中国的几大电信运营企业都把自己的发展目标定义为“世界一流”,但与国外先进企业相比,我国电信企业真正的差距是在管理素质、管理机制和管理能力方面。因此,要创世界一流,关键是要“苦练管理内功”。在“苦练管理内功”方面,几大运营企业可谓劳心、劳力、劳财,花费了很多心血,也做了大量文章。但是,文章人人会做,效果却各不相同。企业之间运营效率的差异是普遍存在的。设想有A、B两家电信公司,假定它们投入的要素完全一样,但A公司赚取的利润比B公司要多几倍。为什么?因为他们的管理效率不同。“木桶定律”告诉人们,木桶的容量是由最短的那块木板决定的。在管理方面,电信运营企业也有几块”短板“。企业要想改善运营管理、提升运营效率,就必须在管理的科学性和系统性方面大做文章,做大文章,并且要有新思路。 Several major telecom operators in China have defined their own development goals as “world-class”. However, compared with foreign advanced enterprises, the real gap between China’s telecom enterprises is in management quality, management mechanism and management capability. Therefore, to create a world-class, the key is to “train and manage internal strength.” In “hard work management strength”, several major operating enterprises can be described as labor, labor, labor finance, spent a lot of effort, but also done a lot of articles. However, everyone will do the article, the effect is different. Differences in operational efficiency between enterprises are ubiquitous. Imagine A, B two telecom companies, assuming that they invested exactly the same elements, but A company to make more profits than the B company several times. Why? Because of their different management efficiency. The law of the barrel tells people that the capacity of the barrel is determined by the shortest plank. In management, telecom operators also have several “shortcomings.” Enterprises in order to improve operations management, improve operational efficiency, we must make a big management in the scientific and systematic fuss, big articles, and have new ideas.