都可能成为压倒转变的最后一根稻草,使得转变无疾而终。本文将讨论在企业进行运营管理转变的事前、事中和事后三个阶段,运用“What-Why-How”的分析方法,研究应对策略,使问题得到高效的解决,强化转变的执行力和影响力,最后使得转变水到渠成达到合理的预期。
It’s not easy to make any changes in the business operations management. Changes can be as large as the entire company’s organizational structure adjustment or the new operating system on-line, as small as a part of the adjustment of the workflow. Regardless of size, the impact of these changes are likely to lead the whole body. Before the change, there will be resistance and pressure from all levels and all levels. In the course of change, there may be various derivative and unexpected problems. After the change, various questions will be faced. The resistance and problems in every link during this period may become the last straw that overwhelm the change, making the transition unharmed. This article will discuss how to use “What-Why-How” analysis method to study the coping strategies in order to solve the problems efficiently and strengthen the execution of the transformation in the three stages before, during and after the operation and management transformation of enterprises. And influence, finally make the transition to achieve reasonable expectations.