When the CEO and the directors have found excellent strategic within the organization can not be effectively implemented, They are becoming increasingly aware of the importance of implementation. But unfortunately, no specific method can be generally applied to all executive power to resolve the problem. Organizations with the implementation of closely related types of DNA, The implementation of an enterprise built on the strength of four DNA-- effective operation of the structure, powers, information, incentives above. In fact, enterprises want to be a lasting, positive effect to the need to pass this several deep-rooted factors of coordination to achieve. Therefore, to enhance the implementation of all, one should understand the types of organizations began to explore the problem. Organizations in the implementation of expression after seven years of research, We found from the tissue types and performance of the executive power, enterprises can be broadly divided into the following seven categories. Dynamic enterprises such institutions the flexibility to adapt to external market changes, and maintain not deviate from its usual business strategies, to anticipate change and respond to the initiative. talent here is not only a passion with the work environment, but to give an effective solution to the problem of resources and authority. Companies not only have a very strong executive power, and this is the implementation of sustainable, it is of course the ideal state of the company. The timely response of such enterprises, although not always take the initiative to prepare for the coming changes. but in the time needed to respond effectively to, without deviating from its direction of development. Although the company to retain talented people, but it is not possible to reduce the outstanding and distinguished between the gaps, and the possibilities and opportunities slip past. It can be successful, but this success but always slightly deficient; Although these companies will be in an invincible position, But inevitably there are some hidden dangers. Centralization of enterprise is usually a small team of senior right agencies and meticulous management, With the management of willpower to succeed. Companies often devise strategies excellent, but middle-level management team were long suppressed at the state, potential talent more just through observation, not personal experiences to learn management, if the top leaders of change the implementation of the company exists a serious threat. Although the latter two categories there is a certain hidden dangers, the three companies are still classified with the implementation of a better category. And the following categories, respectively on behalf of the typical obstacles to the implementation of : negative responses enterprises such institutions on the surface Harmony. management of the changes discussed when it is easy to reach a consensus, but comes to the implementation stage becomes difficult. Due to lack the necessary power to promote changes in the implementation of the grassroots headquarters employees often ignore the directive because they know that these orders are short-lived. Such enterprises execution is fairly comprehensive. Parallel tracks enterprises such institutions brought together many of the most capable personnel, But they can not simultaneously toward reunification efforts. Perhaps they have their own good performance, but the entire body is a mess, unable to achieve the overall strategy. The bloated bodies the size of the company beyond its organizational model, the company structure and complexity. a small senior management team available for effective management, and the company has many potential access to explore, 决策缓慢迟钝。Excessive management of the enterprises set up too many management, analysis and judgment of numb right, and not competitors action quickly. Managers to see the trees but not the forest, each busy with each other audit work. and not to seek new development opportunities and identify potential crisis. In such a dark atmosphere of bureaucratic institutions, real solid talent can be put into space. Affecting the implementation of the three factors of the implementation of enterprise performance to a lack of decision-making slow, the work initiative is not strong, excessive red tape workflow, etc., However, the implementation of these problems are rooted in the corporate structure of the three basic elements, but only in a different way reflected : power distribution uncertainty, enterprises will be displayed negative response type of characteristics; not a very good incentive mechanism to enable staff operations and the company's goals consistent, it is easy for the staff there work with enthusiasm, the result is a mess and even counterproductive; If the company in a rapidly expanding period, no smooth information flow and a reasonable distribution of information management for many of the new set of institutions was out of reach. available for effective decision-making and management. Thus, those who experienced long-term development, the department set up sophisticated, complex process, any bureaucratic style and reflect retardation, it is also within reason. Improve enterprise implementation, it is necessary from these targeted to start. The key lies in achieving personal action, the action of others and the interests of the three companies agreed. Management needs for different people boundary delimitation powers to their full share information, and through appropriate incentive mechanism to promote coherence of action. Solution has the power distribution must first understand how the power within the organization configuration. This will enable management to quickly across the complex business processes and departmental level, it was found that the decision on where to make, and how. If there is no clear decision point, or allocation there is a problem, then when the need to implement a strategy, can not be at all levels in the corresponding strategies and measures to respond to the implementation force will inevitably arise. Next, enterprises should consider how a more rational distribution of these powers to ensure that information related to the transmission and distribution efficiency, decision-making power on the largest number of valid information. IBM case a credit companies had to spend an average of seven days. Through a series of departments and procedures to provide clients with a simple financing services : field sales personnel -- the headquarters office -- credit departments -- the Ministry of business -- Members of the nuclear price -- group of -- to express sales personnel. Waiting for the seven days, sales representatives and customers who do not know what procedures to transfer "Terminal" Even telephone advice is also baffling. And it is precisely because the entire process is not clear decision point or policy makers, to rely on the departments of the credit check to ensure the audit, resulting in all departments, effective information away from routine, audit inefficiency, and serious delays in the service. Resolved : to improve the "Comprehensive clerk" system, the service is only four hours can be completed. Information is a large modern enterprise lifeline the decision-makers at every level will be around the appropriate information is the key to successful operations. Information communication for the upper and lower levels to understand the decision-making and have a special significance because the correct implementation, There is no doubt based on the correct understanding of the foundation. Enterprises often have this situation : the company's management has the strongest will and a clear momentum But there is a lack of clear and reliable information to make decisions. In the distribution of power, enterprises must fully consider the validity of the information. Therefore determining the allocation of power, decision-makers to ensure sufficient information is an important principle. Two cases of the United States a global power company AES Group, the in-house management of the authority, and authorized management, open and equal manner to promote the flow of information. The company's business development manager was appointed to the Vietnamese business and is responsible for a large tender, He drafted an e-mail detailing their plans and the reasons for the tender. sent out to about 300 corporate employees. He received the plant, including leading members of the Board of Trustees and a large number of replies, with a manager on a number of technical problems to the attention provides a wealth of information. Finally in a formal tender, than his opponent Price lowest prices low 0.2% margin of the win. A successful incentive mechanism mode of operation must ensure that the incentive mechanisms can give decision-makers a clear direction. and to facilitate their operations and the company's goals. Company employees can mobilize the enthusiasm and natural without hope; But enthusiasm of the staff has been mobilized, lack of a unified goal lead, even worse than the former. Management must understand : the incentive mechanism is not the number of incentives, but how to achieve organizational coherence. Management Master willing Blanchard in his book "one-minute manager" pointed out that "a considerable number of enterprises, In fact, the staff did not know enterprises expect of themselves, So often arise in the workplace 'occupational preferences disease' -- that is, too many leaders do not expect them to do. and the higher expectations of their performance areas and does not contributed. caused this situation, As manager is not doing a good job for their employees goal setting, or did not set a clear target to relay to the staff. " Case 3 is the telecommunications industry, Nokia is a complete understanding of the legend and the incentive system and its success is an important factor. Nokia (China) Corporation, the pay system based on the efforts of the staff and stressed enterprise performance consistent basis. Nokia launched a called IIP (Invest In People manpower investment) : and the annual staff to complete two high-quality conversation, on the one hand, to the operational staff performance assessment; the other would help employees understand their own potential, to tell them where fortes, how should reach the level and the need of a job and skills training should be accepted so as to every employee work objectives, development direction clearly defined and effective communication.