Under the epidemic, the top ten most urgent measures for enterprises to self rescue
1、 Always prioritize employee health
Strictly protect oneself, family members, and company employees in an organized manner, with the top priority of preventing illness.
Do three things well:
1. Establish a crisis leadership group for the epidemic, with the boss personally serving as the group leader, ensuring that there is a leadership core, contingency plans, and responsible persons;
2. Develop strict protective operation procedures, rules, and guidelines;
3. All employees should participate to improve their self-discipline, self-protection, and self-management awareness and abilities.
2、 Diversified office formats
Activate various online and offline office formats and diverse work methods, such as remote work, on-site work, etc., to enable employees to focus on social responsibility, emotional intelligence, and productivity.
Do three things well:
1. Select online office systems and tools, demonstrate online, and quickly adapt employees to remote work and online communication methods, so as not to forget the sense of work ceremony and formality during the epidemic;
2. Develop operating procedures and work rules for working from home and remote work;
3. Break down goals, segment work tasks, establish a project work team with work tasks as the core, and innovate performance evaluation and incentive methods.
3、 Heart leads cash flow, life depends on cash flow
Examine the real impact and losses of the epidemic on business operations, clear cash flow reserves, formulate cash flow protection measures, and regard cash flow as the lifeline of survival.
Do three things well:
1. Conduct an inventory of the company's cash flow and estimate the duration for which the cash flow can still be supported;
2. Develop key measures and action plans for open source and cost saving, and develop plans to improve operational efficiency;
3. Concentrate resources to retain the most efficient and valuable business, take the initiative to make reductions, and survive by cutting off one's arm. Reduce non mainstream value businesses, reduce long-term investments, reduce non cash flow generating businesses, realize non core assets, and reduce boss equity for financing.
4、 Return to the original intention, calm down during the epidemic
Entrepreneurs and senior executives should truly sit down, take a break, complete systematic thinking, top-level design, improve team learning, and enhance leadership.
Do three things well:
1. 系统思考、成立公司顶层设计研讨小组，高层线上研讨公司事业理论，完成未来发展的系统思考与顶层设计；
2. 引进高层行动学习法，群策群力，形成高层群体智慧；
3. 开展高层疫情反思与自我批判，实现企业家与高层领导团队的自我超越。
五、制定中长期激励计划
进一步推进事业合伙机制，创新价值评价与激励方式，留住核心人才与骨干，激励大疫中的奋斗者与勇担责任者。
Do three things well:
1. 制定中长期激励计划，减少当期薪酬支出，提高核心骨干及人才预期收入；
2. 适时推进事业合伙机制，建立共识、共担、共创、共享的高端人才机制，形成风险、利益、命运共同体；
3. 高层及核心骨干主动集体降薪，彰显危难关头，高层同舟共济，共克时艰的决心，给员工以信心。
六、优化流程与制度
从员工、组织、客户三个层面总结提炼最优管理实践，优化整合流程与制度体系，强化客户资源的整合与管理，打造组织理性与组织能力。
Do three things well:
1. 成立若干公司最优实践经验总结提炼小组，将公司最优实践案例化、标准化；
2. 成立若干专项制度、流程梳理与整合小组，对各种制度、流程、规则进行系统梳理和整合；
3. 梳理客户资源，构建分层分类的客户资源管理系统，线上与重点客户进行有效沟通，梳理客户需求与痛点，制定客户导向的核心产品与服务提升改进计划。
七、坚定信心，拒绝悲观主义
洞察大疫大机，创新公司发展与商业模式，以创新求生存求发展。
Do three things well:
1. 企业家撰写告员工书，坚定信心，凝聚人心；
2. 加速基于产业互联网与数字化的商业模式创新与业务形态转型；
3. 创新组织模式，加速组织模式的平台化+分布式的进化，提升组织整体应对危机的协同能力。
八、关爱员工，全面认可激励
让员工在家线上动起来、活起来，让人心不散，队伍能力提升不断。
Do three things well:
1. 制定关爱员工计划与全面认可激励计划，让员工在大疫面前既有危机感，又能感受到来自企业的关爱及高层的信心，通过全面认可激励及游戏化激励，使员工在线上围绕企业经营管理的提升思考起来，活跃起来，行动起来；
2. 加速线上学习课堂，引进外部优秀课程，尽快开发公司内部线上员工技能培训课程，让企业技能能手、服务明星在线现身说法，全方位进行员工能力提升；
3. 强化防护举措宣贯宣讲，开展线上企业文化主题日活动。
九、科学严谨地复工
制定科学严谨的企业复工预案及复工操作流程指南，有节奏地分批复工，让复工更安全、更有效。
Do three things well:
1. 制定严密的复工预案与计划，防范复工风险；
2. 复工条例与细则要像军队一样，严明纪律，严格执行。要强化复工规则与细则的宣贯与执行贯彻力度；
3. 做好复工试点，分批、有节奏复工，多形式复工。
十、做好相关利益者及产业生态的沟通、理解和协商
在疫情这种企业不可抗力背景下，最大限度寻求谅解和支持，维护和构建良好的产业生态。
Do three things well:
1. 有专人负责了解和落实各级政府对受损企业的支持政策；
2. 成立危机与公共关系小组，负责与政府、银行、投资者、供应商、媒体、上下游客户的协商沟通，达成谅解，获得相关利益者理解与支持；
3. 加速推进企业产业生态化战略转型升级。
特殊时期，做好自己组织、业务的灵活调整。借此空档机会，给自己和团队更多的思考时间，也是一件好事。
在此深深祝福大家，能够共同打赢这场战役，我们归来仍是少年！
信息来源：正和岛
