Chen Chunhua: To turn crisis into opportunity, changes need to be made in 5 aspects
How to turn crisis into an opportunity for self transformation and upgrading of enterprises requires enterprises to make changes in five aspects: digitalization, development mode, organizational management mode, work mode, and public communication and dissemination mode.
For anyone, the environment is a double-edged sword, and what many people consider bad factors may be seen as good factors by others.
From an objective perspective, this crisis has a significant impact and high uncertainty, so the impact it has brought is also significant. However, we also see that the crisis has led to a redefinition of the market landscape and changes in the industry landscape.
This crisis is a test for everyone, every enterprise, and even the entire country. It not only tests the response speed, but also the overall cooperation ability, internal immunity, and the ability to recover economic development balance from the crisis.
Through this crisis, it is also a process of accelerating elimination and upgrading. Enterprises that can upgrade themselves and enhance their immunity will turn danger into opportunity and become strong.
Sometimes reality develops faster and harder to predict than novels. The story must follow certain conventional plot patterns in order to make the audience feel reasonable, but reality does not have this constraint. The situation just happened, with almost no timetable to speak of.
How to turn crisis into an opportunity for self transformation and upgrading of enterprises requires enterprises to make changes in five aspects: digitalization, development mode, organizational management mode, work mode, and public communication and dissemination mode.
Digital transformation: possessing digital capabilities
This crisis has made many people truly feel the value of online mode. During this special holiday, most people's lives are online, where they obtain information, communicate, work, purchase daily necessities, and even adjust their emotions and mood online.
Big data and artificial intelligence play a huge role in the entire epidemic prevention and control. Cloud services faced a major challenge unexpectedly.
Digital technology has provided new solutions for various needs in this crisis. Whether in terms of commercial or social value, digital technology makes us feel the warmth and power it brings.
We can also view the solutions that arise during a crisis as a response to stress, but we are also aware that everything that happens now is also possible in the future, even if the future has already arrived and is happening.
We need to recognize that the digital reality revealed during the crisis is a fundamental direction of change.
I still say that crisis is just about bringing digital reality to us faster. I hope that business managers can recognize this and truly embrace digitization, not to deal with this crisis, but to face the reality of the changes brought by digitization.
To truly move forward and become a company with digital technology, whether it is your business model or your organizational operation model, it must become a digital model, rather than letting digitalization stay at the conceptual level.
Development model transformation: symbiotic value growth
With the popularization of Internet technology, enterprise managers have realized that the enterprise development model has indeed changed, but most enterprises are still accustomed to maintaining the original development model and have not made a thorough change.
The reason for emphasizing the need for thorough change is that the inherent development model of most enterprises is formed under linear and sustainable industrial conditions.
In this mode, enterprises plan and design their development model based on industry experience, environmental forecasts, and their own advantages. The resulting development habit is to pursue scale growth, focus on competition, and habitually believe that expanding investment can achieve scale.
The fact is that today's business development environment has changed.
我们所处的环境不再是线性的、连续性的，而是非线性的、非连续性的，会出现拐点，甚至是断点，不确定性、不可预测、复杂性才是基本特征。
在这样的环境下，企业固有的优势和发展要素都已经不再是关键影响要素。在巨变的环境里，你甚至不知道对手是谁，扩大投资也不再能直接获得规模。
在有关数字化时代企业战略的研究中，我们得出结论：工业时代企业的战略逻辑是竞争，数字化时代企业的战略逻辑是共生，我们都需要跟上时代的步伐。
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组织管理模式变革：领导优于管理
此次疫情危机中，生命考验、时间压力、防控与复工、舆情与信息等，复杂性、不确定性夹杂在一起，其难度以及挑战都无法估量；每一个决策、每一个选择都极其困难。
这样的危机，对组织管理能力是一次巨大的考验。
现实的观察，引发我不得不去思考：管理到底发挥了什么样的作用？
从功能作用来看，管理是让繁复的层级得以维持运营的主要方法。20世纪初，韦伯首先提出了科层制组织（bureaucracy），自此之后，这个组织形式成为人们大量采用的组织管理模式。
科层制组织有着准确、及时、高效的优势，很适合大规模生产对组织效率的需求。科层制组织之所以有这样的优势，是因为它最大的特征就是层级结构，这一结构方式有利于自上而下的指令传递和执行，从而获得稳定性与效率。
管理在一个稳定的结构里，可以发挥有效的价值。但在一个复杂、多变、灵敏的多维交叉、平行互动的网络中，管理可能会成为阻碍力量，特别是只关注流程和权限，不面对变化的管理，所带来的负面影响是非常明显的。
遭遇危机时，一切都是不确定的，原有的经验无法提供帮助，没有规定和文件指引，甚至处在混乱和无序之中，固有的流程也不起作用。
如果管理者依然遵循管理程序、文件及权责界限，那么，一旦危机到来，很多管理者必然会成为解决危机的障碍。
不确定性、复杂性和不可预测性会是今后环境的基本态，我们需要汲取这次危机中组织管理的教训，主动变革传统的、封闭的、僵化的组织模式，改变管理者画地为牢、管控为主的管理习惯；训练管理者的领导力，真正发挥其领导职能，让管理者能够引领和激励组织成员，一起去面对不确定性，克服障碍，取得更大的成长。
当管理者具有领导力时，组织才具有面对不确定性的能力。
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工作模式变革：智能协同
这次疫情危机以一种极为特殊的方式，改变了人们的出行、沟通以及工作行为习惯，人们从开始的不适应，到想办法适应，再到现在已经开始在线、独立、协同工作的模式。
“新生代员工”已经成为企业中的核心力量，他们最在意的是自主、独立、创造价值。
智能协同的工作方式，其核心是每个个体更独立，同时协同关系更便捷和高效，更多人协同在一个网络结构之中、在一个群组之中。
每一个工作单元成员，可以是灵活便捷的组合，组织成员也可以同时在各种不同的组合之中，信息要求更透明、对称，而成员之间是围绕着任务展开工作，不是围绕着权力或者流程展开工作，这就要求企业对传统的办公模式进行彻底变革。
智能协同工作方式的核心是精简组织结构，让组织成员可以更贴近顾客和价值伙伴成员，让企业与价值伙伴、顾客之间边界融合，而由此带来的是企业与价值伙伴成员更高效的协同合作，改变和重构价值链或者价值网的价值。
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公众沟通与传播模式变革：私域流量的影响
《麻省理工学院技术评论》2月12日在“技术与健康”栏目刊文称，这次的新型冠状病毒实际上是第一次通过社交媒体传播的“信息流行病”—社交媒体以前所未有的速度压缩了来自全世界的信息和谣言，人们很难获得真实信息。这就加剧了恐慌、种族歧视以及对希望的渴求等情绪和行为的蔓延。
这段评论非常精准。
信息传播导致的慌乱、不安的情绪蔓延，也导致信息真伪难辨，让很多工作无法有效、有序地展开。为什么会造成这种现象？影响因素一定很多，但其中一个影响因素也许是没有充分认识到“私域流量”的影响力。
公域流量与私域流量之间最本质的区别是，私域流量是一个基于信任关系的封闭性流量，而公域流量是一个基于参与关系的开放性流量。
正因为私域流量具有信任背书，所以私域流量能够拉近人们之间的距离，经过信息供给把同类人群集合在一起，而这些人的聚集让私域流量交互在一起，所产生的影响力就会非常巨大。
在疫情防控期间，大众最想信息透明、公开和及时。但是，各种信息满天飞，人们很难辨识。
在这种情况下，人们更相信微信公众号、朋友圈所传递出来的信息，以至于腾讯及时上线“腾讯新闻较真平台”小程序，对各类疫情消息、焦点问题、防护措施等进行较真查证、核实辟谣。但是，人们还是不断从微信朋友圈、各种微信公众号中获取、转发、传播信息。
不过，如果从另一个视角去理解私域流量的作用，会带来新的可能性。用好“私域流量”的影响力，建立有效的沟通模式，可以快速构建与顾客的关系，从而通过信任高效展开业务。
信息来源：中外管理杂志
Editor He Yang of this website/Organizing
