Today, the corporate executives who are willing to whether or not, must face the uncertainty and eternal change. Manage changes in the first behemoth this journey, focus on several key points, Perhaps you could say a little calm since weeks, a reform program at Beijing University triggered a fierce debate. The principal assistant professor Zhang Weiying drafted the program is to reform the traditional personnel system North upgrading the teaching and research levels, including the introduction of Beijing University teachers appointment in the recruitment and promotion encouraged from external competition, the teacher category management and end-term ... Initiatives touched University relatively backward personnel management system nerve, also made a considerable number of teachers faced with a much larger than ever pressure. Supporters and opponents view the violent collision with Beijing University in the field of higher education and the influence of the model significance make this reform to be widespread concern. In fact, this scene is filled with the dramatic changes in the era of a microcosm. "Without reform, or death," Jack Welch's words still ringing in our ears, today's enterprise managers, regardless of whether or not they wished to. have to face the uncertainty and eternal change. Manage changes in the first behemoth this journey, focus on several key points, perhaps you can let a little bit calm. Who is leading the change -- airborne or internal "In the past I did not experience in the telecommunications industry. "Ericsson Saiwenkai the new president's first visit to China not long ago when the reporter admits that he used to be Assa Lock Group CEO, and turned it into a global industry giants. Early this year, Ericsson experienced seven consecutive quarters of losses, a total of 4.7 billion U.S. dollars. Board changes in the past several decades has been selected by the internal practices of the highest leadership from outside the company invited Saiwenkai. One is to restore investor confidence, on the other hand, as Britain's "Financial Times" by the comments, "Ericsson hope to bring fresh air and new ideas." Suddenly, not for people to think about 1992 78-year history of IBM, into losses for the five billion dollars in a quagmire unable to extricate himself from the biscuit Nabeisaike invited Guoshina scene, Guoshina The computer industry "outsiders", in the face of doubt, somehow, the Giants return brilliant blue. "The top leadership changes in the choice of the critical success factors" necessary or management consulting general manager Lai Pei-shan told the "Financial Times", "reform of the enterprises will involve many aspects, senior input and support is an indispensable element. "In this regard," airborne "advantages : first, can bring some new ideas and practices; Second, the comparison from past relationships detached, relatively objective; Third, He itself is the emergence of a change of signals, which enable organizations members of the changes have more expectations. As for the "airborne" weaknesses, which he believes is "unaware enterprises or industries to the actual situation need more time to truly master enterprises; the rapid establishment of a support their team more difficult. However, In some mature management system of enterprises, the problem relatively good solution. " Well, if by enterprises from within the senior leadership to change what? In this regard, Beijing University vertical knowledge management consulting firm that Jiang Chen, managing director and senior leaders from the internal pros. Promoted within the leadership familiar with the business and understanding issues and potential obstacles lie. also easy to form a team of their own to support, but the understanding of the business changes may limit his courage, In particular change will involve many enterprises, often due to personal impact on the effective implementation of policy. "There is no absolute right or wrong, is the key enterprises under the circumstances, changes in the internal and external demand and human resource base to make a choice, suitable for the actual situation is the best. "Aggregate Lai Pei Shan Road. Choose change strategies -- or step in place at every step of routing changes also need careful examination leaders volume, which often related to the success or failure of reform. Digital China Vice President Liu Yue At this point quite feeling, "China's national conditions is a relatively low level of industrialization. for the majority of domestic enterprises, not the pursuit of the perfect BPR (Business Process Reengineering), in one go, It should adopt BPI (Business Process Improvement) strategy, which is' first rigid, after optimization, and then curing, cycles, continuing changes, continued to improve 'strategy. " In his experience, many successful enterprises in the domestic information process, all using this strategy. Many hope "approach to process reengineering" of the cases, most of the last "abortion, nothing." Lai Pei-shan that the reform is a long process, a large-scale enterprises should change needs to be done adequate preparation, For example, human resources, product development, strategic partners, financial and so on, in particular the external and internal conditions prepared when the time is ripe, changes will increase their chances of success. However, in the enterprise, often will not be a leader for a long time to prove itself successful reform, therefore, changes in the early and quickly made some partial effectiveness of bringing change to survive is crucial. Here, the important thing is to "carefully select your first goal", a change which may involve dozens of projects, leaders should ease, and we need time and effort to clear and effective results in many aspects, such as making trade-offs. so quick, "won the first battle," otherwise may be caught in the quagmire of change, finding it difficult to back down. "Change heart", the author Dihankete also stressed in particular "the creation of short-term effectiveness" of the benefits : First, for the leadership to provide the necessary feedback to enable them to more clearly understand their vision and strategies; Secondly, so that the participants get excited; thirdly, to make the right changes bystanders have confidence in, and the input; Fourth, those opponents and critics temporarily silent in the face of deeds, or even change their mind. Catalyst for change -- on the strength of the middle "of middle enterprises reform strategy implementation is the key. "Mr. Italy Gate management consulting Anhui president said to reporters. Change must be "top leaders in command", but "not only leadership, not authorized Without the middle of input and involvement, change can not succeed. " Especially in the transformation of middle enterprises are often the most affected populations. Sun also mentioned in particular the "executive power" that the implementation of the three key : strategic management, operation processes and staff, These three factors are all closely related to the middle enterprises. The European Institute of Business Administration Professor Kwai right in the middle of the organizational changes during the role after research found that middle-level managers for companies to achieve major changes made important contributions : first, as long as middle-level managers was a chance to speak again. They usually can provide a valuable and innovative ideas, and ability and willingness of these ideas into practice; Secondly, with the majority of senior managers than middle managers are better at making full use of internal informal networks of relationships, And it is precisely these informal networks can make substantive and lasting changes possible; Third, middle-level managerial staff to adapt to the mood and emotional needs, to ensure that changes the momentum is maintained; Fourth, the middle managers to control the organization and operation of the continuous tension between change, While they prevent extremist organizations into inert hand and refrain from organizing into extreme chaos. And in the past, middle managers are often portrayed as a company on behalf of the conservative forces "dinosaur" kept up with the times. They are mediocre management staff redundant intermediate links, and they work hard to maintain the status quo. In other efforts to become better organized in the process of setting up obstacles. "Harvard Business Review" that if senior managers arrogantly ignored the middle manager's role will be greatly reduced in a company to achieve major changes in the possibilities. In fact, the changes, middle managers may be senior managers most powerful ally.