How to deal with the "change pain" in the transformation and upgrading of flooring enterprises

How does the floor cross the “change pain”? For traditional flooring companies, the transformation and upgrading is essentially a change of the enterprise, and any change will bring “change pain” to the enterprise. Withstood this test, the change is a great success; if it retreats in the test, the transformation of the flooring company will eventually fail.

In recent years, the market environment of China's flooring industry is undergoing rapid and profound changes. In the face of the slowdown in the development of many industries, the extensive business model of many flooring companies has become increasingly unsuitable for the development of the industry. The market environment has forced the many flooring companies to take the initiative or passive to embark on the road of transformation and upgrading.

For traditional flooring companies, transformation and upgrading is essentially a change of the enterprise, and any change will bring "change pain" to the enterprise. This is also a necessity. There will never be a change in the world that will succeed without pain. Whether it is a revolutionary change or a two-track system change, there will be pains, but the degree is different.

This is a great test for the flooring enterprises. After the painful past, the reform is bound to succeed, and the flooring enterprises can also take the healthy development of the road.

Strategy 1: "Revolutionary" Change Law

For enterprises with business management crisis, it is advisable to adopt a "revolutionary" reform law, that is, to completely abolish the original system and establish a new system in a short period of time; to replace a large number of middle and high-level management cadres, to recruit a large number of new recruits in a short time; to abolish the original There are administrative and business operation rules to establish new administrative and business operation rules. At the same time, from the beginning, I told the company all the middle and high-level cadres on various occasions. This kind of practice may bring about complications of change and produce a strong "change pain", so that everyone has a certain psychological preparation in advance.

In the "revolutionary" transformation, since the system, personnel, and rules are all new, the activities of conservative forces have been suppressed to a minimum. At this time, either the whole army is overwhelmed or it is a big win.

The revolutionary change is to solve all problems in a short period of time with rapid change measures. When the conservatives have not yet had time to organize a planned counterattack, they will eliminate the pain as soon as possible and let the enterprise enter a benign development stage.

On the surface, the revolutionary change is risky, but if you think about it seriously, the risk is actually small. Most of the failed changers are because they have not implemented the revolutionary revolutionary law in the true sense, and even the change has failed without causing pain.

Strategy 2: "Dual Track System" Reform Law

For enterprises that do not have obvious crisis and operate in a semi-benign state, it is advisable to adopt the "dual-track system" to eliminate the pain. The specific measures of the "dual track system" reform law are: at the beginning of the reform, a gradual change method that neither completely abolishes the old model, but also establishes a new model, allows the new model to simulate operation, and gradually replaces the old model.

The specific approach is:

One: in terms of changes in the management system and operational rules. The old system and the old rules will not be abolished for the time being, but the new system and new rules must be formulated and officially promulgated. At the same time, all relevant personnel are organized to learn new systems and rules, to understand the details of the new system and new rules, and to determine the role distribution and specific division of duties of specific personnel in each position of the new system in the old system.

The old system and rules continue to operate according to the original model, and the new system and rules simulate the exercise. In the meantime, all preparations for the new system must be carried out. The new system and rules should try to absorb some of the effective elements of the old system rules, and should not be abolished indiscriminately. If a new system wants to function properly, at least 20% of the old institutional rules must be retained, or a fault will occur.

Second: in terms of personnel changes. In terms of personnel reform, it is not possible to replace a large number of middle- and high-level cadres in a short period of time, as in the case of "revolutionary" changes. In order to maintain overall stability and reduce personnel shocks, the basic principles of "maintaining continuity" must be adhered to in the specific operation of personnel changes.

The basic characteristics of the "dual track system" elimination pain method are: while introducing new systems, new rules, and new personnel, the original set will not be abolished, and the new model will be prepared on the basis of the original set of models, with sufficient time. The factors that may not fit into the new model are all eliminated at the outset. At the same time, the new model must inherit more than 20% of the original model. Once the mode is officially switched, the pain of change is reduced to a minimum.

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