Japanese corporate culture inspection report
The investigation report of Japanese corporate culture is to thoroughly implement the "Guiding Opinions of the Party Committee of the State-owned Assets Supervision and Administration Commission on Strengthening Corporate Culture Construction", and fully utilize the successful experience of Japanese corporate culture construction to further promote the corporate culture construction of central enterprises. The SASAC organizes some central enterprises and subordinates. The leaders and department responsible comrades in charge of corporate culture construction went to Japan from March 16 to April 5, 2005 for a corporate culture training visit.
The training takes three forms: one is to listen to experts and concentrate on teaching. Prof. Kyuhiko of Nagasaki University taught "How to Establish a Famous Brand". Professor Huang Pho of Kobe University taught "Cross-cultural Communication and Management". Mr. Suzuki, Economic and Industrial Policy Bureau of the Ministry of Economy, Trade and Industry, gave a lecture on "Promoting Corporate Social Responsibility". Courses such as Policy.
The second is a special lecture. Ebara Manufacturing Co., Ltd. introduced the company's crisis public relations and cultural innovation through a typical case of environmental protection; Shiseido introduced how to uphold the concept of Fukuhara Shinzo, and dedicated to the creation of corporate image for decades; Toyota Auto Co., Ltd. Globalization Personnel Mr. Koji Natsuki introduced the "Toyota Way and Talent Cultivation"; Matsushita Electric Industrial Co., Ltd. introduced the business philosophy and business philosophy of Matsushita Yukisuke; JR Nippon Railway Company introduced how to train the spirit of private enterprises; the chief of the family of Jingangfeng Temple President Kawasaki said the formation of the Japanese spirit; the Tokyo Stock Exchange introduced the ideas and principles of corporate governance; Mr. Ling Mu from the Ministry of Economy, Trade and Industry introduced the Japanese government's policy to promote corporate social responsibility. In the lectures, interactive discussions were held to carry out in-depth training. In the exchanges and discussions, we not only understood the cultural construction and personnel training of Japanese companies, but also promoted the achievements of China's economic development and the strength of central enterprises.
The third is to visit and inspect. We have visited eight companies and the Tokyo Stock Exchange, including the company of Sugawara, Shiseido Co., Ltd., Matsushita Electric Industrial Co., Ltd., Toyota Motor Co., Ltd., Daikin Industries Co., Ltd., Nippon Electric Railway Co., Ltd., Japan Dentsu Corporation, Nissan Motor Co., Ltd. He had a discussion with more than 20 senior executives including Daikin Industries Co., Ltd., the vice president of Daikin Industries Co., Ltd., and visited the International Exhibition Center, the Archives, the Technology Museum, the Toyota Corporation Library, the Shiseido Gallery and the Library of Matsushita Electric Industrial Co., Ltd. 10 A corporate pavilion; visited the China Pavilion, Japan Pavilion, and Theme Pavilion of the Aichi Expo; visited three government departments including the Ministry of Economy, Trade and Industry, Hyogo Prefecture, and the Kobe Port Authority. Among the companies visited, they visited the history museum, the museum, the art gallery, the technology museum, and visited the production line. They not only had an understanding of the management of the giant government departments, but also observed the practical operations of the enterprises. At the same time, we also learned about Japan's social culture and daily life by taking the MRT, bus, and Shinkansen high-speed trains. Before the end of the training, the 19 comrades of the delegation used the evening time group to conduct seminars and exchanges. Everyone agreed that the training schedule was compact and rich in content. It was not easy to arrange so many world-renowned companies during the training. At the same time, everyone believes that through the training, the idea of carrying out corporate culture construction has been expanded, and the experience of Japanese corporate culture construction and the problems that need to be learned have been learned. It has gained a lot of inspiration for strengthening the corporate culture of this unit. At the end of the training, I held talks with the comrades of the Foreign Affairs Office of Japan. The basic characteristics and experience of Japanese corporate culture construction Through this study and study, we feel that the Japanese corporate culture construction presents the following six salient features.
Actively advocate the unity of corporate mission and social responsibility, and foster a harmonious cultural environment and atmosphere for enterprise development.
Corporate social responsibility is one of the hot issues of concern to the business community and the theoretical circles in various countries in recent years. The Japanese companies we have examined have placed social responsibility in a very important position, actively advocated in the construction of corporate culture, and unified corporate mission and social responsibility, which has become a trend in the development of Japanese corporate culture. Japanese companies have placed their social responsibilities in a prominent position. There are five reasons for this: First, from the historical background, in the 18th century, the merchants of the Omi River proposed the concept of "seller, buyer, and society"; the Meiji Restoration period in Japan The enterprises clearly hold a kind of "reporting morality". The second official respects the "social and morality", that is, "the cause must bring benefits to the country and society while benefiting from its own interests." After the 20th century, outstanding entrepreneurs such as Matsushita Yukisuke actively advocated that companies must assume social responsibilities, and in 1956 held the National Conference of Economic Friendship Association, and adopted the resolution that operators must consciously fulfill their social responsibilities. After entering the 21st century, the Economic Friendship Association has also mentioned the corporate social responsibility on the important agenda. In May 2004, it passed the "Japan Economic and Technological Organization Charter on Corporate Action" and proposed 10 corporate action guidelines to enable enterprises. The work of implementing social responsibility has been further strengthened. It is precisely because of the active advocacy and practice of some outstanding entrepreneurs for a long time that the Japanese enterprises have consciously fulfilled the cultural tradition of social responsibility. This tradition has led the development direction of Japanese enterprises, and has enabled Japan to have a large number of years of history. The company has effectively promoted the development of the social economy and laid the foundation for Japan to become a world economic power. Second, from the reality, in recent years, Japanese companies have experienced some scandals, highlighting the irresponsibility of society, making false accounts, and deceiving the public. For example, Westinghouse Railroad Co., Ltd., which has been listed on the Tokyo Stock Exchange for more than 50 years, violates relevant regulations, making 80% of the company's stock in the hands of certain people, using employee fake stocks to evade supervision and defrauding investors for 10 years. After the incident was exposed, it caused a bad influence in Japanese society. This lesson has enabled Japanese companies to fully realize that in the course of business, they must win the trust of the public and consumers with a social image of integrity and responsibility. Only in this way can we ensure long-term healthy and stable development of the company. Third, from the perspective of the giant development environment faced by enterprises, with the acceleration of the process of world economic integration, market competition is becoming increasingly fierce, and public awareness of rights protection is increasing. The implementation of social responsibility has increasingly become an important criterion for measuring the strengths and weaknesses of enterprises. Fourth, after long-term practice, Japanese entrepreneurs realized that in the course of today's human social activities, in addition to war, industrial enterprises' production and management activities are the most active social activities and have the greatest impact on the environment. Enterprises are occupying social resources. At the same time, we must give the society a return, in order to win the support and understanding of the society, and create a long-term development environment for the enterprise. The fifth is the government's strong advocacy. The Japanese government regards the promotion of corporate social responsibility as an important content, and the Ministry of Economy, Trade and Industry is specifically responsible for promoting and implementing it. For example, through social surveys, we provide information such as social needs to enterprises, and supervise the implementation of social responsibility by enterprises. For the above reasons, Japanese companies attach great importance to unifying corporate missions and social responsibilities. Entrepreneurs are soberly aware that only by standing at the commanding heights of social responsibility can we win a good environment for long-term development of the company, so we strive Create a harmonious social environment and cultural atmosphere for enterprise development.
Japanese companies have highlighted five points in fulfilling their social responsibilities: First, the most important content of corporate social responsibility is to realize the interests of shareholders and employees. Second, the direct external performance of enterprises in fulfilling their social responsibilities is to provide the best goods and services to the public. The third is to maximize the social prosperity of the region and country where possible. The fourth is to comply with laws and regulations, to timely disclose corporate information to the public, and to ensure the openness and transparency of business activities. The fifth is to unify the development of enterprises with the benefit of mankind, the protection of the environment, and the establishment of a circle-based society. For example, Toyota established the "Toyota Environmental Committee" in 1992 to promote the "new environment of human beings and the environment", and formulated the "Toyota Earth Environment Charter" - "Toyota's Participation Policy for the Global Environment". Based on the foundation of the company's future strategy for the 21st century - "making cars close to humans and the earth." In order to implement this strategy, Toyota will not hesitate to use 6% of annual sales as a research fund, and set up a large R&D team of 12,000 people to start the invention of “green” cars. After five years of unremitting efforts and repeated trials, in December 1997 Toyota launched the world's first mass-produced hybrid car - the precursor. It consumes at least twice the average mileage per liter of gasoline and 90% less pollutants.
Putting the enterprise people-oriented and the employees to unite with the enterprise, paying special attention to the development team that integrates people and enterprises.
The Japanese companies we examined in the corporate culture construction put the people-oriented enterprise and the employees as the home, and strive to build a community of destiny and realize the common development of the company and employees. Since the 1990s, the Japanese bubble economy has shattered and the economy has been in a slow growth period. Even in the face of various difficulties faced by enterprises, Japanese companies still adhere to the distribution model based on the annual work system and better maintain the workforce. Stable and enhanced the cohesiveness of the company. The specific performance is in three aspects: First, adhere to the "lifetime employment system", "yearly work sequence system" and other corporate systems are basically unchanged, and strive to achieve no layoffs, maintain a relatively stable workforce, and maintain the same benefits for employees; Through the implementation of international strategy, open up overseas markets and create more space for employee development; third, continuously optimize the production and living environment of employees and enrich the cultural life of employees. For example, Daikin Industries Co., Ltd. is a world-famous manufacturer of commercial air conditioners and fluorine chemical products. In the face of the severe impact of the Asian financial crisis and the increasingly severe business situation, it has always insisted on “strive to be a company that can guarantee employment”. One purpose is to retrain some employees through limited annual recruitment and internal transfer diversion, especially the timely implementation of the internationalization strategy, and the development of the Chinese market as a strategic focus. 10% of annual profit growth comes from China, thus realizing the enterprise. And the common development of employees. Dajin Industry Co., Ltd. adhered to the people-oriented business philosophy, paying attention to the interests of employees, and promoting the common growth of enterprises and employees. The overseas edition of People's Daily on March 1, 1999 gave a detailed report on this.
Strive to achieve cultural unity and cultural innovation, and foster cultural power to support enterprises to achieve sustainable development.
The average life expectancy of Japanese companies we visited this time is more than 40 years, and some companies have a life expectancy of 100 years. For example, Shiseido Co., Ltd., known for its high-quality cosmetics, was founded in 1872 and has a history of 133 years. Matsushita Electric Industrial Co., Ltd. was established in 1918 and has a history of 87 years. It is very important to explore the reasons for the longevity of these enterprises. These enterprises are paying attention to the inheritance and innovation of culture while constantly developing new products that are marketable and occupying the commanding heights of the market, so that the development of the company is based on deep foundation. Above the accumulation of culture, rooted in the thick national cultural traditions, it can adapt to the changes of the times and continue to develop and innovate. It is embodied in three aspects: First, it inherits the fine traditions of national culture, such as teamwork awareness and coordination, and builds harmonious interpersonal relationships. Through innovation, the company is built into a community of destiny, a community of development and a community of culture. . The second is to pay attention to the formation of a relatively stable "cultural gene" in the process of cultural inheritance and innovation, making it a spiritual wealth to promote enterprise development. For example, Matsushita Electric Industrial Co., Ltd. formed a "business as a public machine" based on the concept put forward by Matsushita Yukisuke, and realized the cultural genes of 'everything on the basis of 'customer first'. "Transformation into the concept of "adhering to technological innovation", with this concept to guide enterprises to continuously carry out technological innovation and develop new products, so that enterprises are always in an invincible position in the fierce market competition. Third, through the establishment of museums, memorials, exhibition halls Such cultural facilities have enabled the cultural achievements created by the company to be well protected and opened to the public free of charge, making it a bridge for communication with the society, fully demonstrating its own historical and cultural achievements, and achieving the use of culture to enhance corporate image. the goal of.
Emphasis on the high cultural consciousness of entrepreneurs and the conscious practice of employees, and the establishment of a cultural pursuit of the same desire.
In the corporate culture construction, the Japanese companies we surveyed aim to establish a common cultural pursuit, and unify the cultural consciousness of entrepreneurs and improve the cultural execution of employees, so that enterprises become a cultural community.
Through study and study in Japan, we feel that the cultural consciousness of Japanese entrepreneurs is mainly manifested in five aspects: First, the awareness of the development of culturally dominant enterprises has been established, and cultural innovation has been used to lead the development of enterprises. Second, it has a lofty cultural pursuit that profoundly affects the cultural awareness of employees. Third, entrepreneurs in these enterprises are key figures in the construction of corporate culture and play a key role in advocating, practicing, promoting and transforming corporate culture. Fourth, it is an important mission to promote the fulfillment of social responsibilities to enterprises. The fifth is the valuable quality of the pioneering and unremitting innovation. Matsushita Yukisuke, the founder of Panasonic Corporation, is a representative figure. During this visit to Panasonic, we can feel the existence of Matsushita Yukisuke and feel the charm of Matsushita culture. The Matsushita culture founded by Matsushita Yukisuke still deeply influences the development of Matsushita. As early as 1932, Matsushita Yusuke proposed the corporate mission of “Corporate people must do their part to improve the quality of social life and pursue the prosperity of world culture.” In 1933, the company’s employees were enacted and enacted. In the "five spirits", in 1935, the company's internal regulations were formulated, emphasizing the integration of knowledge and action, etc., thus promoting and leading the Panasonic company to continue to advance in the right direction, creating a brilliant world. Now, Matsushita has inherited the cultural consciousness of Matsushita's help to benefit mankind, established the corporate ideal of "contributing to the network society that is spread" and "contributing to the coexistence of mankind and the global environment", and invested in the recycling of home appliances. The center and the environmental resource recycling plant are responsible for the recycling of electrical products of 20 manufacturers. At the same time, they are free to open to the society as an environmental education base, and strive to contribute to raising citizens' awareness of environmental protection and establishing a recycling society.
After exchanges with Japanese experts, scholars and entrepreneurs, I learned that Japanese entrepreneurs have a high degree of cultural consciousness. There are four main reasons: First, after the Meiji Restoration, Japan vigorously popularized education, and the education level of the people has been greatly improved. Entrepreneurs who have grown up on this basis generally have a high cultural literacy and cultural pursuit. Second, Japan's social institutional arrangements have made it impossible for wealth to be passed on to the next generation. This has determined that Japanese entrepreneurs are largely supported by a sense of accomplishment and strive to make the company stronger and bigger. This sense of accomplishment has transcended narrowness. The pursuit of material interests has risen to the spiritual and cultural levels. Third, Japanese entrepreneurs have grown up in the process of internationalization in Japan. They have a broad vision, an open mind, and continuous pursuit of excellence, and thus have a high cultural consciousness. The first president of Shiseido, Fukuhara Shinzo, is the representative of this aspect. Fukuhara Shinji graduated from Columbia University in 1913 with a degree in pharmacy. After graduating, he traveled to Europe to study European modern art. He is both an entrepreneur and a photographer who loves art. He positions the pursuit of the company as "self." The products and services beautify the human life, and personally participated in the design of the corporate logo, the use of camellia as a symbol of their own business, so that Shiseido is developed from a shop that mainly sells Western medicine into a modern company that mainly produces high-grade cosmetics, and makes Shiseido culture Has a strong artistic and cultural color. Fourth, the state and the government have further enhanced the cultural consciousness of entrepreneurs through measures such as commendation, public opinion guidance, and policy support.
One of the important signs of the success or failure of corporate culture construction is to see the degree of internalization of corporate culture among employees, and to see the extent to which employees practice consciously. And this has been fully confirmed in the Japanese companies we have examined. These enterprises pay attention to the integration of knowledge and action in the construction of corporate culture. The spirit of enterprise and corporate philosophy have become the survival mode and work habits of employees, which are reflected in the words and deeds of employees. These companies mainly take the following measures to improve the cultural execution of employees:
The first is to conduct corporate culture training. This is a common practice for Japanese companies. The companies we surveyed have established training institutions such as employee training centers and talent training centers. Nissan is the second largest automobile company in Japan. In July 2003, it cooperated fully with China Dongfeng Motor Co., Ltd., which required a six-month systematic training for newly recruited employees, mainly to learn the company's corporate culture and post operations. Skills, etc. After the training is over, the test is confirmed, and it can be confirmed that it meets the company's employment standards before entering the actual work position.
The second is to organize various cultural cultivation activities through various ceremonies. Japanese companies improve the execution of their employees' culture. They are more infiltrated into various cultural activities organized in daily life, such as holding an entrance ceremony, an entrepreneurial commemorative celebration, a celebration ceremony for each economic year, a workshop, etc., of which the case of Ebara Co., Ltd. Education has left us a deep impression. Established in 1912, Kasahara Co., Ltd. is mainly engaged in the manufacture of wind power hydropower, environmental engineering machinery manufacturing, and precision electronic instrument manufacturing. On March 23, 2003, due to the incorrect connection of the sewage pipe, the company’s Fujisawa Plant was involved in dioxin. Leaking an accident. After the accident, Sugawara Co., Ltd. carefully summarized the cause of the accident, formulated five basic codes of conduct, and designated March 23 of each year as the basic code of conduct reconfirmation day. The chairman began to work on the employee from 8:30. He gave a 30-minute speech and used the case of a dioxin leak accident at the Fujisawa Plant to guide employees to reflect on themselves according to the five basic codes of conduct, find gaps, and improve the consciousness of practicing the basic code of conduct.
The third is to fully mobilize the enthusiasm of employees, so that all employees can build a corporate culture. Employees are not only the object of cultural education, but also the main body of cultural establishment. This is fully reflected in the corporate culture of JR Nippon Railway Corporation. After the transformation of the JR West Japan Railway Company from the state-owned to the private sector 18 years ago, the corporate culture is facing a transformation. The company pays attention to giving full play to the role of employees, and through the implementation of "my advice", concept collection, and unified reading "thanks to passengers using the JR railway" Promote language and other activities, organize all members to participate in cultural establishment, create a cultural atmosphere of human care, and determine a new business philosophy: "Based on respect for humanity, on the basis of building a relationship of labor and trust, and strive to achieve the activity of the railway industry At the same time, as a leading enterprise that is loved and shared prosperity, as the leading enterprise of the country, it actively contributes to the development of society, economy and culture, thus successfully realizing the cultural transformation and shaping the new enterprise. The image has promoted the rapid development of the company.
Vigorously promote the transformation of ideas, structural reorganization, and strategic adjustment, and form a benign development of cultural and management.
Japanese companies attach great importance to making corporate culture truly the internal driving force for corporate development. First, with the development of the company and changes in business philosophy, the organizational structure of the enterprise will be changed in a timely manner. After Matsushita Yukisuke proposed the new mission and new business philosophy of the company in 1932, it immediately adjusted the internal organizational structure and management system, and established a management model with the business department as the main body. Second, when the nature and structure of the enterprise change, timely adjust the business philosophy and core values of the enterprise, so that the corporate culture can be transformed in time to adapt to changes in the enterprise. For example, JR West Japan Railway Company has realized the transformation of corporate culture while the company is restructuring. Third, the company's development strategy has changed, and the company's business philosophy has also been adjusted and innovated. Daikin Industries Co., Ltd. has vigorously implemented the internationalization strategy in response to the slow growth of the domestic economy and the narrow space for enterprise development. To this end, they have adjusted and innovated the company's original cultural concepts. In August 2002, it established the “highest”. Reputable, enterprising management and clear people and "company program and 10 business concepts. Chairman of the Board of Directors, Inoue Ryo, and General Manager Kita Kazuyuki, started in September 2002, and held a briefing session in three months for Dajin’s branches in Japan and seven major overseas subsidiaries to present a new business philosophy. In February 2003, 10 employees from Japan and overseas subsidiaries were invited to hold a symposium with Chairman Inoue, and the business concept was printed in a brochure and sent to employees. The business philosophy guides and standardizes the behavior of employees, and is well adapted to the needs of expanding the international market. The company's internationalization strategy has achieved fruitful results, especially in China, with rapid development of its business, with six joint ventures and wholly-owned companies operating. With an amount of more than 80 billion yen, the profits of Xi'an Qing'an Daikin Company are growing at a rate of 20% per year.
In the daily business process of the enterprise, attention should be paid to unifying the propaganda products and the management "culture", and cultivating new economic growth points of the enterprise.
It is basic common sense that corporate culture has the function of propagating products and shaping corporate image. However, on the basis of this, Japan has given new functions to corporate culture construction, and at the same time promoting products, it has begun to operate "culture."
First, it attaches great importance to the promotion of products and corporate image. These enterprises have large-scale publicity departments, corporate culture departments or image planning departments, mainly responsible for product advertising design, corporate image planning and publicity, and corporate culture. In particular, the promotion of products and corporate image is impressive. Most companies use Japanese, English and Chinese to create brochures, promotional videos and corporate websites for products and corporate images. Most of the staff in these departments have mastered the three languages of Japanese, English and Chinese. Shiseido’s publicity department has more than 130 employees, and annual advertising expenses account for about 10% of turnover. Companies such as Panasonic and Toyota have international exhibition centers and technology centers to promote the company's products, image and culture.
The second is to make strategic investments in culture. Fukuhara Shinzo believes that corporate culture is a rational and emotional asset cultivated and accumulated in the history of the company, and puts forward that "corporate culture is the fourth operational asset after human, financial and material". In 1919, he set up Shiseido Gallery in Ginza, the commercial center of Tokyo. He provided free exhibitions for unnamed young painters and photographers in Japan and around the world, and hired a group of artists to work on image design and publicity. At present, more than 5,000 artists have exhibited their works at Shiseido Gallery and have left a large number of works for Shiseido. Shiseido has also created a large number of works in its image promotion, which have become the cultural assets of Shiseido. As these artists become more popular, they continue to add value. Enlightenment to the Construction of Chinese Corporate Culture
Due to the different social systems, different historical and cultural backgrounds, historical stages and specific conditions of enterprises, the experience of Japanese corporate culture construction must be selectively chosen.
First, the corporate culture construction of Chinese enterprises should be scientifically positioned and solidly promoted to truly promote the development of enterprises.
Corporate culture is formed and developed by a company in the long-term production and operation process, and it is a way of survival and development of an enterprise. Enterprise development practice is the foundation of the emergence and development of corporate culture. In turn, corporate culture plays a role in promoting the development of enterprises. Corporate culture is the spiritual power and ideological soul of enterprise development. To a certain extent, it reflects the cultural accomplishment and cultural pursuit of business managers and all employees. The degree and level of corporate culture construction is directly related to the stage of enterprise development, and directly related to the enthusiasm of entrepreneurs and the overall situation of employees. Moreover, one of its distinguishing features is endogeneity. Only the culture that grows inward can adapt to the needs of this enterprise and become an integral part of the core competitiveness of the enterprise, thus truly promoting the development of the enterprise. The construction of corporate culture can learn from the mirror, but it cannot be copied; it can be properly guided, but it cannot be beyond the stage; it can be actively created, but the overall characteristics of the employees should not be neglected.
The construction of corporate culture of central enterprises should follow the "three laws" and achieve scientific positioning and solid advancement. First, follow the basic laws of the formation and development of corporate culture, recognize the long-term nature of cultural construction, achieve overall planning, step-by-step implementation, focus on cultural accumulation, and continuously achieve cultural upgrading. Enterprises do not rely on culture for a hundred years, and building a good corporate culture also requires a long-term cultivation process. At present, the short-term behavior, formalism and the erroneous tendency of quick success in the corporate culture construction of some central enterprises should be overcome and improved. Second, follow the law of enterprise growth, recognize the inherent unity of cultural construction and enterprise development, and proceed from the stage characteristics and internal requirements of enterprise development to promote corporate culture construction, neither too advanced nor seriously lagging behind. Must be forward-looking and consistent with the adjustment of the organizational structure, industrial structure and development strategy of the enterprise. The third is to follow the law of cultural education, adhere to the systematic and long-term nature of cultural concepts, and adopt corresponding methods and measures to promote the popularization of ideas and cultural education. During the inspection, 19 comrades were deeply impressed by the principle that Japanese companies emphasized autonomy in the implementation concept, but this principle is based on the high cultural literacy of Japanese employees and the relative maturity and stability of corporate culture. For Chinese companies that are just starting out in corporate culture construction and whose employees need to improve, it is not appropriate to overemphasize autonomy. It is necessary to combine the principle of autonomy with the principle of coercion, and combine positive incentives with systematic indoctrination. Actively create a strong cultural atmosphere and improve the effectiveness of cultural education.
Second, in accordance with the requirements of the important thinking of the "three represents," promote the full implementation of the people-oriented principle.
The implementation of the basic requirements of the important thinking of the "Three Represents" and the adherence to the people-oriented scientific development concept are the basic principles that must be adhered to by the construction and development of advanced enterprises with Chinese characteristics. In combination with the investigation of Japanese corporate culture construction, we believe that the construction of corporate culture of central enterprises must take the establishment of correct people-oriented principle as an important task, fully recognize the premise, historicity and integrity of the people-oriented principle, and guide the construction of corporate culture. The specific work can make the corporate culture construction achieve tangible results.
First, we must recognize the premise of the people-oriented principle, and unite people-oriented and enterprise-oriented. The value principle of the people-oriented principle is that the value of human beings is higher than the value of human beings, and the value of human beings as the purpose is higher than the value of human beings as means. This principle is a kind of sublation of the alienation of human beings that prevails under the conditions of capitalist society. It is a kind of sublation of the situation in which the ruler and the individual are submerged in the false collective. It realizes that human beings are only means of enterprise development, and become a means of enterprise development, but also an improvement of the purpose of enterprise development. This promotion does not deny the value of human beings as a means of development. A basic conclusion drawn from this is that from the historical background of the people-oriented principle, the basic premise of the people-oriented enterprise is that the employees take the enterprise as the home; from the perspective of the actual interaction, the people-oriented and the enterprise as the premise of each other and the mutual result . Enterprises adhere to the people-oriented principle is to regard employees as the main body of the enterprise development and the main body of interest; employees insisting on taking the enterprise as their home is consciously taking themselves as the responsible subject and motivation subject of enterprise development. The enlightenment to us is that advocating people-oriented must be combined with advocacy and enterprise-based, we must recognize the premise of the people-oriented principle. Otherwise, it only emphasizes the value and significance of human beings as the purpose of enterprise development, which will lead to the driving force of enterprise development. And the responsibilities of the subject of responsibility will lead to the people-oriented principle hanging in the air. This situation actually exists to varying degrees in our various enterprises and should be given enough attention. In the construction of our corporate culture, we should put forward the requirement of “taking the enterprise as the home” for employees, and pay attention to guiding employees to fully realize that the premise of “people-oriented” is that employees “take the enterprise as the home” and only the employees To be a family, can we better realize the "people-oriented" enterprise, and employees can only become the main body of the enterprise development and the main body of responsibility in order to become the target subject and interest subject of enterprise development.
The second is to recognize the historical significance of the people-oriented principle and organically unite the degree of realization of the people-oriented principle with the degree of enterprise development. The emergence of the people-oriented principle is the product of long-term historical development. It has different connotations in different stages of development of different countries, societies and enterprises, and embodies different requirements. The level of “people-oriented” principles must be adapted to the level of development of a country, society and enterprise. The degree and level of realization of the Japanese people's people-oriented principle is the epitome of Japan's national development and the result of a long-term development of a company. While we are amazed and admired, we must look at this result and state with a historical perspective. At the same time, we must proceed from the realistic conditions of our company, implement the people-oriented principle according to the degree of enterprise development, and continuously improve the level and standard of the people-oriented principle by realizing the sustainable development of the enterprise.
The third is to recognize the integrity of the people-oriented principle and organically unite the degree of realization of individual interests with the realization of overall interests. Under the conditions of socialism in our country, the "people" in the "people-oriented" principle is not only an individual concept but also a holistic concept. "People-oriented" is not only to realize the development of one person and one group, but also to realize the development of all people. To achieve the dynamic balance of development of various groups; "people-oriented" is not only to achieve one aspect of human development, but also to achieve multi-faceted development of people and meet the multi-faceted needs of people. Therefore, we must implement the "people-oriented" principle in accordance with the requirements of the overall dynamic balance, not only to solve the individual problems, but also to achieve overall development.
Third, correctly handle the relationship between the implementation of CI strategy and the implementation of CS strategy, timely introduce CS strategy, and constantly enhance and strengthen the brand image of central enterprises.
Most of the central enterprises have implemented the CI strategy in the construction of corporate culture, which plays an important role in enhancing the company's own image. Through an examination of Japanese corporate culture, we realized that while promoting the CI strategy, we should introduce the CS strategy in time to raise the image of the company to a new level. CS is the English abbreviation for customer satisfaction. In 1990, Toyota and Nissan Corporation of Japan took the lead in introducing the CS strategy and building a customer-oriented corporate culture, which was a great success. Now CS strategy has been widely used in Japan. For example, Daikin’s business philosophy puts forward “insight of the next demand, creating new value” and elaborates on it. The so-called "insight of the next demand" is to go deep into the heart of the customer, to discover the needs and desires that the customers themselves have not yet perceived, and to turn them into specific goods and services to provide customers with surprises. And then create new needs, which is a reflection of the customer satisfaction strategy. Panasonic Company makes full use of the company's long-term technical reserves and strong design strength to develop a home electronic screen wall featuring informationization and networking, representing the development trend of household appliances, and its own international exhibition in Tokyo. The center is describing and presenting to visitors every day.
Japanese companies' implementation of the CS strategy is compatible with the characteristics of a high degree of marketization. High marketization determines the market orientation of corporate culture. The core of market orientation is that everything is based on customer satisfaction and customer orientation. Therefore, CS is the enrichment and deepening of CI strategy. The CI strategy reflects a single corporate perspective, focusing on the improvement of self-image; the CS strategy is a multi-perspective of companies, customers, etc., focusing on the satisfaction of customer needs and the realization of value. With the further deepening of China's marketization, the introduction of CS strategy is a trend and inevitable, but it does not mean that the introduction of CS strategy will replace the CI strategy. The two perspectives are different and their roles are different, which can complement each other and promote each other. The role. At present, the central enterprises should seriously study the implementation of the CS strategy, choose the opportunity to introduce and widely implement this strategy, so as to achieve a new upgrade of corporate brand and image.
四、按照落實科學發展觀和建立和諧社會的基本要求，以構建“六種和諧關系”為目標，為企業發展創造更加和諧的文化環境和氛圍。
創造和諧的文化環境和氛圍是落實科學發展觀和建立和諧社會的基本要求，是我們企業文化建設的目標之一，也是日本企業文化建設帶給我們的重要啓示。日本是高度發達的資本主義國家，經濟總量居世界第二位，但貧富差距卻控製在一個合理的範圍內，社會矛盾並不十分突出。在這一點上，日本企業同日本社會具有高度的一致性。日本企業在企業文化建設中，通過強化共同體意識，積極倡導履行社會責任等，為企業發展創造了和諧的社會環境和文化氛圍。這對我們中央企業今後的企業文化建設具有深刻的啓迪意義。
中央企業在今後的企業文化建設中應該把創造良好的文化生態擺在更加突出位置，以構建“六種和諧關系”，即“企業與員工、員工與員工、企業與企業、企業與社區、企業與環境、員工身體與心理之間的和諧關系”為核心，通過積極進行理念創新，確立和宣傳體現構建“六種和諧關系”的發展觀、合作觀、環境觀、生活觀等價值觀念；在合理界定社會責任的基礎上，積極塑造企業良好的社會形象；加強心理文化建設，促進員工身心和諧發展等措施和途徑，不斷最佳化人際關系，建立良好公共關系，最佳化企業內外發展環境，促進企業和諧發展。
五、正確認識企業文化的特徵，在企業文化建設中確立經營“文化”的新視角。
2004年7月6日至9日國資委在大慶召開的“中央企業企業文化建設研討交流會”，有力地推動了中央企業的企業文化建設。各企業通過採取一系列措施加大工作力度，初步掀起了建設企業文化的熱潮。但這次日本之行給我們的啓示是：中央企業在今後的企業文化建設中應樹立經營“文化”的新觀念，做到建設“文化”與經營“文化”有機結合。
精神、理念、價值觀等軟性文化同具體形態的文化產品，尤其是物質產品有一個顯著區別，那就是這些軟性文化越使用越增值，並且可以轉化為具體形態的文化產品，可以成為企業的經營性資產。這是可以對我們的企業文化進行經營的理論根據。而我們中央企業一般都有幾十年歷史，積累了豐富的文化資源，創造了豐碩的文化成果，這構成了我們經營“文化”的資源基礎。即使有的企業文化積累薄弱，也應該從經營“文化”的視角去推進企業文化建設。“經營”文化這個詞的涵義就是提升企業文化以及對由此開發出來的具體文化產品進行商業化運營，實現文化資產的保值增值。國內赴海爾學習考察的人絡繹不絕，實際上就是經營“文化”的一種結果。當然，現在參與經營的主體不僅僅是海爾集團，更多地是媒體等企業外的社會力量，但起點還是企業本身。確立經營“文化”的新視角，不是要取代基礎性的文化建立工作，而是對這一基礎性工作的提升，是將在基礎性工作中創造出來的成果所蘊藏的價值體現出來，並且不斷增值。這就要求在基礎性的文化建立中體現經營“文化”的要求。如：我們各中央企業建設的紀念館、展覽館、資料館等，就不僅僅是儲存文化成果的場所，而應該成為經營“文化”的有效載體和途徑。對這些場館的投入，就不是純消費性的支出，而恰恰應該是長期的經營性投資。
當前，中央企業開展“經營”文化的工作，具體可從四個方面進行：第一，製定經營“文化”的長遠戰略，遵循文化發展的內在規律，確定中長期目標，從戰略層面對本企業長期積累的文化資產進行經營。第二，可通過打造文化品牌，提升企業文化資產的價值。如：在相關企業中把長期形成的“大慶精神”、“鐵人精神”、“兩彈一星精神”、“青藏鐵路建設精神”等各具特色的企業精神打造成文化品牌，實現文化資產的保值增值。第三，開發具有企業特色的文化商品，通過具體的文化行銷，實現企業文化資產的升值，包括：開發體現企業文化個性的紀念章、紀念幣、紀念郵票、企業歌曲、電視劇、網路遊戲等。第四，培育宣傳文化英雄，以此來提升企業文化資產的價值。從經營“文化”的視角看，王進喜、王啓民、李黃璽、許振超等不僅是單個企業的勞動模範，更是這個企業的文化英雄，代表著我國國有企業廣大員工的精神追求，也體現著一個個企業的個性文化。如：王進喜是“創業文化”的代表，是大慶精神的人格化；王啓民是新時代知識分子的代表；李黃璽是新時期知識工人的代表；許振超是“效率文化”的代表。從經營“文化”的角度，對他們所代表的文化不斷進行解讀和釋義，不斷進行培育和傳播，就可以使他們所代表的文化不斷增值。
六、提高企業全員的文化自覺，尤其是要把提高企業家的文化領導力與提高員工的文化執行力有機結合起來，增強企業全體員工的共同行為能力。
企業文化是全員性文化。文化建設的主體、文化踐行的主體和文化育人的對象都是全體員工。提高企業全員的文化自覺是企業文化建設的一個目標，而企業全員文化自覺的程度又決定著企業文化建設的成效。因此，提高企業全員的文化自覺是企業文化建設的一個關鍵環節。這在日本的企業文化建設中體現得非常明顯。
中央企業今後的企業文化建設的一項重點工作應該在提高企業全員的文化自覺程度上下功夫，尤其是要著重在提高企業家的文化領導力和員工的文化執行力上下功夫。因為文化自覺程度低是當前我們中央企業在企業文化建設中存在的一個較為普遍的問題。具體表現為存在三種錯誤傾向，可概括為“三論”：一是單一主體論。即片面地認為企業文化就是企業家文化，因而往往是因領導人員的變動而企業文化的核心內容也隨之變化。實際上，企業家隻是文化建設的領導主體，而不是單一的建立主體，是文化理念的主要設計者，而不是惟一設計者，是文化踐行的先行者，而不是文化踐行的基礎主體。“企業文化主要是企業家文化”這一論點主要是源於對日本企業文化建設實踐的概括。日本企業的性質大部分是私有製，而且早期都是家族企業，企業領導人長期不變，因而企業家的文化個性深深地影響了各自企業的文化發展，在這個意義上說，“企業文化主要是企業家文化”是有其合理性的，但也有其局限性。而把這一論點移植到中國，尤其是移植到中央企業的文化建設上卻是有失偏頗的。二是部門文化論。即認為企業文化建設和落實僅僅是企業文化部一個部門的責任，因而也就沒有形成各部門各負其責、合力推進企業文化建設的工作格局和運行機製。三是與己無關論。這主要是存在於員工中的一種錯誤認識，即認為企業文化建設隻是企業家的責任和工作，與自己沒有任何關系，因而也就無法談文化執行力的問題。
這三種錯誤傾向是中央企業在提高全員文化自覺上應該著力解決的問題。一是應探索建立全員建立體系，形成全員建設企業文化的局面。日常工作中，註重設計具有全員性特點的文化創新與培育活動，吸引員工廣泛參與。二是應探索建立綜合推進企業文化建設的運行機製。三是應探索解決文化與管理融合的問題，提高文化理念的製度化程度，使文化通過管理和製度發揮作用。四是應探索建立長效培育機製，把文化培訓作為獲得企業人資格、崗位任職資格等方面培訓的重點，貫穿在自我成長過程中。 對國資委推進中央企業
企業文化建設的幾點建議
一、把推進國有企業企業文化建設作為出資人代表的職責認真予以落實。企業文化是除人、財、物之外的第四種重要資源，已得到越來越多的專家學者和企業管理人員的認可。通過挖掘、整合、建設企業文化，充分發揮這些資源在塑造企業品牌、增加企業無形資產存量，使企業資產保值增值，是作為出資人代表——國資委的重要職責。建議國資委從履行出資人職責的角度，把企業文化建設作為促進企業保值增值的重要內容，加大工作指導力度，不斷提高中央企業乃至所有國有企業企業文化建設的水準。
二、建議進一步加大貫徹落實國資委《關於加強中央企業企業文化建設的指導意見》的工作力度，全面提高中央企業企業文化建設的水準。《指導意見》已經正式頒布實施，這必將促進中央企業的企業文化建設。但國資委所管理的中央企業的行業不同、性質不同、規模不同、發展歷史不同、企業文化建設的現狀不同。這種情況，一方面要求中央企業要結合自己企業的實際來貫徹落實《指導意見》，另一方面也要求國資委應加大貫徹落實《指導意見》的推進力度，進一步加強對中央企業企業文化建設工作的指導。建議加大《指導意見》的宣傳力度，使中央企業的各級經營管理者和全體員工充分了解《指導意見》的內容，認識加強企業文化建設的重要意義，提高建設先進企業文化、不斷提升企業核心競爭力的自覺性。同時，要通過召開貫徹落實《指導意見》座談會、組織參觀交流等多種途徑進一步加強分類指導，開展督促檢查，促進中央企業企業文化建設健康發展。
三、建議國資委盡快開展企業文化建設培訓，提高企業文化建設工作者貭素。
一是建立企業經營管理者文化培訓製度，使出國培訓規範化，分期分批地選送中央企業的高層管理人員和企業文化部門負責人出國學習考察，真正使中央企業領導人適應世界經濟和企業管理的發展趨勢，以寬闊的眼界和高度的文化自覺去認識企業文化、建設企業文化。同時，要認真選擇培訓國和培訓內容，以提高培訓效果。像這次日本企業文化培訓考察就獲得全體團員的一致好評。二是在勞動與社會保障都已把企業文化師確定為一個新職業的情況下，建議國資委研究中央企業企業文化建設從業人員的執業資格識別工作，建立規範的評審審批標準和程式，形成企業文化的職稱系列，進一步促進中央企業企業文化部門工作人員的專業貭素和工作水準的提高。三是在組織出國培訓考察的同時，建議組織企業文化的國際交流，在更大範圍內實現知識、信息和文化的廣泛交流與共享。
四、建議國資委加大中央企業開展形象宣傳與品牌塑造的力度，充分發揮國資委管理、組織和資源優勢，進一步提升中央企業的整體形象。建議國資委充分運用所掌握的資源優勢，引導中央企業加大形象宣傳和品牌塑造的工作力度，不斷提升中央企業的無形資產，增強核心競爭能力。建議國資委充分發揮管理、組織和人才資源優勢，主動搭建形象展示平台，為中央企業創造集體亮相的機會，進一步擴大中央企業的知名度和影響力，繼續為中央企業創造和諧的發展環境。建議國資委利用北京的中心優勢，舉辦中央企業發展成就展覽會，展覽會期間可舉辦研討會、主題論壇等多項活動，充分利用各種優勢，集中展示和提升中央企業的整體形象。這次日本愛知世博會就設立了企業展區，豐田公司、松下公司等日本企業就利用世博會這個平台，展示了機器人等世界最前沿的高新技術和產品，有力地提升了企業的自身形象。
The training takes three forms: one is to listen to experts and concentrate on teaching. Prof. Kyuhiko of Nagasaki University taught "How to Establish a Famous Brand". Professor Huang Pho of Kobe University taught "Cross-cultural Communication and Management". Mr. Suzuki, Economic and Industrial Policy Bureau of the Ministry of Economy, Trade and Industry, gave a lecture on "Promoting Corporate Social Responsibility". Courses such as Policy.
The second is a special lecture. Ebara Manufacturing Co., Ltd. introduced the company's crisis public relations and cultural innovation through a typical case of environmental protection; Shiseido introduced how to uphold the concept of Fukuhara Shinzo, and dedicated to the creation of corporate image for decades; Toyota Auto Co., Ltd. Globalization Personnel Mr. Koji Natsuki introduced the "Toyota Way and Talent Cultivation"; Matsushita Electric Industrial Co., Ltd. introduced the business philosophy and business philosophy of Matsushita Yukisuke; JR Nippon Railway Company introduced how to train the spirit of private enterprises; the chief of the family of Jingangfeng Temple President Kawasaki said the formation of the Japanese spirit; the Tokyo Stock Exchange introduced the ideas and principles of corporate governance; Mr. Ling Mu from the Ministry of Economy, Trade and Industry introduced the Japanese government's policy to promote corporate social responsibility. In the lectures, interactive discussions were held to carry out in-depth training. In the exchanges and discussions, we not only understood the cultural construction and personnel training of Japanese companies, but also promoted the achievements of China's economic development and the strength of central enterprises.
The third is to visit and inspect. We have visited eight companies and the Tokyo Stock Exchange, including the company of Sugawara, Shiseido Co., Ltd., Matsushita Electric Industrial Co., Ltd., Toyota Motor Co., Ltd., Daikin Industries Co., Ltd., Nippon Electric Railway Co., Ltd., Japan Dentsu Corporation, Nissan Motor Co., Ltd. He had a discussion with more than 20 senior executives including Daikin Industries Co., Ltd., the vice president of Daikin Industries Co., Ltd., and visited the International Exhibition Center, the Archives, the Technology Museum, the Toyota Corporation Library, the Shiseido Gallery and the Library of Matsushita Electric Industrial Co., Ltd. 10 A corporate pavilion; visited the China Pavilion, Japan Pavilion, and Theme Pavilion of the Aichi Expo; visited three government departments including the Ministry of Economy, Trade and Industry, Hyogo Prefecture, and the Kobe Port Authority. Among the companies visited, they visited the history museum, the museum, the art gallery, the technology museum, and visited the production line. They not only had an understanding of the management of the giant government departments, but also observed the practical operations of the enterprises. At the same time, we also learned about Japan's social culture and daily life by taking the MRT, bus, and Shinkansen high-speed trains. Before the end of the training, the 19 comrades of the delegation used the evening time group to conduct seminars and exchanges. Everyone agreed that the training schedule was compact and rich in content. It was not easy to arrange so many world-renowned companies during the training. At the same time, everyone believes that through the training, the idea of carrying out corporate culture construction has been expanded, and the experience of Japanese corporate culture construction and the problems that need to be learned have been learned. It has gained a lot of inspiration for strengthening the corporate culture of this unit. At the end of the training, I held talks with the comrades of the Foreign Affairs Office of Japan. The basic characteristics and experience of Japanese corporate culture construction Through this study and study, we feel that the Japanese corporate culture construction presents the following six salient features.
Actively advocate the unity of corporate mission and social responsibility, and foster a harmonious cultural environment and atmosphere for enterprise development.
Corporate social responsibility is one of the hot issues of concern to the business community and the theoretical circles in various countries in recent years. The Japanese companies we have examined have placed social responsibility in a very important position, actively advocated in the construction of corporate culture, and unified corporate mission and social responsibility, which has become a trend in the development of Japanese corporate culture. Japanese companies have placed their social responsibilities in a prominent position. There are five reasons for this: First, from the historical background, in the 18th century, the merchants of the Omi River proposed the concept of "seller, buyer, and society"; the Meiji Restoration period in Japan The enterprises clearly hold a kind of "reporting morality". The second official respects the "social and morality", that is, "the cause must bring benefits to the country and society while benefiting from its own interests." After the 20th century, outstanding entrepreneurs such as Matsushita Yukisuke actively advocated that companies must assume social responsibilities, and in 1956 held the National Conference of Economic Friendship Association, and adopted the resolution that operators must consciously fulfill their social responsibilities. After entering the 21st century, the Economic Friendship Association has also mentioned the corporate social responsibility on the important agenda. In May 2004, it passed the "Japan Economic and Technological Organization Charter on Corporate Action" and proposed 10 corporate action guidelines to enable enterprises. The work of implementing social responsibility has been further strengthened. It is precisely because of the active advocacy and practice of some outstanding entrepreneurs for a long time that the Japanese enterprises have consciously fulfilled the cultural tradition of social responsibility. This tradition has led the development direction of Japanese enterprises, and has enabled Japan to have a large number of years of history. The company has effectively promoted the development of the social economy and laid the foundation for Japan to become a world economic power. Second, from the reality, in recent years, Japanese companies have experienced some scandals, highlighting the irresponsibility of society, making false accounts, and deceiving the public. For example, Westinghouse Railroad Co., Ltd., which has been listed on the Tokyo Stock Exchange for more than 50 years, violates relevant regulations, making 80% of the company's stock in the hands of certain people, using employee fake stocks to evade supervision and defrauding investors for 10 years. After the incident was exposed, it caused a bad influence in Japanese society. This lesson has enabled Japanese companies to fully realize that in the course of business, they must win the trust of the public and consumers with a social image of integrity and responsibility. Only in this way can we ensure long-term healthy and stable development of the company. Third, from the perspective of the giant development environment faced by enterprises, with the acceleration of the process of world economic integration, market competition is becoming increasingly fierce, and public awareness of rights protection is increasing. The implementation of social responsibility has increasingly become an important criterion for measuring the strengths and weaknesses of enterprises. Fourth, after long-term practice, Japanese entrepreneurs realized that in the course of today's human social activities, in addition to war, industrial enterprises' production and management activities are the most active social activities and have the greatest impact on the environment. Enterprises are occupying social resources. At the same time, we must give the society a return, in order to win the support and understanding of the society, and create a long-term development environment for the enterprise. The fifth is the government's strong advocacy. The Japanese government regards the promotion of corporate social responsibility as an important content, and the Ministry of Economy, Trade and Industry is specifically responsible for promoting and implementing it. For example, through social surveys, we provide information such as social needs to enterprises, and supervise the implementation of social responsibility by enterprises. For the above reasons, Japanese companies attach great importance to unifying corporate missions and social responsibilities. Entrepreneurs are soberly aware that only by standing at the commanding heights of social responsibility can we win a good environment for long-term development of the company, so we strive Create a harmonious social environment and cultural atmosphere for enterprise development.
Japanese companies have highlighted five points in fulfilling their social responsibilities: First, the most important content of corporate social responsibility is to realize the interests of shareholders and employees. Second, the direct external performance of enterprises in fulfilling their social responsibilities is to provide the best goods and services to the public. The third is to maximize the social prosperity of the region and country where possible. The fourth is to comply with laws and regulations, to timely disclose corporate information to the public, and to ensure the openness and transparency of business activities. The fifth is to unify the development of enterprises with the benefit of mankind, the protection of the environment, and the establishment of a circle-based society. For example, Toyota established the "Toyota Environmental Committee" in 1992 to promote the "new environment of human beings and the environment", and formulated the "Toyota Earth Environment Charter" - "Toyota's Participation Policy for the Global Environment". Based on the foundation of the company's future strategy for the 21st century - "making cars close to humans and the earth." In order to implement this strategy, Toyota will not hesitate to use 6% of annual sales as a research fund, and set up a large R&D team of 12,000 people to start the invention of “green” cars. After five years of unremitting efforts and repeated trials, in December 1997 Toyota launched the world's first mass-produced hybrid car - the precursor. It consumes at least twice the average mileage per liter of gasoline and 90% less pollutants.
Putting the enterprise people-oriented and the employees to unite with the enterprise, paying special attention to the development team that integrates people and enterprises.
The Japanese companies we examined in the corporate culture construction put the people-oriented enterprise and the employees as the home, and strive to build a community of destiny and realize the common development of the company and employees. Since the 1990s, the Japanese bubble economy has shattered and the economy has been in a slow growth period. Even in the face of various difficulties faced by enterprises, Japanese companies still adhere to the distribution model based on the annual work system and better maintain the workforce. Stable and enhanced the cohesiveness of the company. The specific performance is in three aspects: First, adhere to the "lifetime employment system", "yearly work sequence system" and other corporate systems are basically unchanged, and strive to achieve no layoffs, maintain a relatively stable workforce, and maintain the same benefits for employees; Through the implementation of international strategy, open up overseas markets and create more space for employee development; third, continuously optimize the production and living environment of employees and enrich the cultural life of employees. For example, Daikin Industries Co., Ltd. is a world-famous manufacturer of commercial air conditioners and fluorine chemical products. In the face of the severe impact of the Asian financial crisis and the increasingly severe business situation, it has always insisted on “strive to be a company that can guarantee employment”. One purpose is to retrain some employees through limited annual recruitment and internal transfer diversion, especially the timely implementation of the internationalization strategy, and the development of the Chinese market as a strategic focus. 10% of annual profit growth comes from China, thus realizing the enterprise. And the common development of employees. Dajin Industry Co., Ltd. adhered to the people-oriented business philosophy, paying attention to the interests of employees, and promoting the common growth of enterprises and employees. The overseas edition of People's Daily on March 1, 1999 gave a detailed report on this.
Strive to achieve cultural unity and cultural innovation, and foster cultural power to support enterprises to achieve sustainable development.
The average life expectancy of Japanese companies we visited this time is more than 40 years, and some companies have a life expectancy of 100 years. For example, Shiseido Co., Ltd., known for its high-quality cosmetics, was founded in 1872 and has a history of 133 years. Matsushita Electric Industrial Co., Ltd. was established in 1918 and has a history of 87 years. It is very important to explore the reasons for the longevity of these enterprises. These enterprises are paying attention to the inheritance and innovation of culture while constantly developing new products that are marketable and occupying the commanding heights of the market, so that the development of the company is based on deep foundation. Above the accumulation of culture, rooted in the thick national cultural traditions, it can adapt to the changes of the times and continue to develop and innovate. It is embodied in three aspects: First, it inherits the fine traditions of national culture, such as teamwork awareness and coordination, and builds harmonious interpersonal relationships. Through innovation, the company is built into a community of destiny, a community of development and a community of culture. . The second is to pay attention to the formation of a relatively stable "cultural gene" in the process of cultural inheritance and innovation, making it a spiritual wealth to promote enterprise development. For example, Matsushita Electric Industrial Co., Ltd. formed a "business as a public machine" based on the concept put forward by Matsushita Yukisuke, and realized the cultural genes of 'everything on the basis of 'customer first'. "Transformation into the concept of "adhering to technological innovation", with this concept to guide enterprises to continuously carry out technological innovation and develop new products, so that enterprises are always in an invincible position in the fierce market competition. Third, through the establishment of museums, memorials, exhibition halls Such cultural facilities have enabled the cultural achievements created by the company to be well protected and opened to the public free of charge, making it a bridge for communication with the society, fully demonstrating its own historical and cultural achievements, and achieving the use of culture to enhance corporate image. the goal of.
Emphasis on the high cultural consciousness of entrepreneurs and the conscious practice of employees, and the establishment of a cultural pursuit of the same desire.
In the corporate culture construction, the Japanese companies we surveyed aim to establish a common cultural pursuit, and unify the cultural consciousness of entrepreneurs and improve the cultural execution of employees, so that enterprises become a cultural community.
Through study and study in Japan, we feel that the cultural consciousness of Japanese entrepreneurs is mainly manifested in five aspects: First, the awareness of the development of culturally dominant enterprises has been established, and cultural innovation has been used to lead the development of enterprises. Second, it has a lofty cultural pursuit that profoundly affects the cultural awareness of employees. Third, entrepreneurs in these enterprises are key figures in the construction of corporate culture and play a key role in advocating, practicing, promoting and transforming corporate culture. Fourth, it is an important mission to promote the fulfillment of social responsibilities to enterprises. The fifth is the valuable quality of the pioneering and unremitting innovation. Matsushita Yukisuke, the founder of Panasonic Corporation, is a representative figure. During this visit to Panasonic, we can feel the existence of Matsushita Yukisuke and feel the charm of Matsushita culture. The Matsushita culture founded by Matsushita Yukisuke still deeply influences the development of Matsushita. As early as 1932, Matsushita Yusuke proposed the corporate mission of “Corporate people must do their part to improve the quality of social life and pursue the prosperity of world culture.” In 1933, the company’s employees were enacted and enacted. In the "five spirits", in 1935, the company's internal regulations were formulated, emphasizing the integration of knowledge and action, etc., thus promoting and leading the Panasonic company to continue to advance in the right direction, creating a brilliant world. Now, Matsushita has inherited the cultural consciousness of Matsushita's help to benefit mankind, established the corporate ideal of "contributing to the network society that is spread" and "contributing to the coexistence of mankind and the global environment", and invested in the recycling of home appliances. The center and the environmental resource recycling plant are responsible for the recycling of electrical products of 20 manufacturers. At the same time, they are free to open to the society as an environmental education base, and strive to contribute to raising citizens' awareness of environmental protection and establishing a recycling society.
After exchanges with Japanese experts, scholars and entrepreneurs, I learned that Japanese entrepreneurs have a high degree of cultural consciousness. There are four main reasons: First, after the Meiji Restoration, Japan vigorously popularized education, and the education level of the people has been greatly improved. Entrepreneurs who have grown up on this basis generally have a high cultural literacy and cultural pursuit. Second, Japan's social institutional arrangements have made it impossible for wealth to be passed on to the next generation. This has determined that Japanese entrepreneurs are largely supported by a sense of accomplishment and strive to make the company stronger and bigger. This sense of accomplishment has transcended narrowness. The pursuit of material interests has risen to the spiritual and cultural levels. Third, Japanese entrepreneurs have grown up in the process of internationalization in Japan. They have a broad vision, an open mind, and continuous pursuit of excellence, and thus have a high cultural consciousness. The first president of Shiseido, Fukuhara Shinzo, is the representative of this aspect. Fukuhara Shinji graduated from Columbia University in 1913 with a degree in pharmacy. After graduating, he traveled to Europe to study European modern art. He is both an entrepreneur and a photographer who loves art. He positions the pursuit of the company as "self." The products and services beautify the human life, and personally participated in the design of the corporate logo, the use of camellia as a symbol of their own business, so that Shiseido is developed from a shop that mainly sells Western medicine into a modern company that mainly produces high-grade cosmetics, and makes Shiseido culture Has a strong artistic and cultural color. Fourth, the state and the government have further enhanced the cultural consciousness of entrepreneurs through measures such as commendation, public opinion guidance, and policy support.
One of the important signs of the success or failure of corporate culture construction is to see the degree of internalization of corporate culture among employees, and to see the extent to which employees practice consciously. And this has been fully confirmed in the Japanese companies we have examined. These enterprises pay attention to the integration of knowledge and action in the construction of corporate culture. The spirit of enterprise and corporate philosophy have become the survival mode and work habits of employees, which are reflected in the words and deeds of employees. These companies mainly take the following measures to improve the cultural execution of employees:
The first is to conduct corporate culture training. This is a common practice for Japanese companies. The companies we surveyed have established training institutions such as employee training centers and talent training centers. Nissan is the second largest automobile company in Japan. In July 2003, it cooperated fully with China Dongfeng Motor Co., Ltd., which required a six-month systematic training for newly recruited employees, mainly to learn the company's corporate culture and post operations. Skills, etc. After the training is over, the test is confirmed, and it can be confirmed that it meets the company's employment standards before entering the actual work position.
The second is to organize various cultural cultivation activities through various ceremonies. Japanese companies improve the execution of their employees' culture. They are more infiltrated into various cultural activities organized in daily life, such as holding an entrance ceremony, an entrepreneurial commemorative celebration, a celebration ceremony for each economic year, a workshop, etc., of which the case of Ebara Co., Ltd. Education has left us a deep impression. Established in 1912, Kasahara Co., Ltd. is mainly engaged in the manufacture of wind power hydropower, environmental engineering machinery manufacturing, and precision electronic instrument manufacturing. On March 23, 2003, due to the incorrect connection of the sewage pipe, the company’s Fujisawa Plant was involved in dioxin. Leaking an accident. After the accident, Sugawara Co., Ltd. carefully summarized the cause of the accident, formulated five basic codes of conduct, and designated March 23 of each year as the basic code of conduct reconfirmation day. The chairman began to work on the employee from 8:30. He gave a 30-minute speech and used the case of a dioxin leak accident at the Fujisawa Plant to guide employees to reflect on themselves according to the five basic codes of conduct, find gaps, and improve the consciousness of practicing the basic code of conduct.
The third is to fully mobilize the enthusiasm of employees, so that all employees can build a corporate culture. Employees are not only the object of cultural education, but also the main body of cultural establishment. This is fully reflected in the corporate culture of JR Nippon Railway Corporation. After the transformation of the JR West Japan Railway Company from the state-owned to the private sector 18 years ago, the corporate culture is facing a transformation. The company pays attention to giving full play to the role of employees, and through the implementation of "my advice", concept collection, and unified reading "thanks to passengers using the JR railway" Promote language and other activities, organize all members to participate in cultural establishment, create a cultural atmosphere of human care, and determine a new business philosophy: "Based on respect for humanity, on the basis of building a relationship of labor and trust, and strive to achieve the activity of the railway industry At the same time, as a leading enterprise that is loved and shared prosperity, as the leading enterprise of the country, it actively contributes to the development of society, economy and culture, thus successfully realizing the cultural transformation and shaping the new enterprise. The image has promoted the rapid development of the company.
Vigorously promote the transformation of ideas, structural reorganization, and strategic adjustment, and form a benign development of cultural and management.
Japanese companies attach great importance to making corporate culture truly the internal driving force for corporate development. First, with the development of the company and changes in business philosophy, the organizational structure of the enterprise will be changed in a timely manner. After Matsushita Yukisuke proposed the new mission and new business philosophy of the company in 1932, it immediately adjusted the internal organizational structure and management system, and established a management model with the business department as the main body. Second, when the nature and structure of the enterprise change, timely adjust the business philosophy and core values of the enterprise, so that the corporate culture can be transformed in time to adapt to changes in the enterprise. For example, JR West Japan Railway Company has realized the transformation of corporate culture while the company is restructuring. Third, the company's development strategy has changed, and the company's business philosophy has also been adjusted and innovated. Daikin Industries Co., Ltd. has vigorously implemented the internationalization strategy in response to the slow growth of the domestic economy and the narrow space for enterprise development. To this end, they have adjusted and innovated the company's original cultural concepts. In August 2002, it established the “highest”. Reputable, enterprising management and clear people and "company program and 10 business concepts. Chairman of the Board of Directors, Inoue Ryo, and General Manager Kita Kazuyuki, started in September 2002, and held a briefing session in three months for Dajin’s branches in Japan and seven major overseas subsidiaries to present a new business philosophy. In February 2003, 10 employees from Japan and overseas subsidiaries were invited to hold a symposium with Chairman Inoue, and the business concept was printed in a brochure and sent to employees. The business philosophy guides and standardizes the behavior of employees, and is well adapted to the needs of expanding the international market. The company's internationalization strategy has achieved fruitful results, especially in China, with rapid development of its business, with six joint ventures and wholly-owned companies operating. With an amount of more than 80 billion yen, the profits of Xi'an Qing'an Daikin Company are growing at a rate of 20% per year.
In the daily business process of the enterprise, attention should be paid to unifying the propaganda products and the management "culture", and cultivating new economic growth points of the enterprise.
It is basic common sense that corporate culture has the function of propagating products and shaping corporate image. However, on the basis of this, Japan has given new functions to corporate culture construction, and at the same time promoting products, it has begun to operate "culture."
First, it attaches great importance to the promotion of products and corporate image. These enterprises have large-scale publicity departments, corporate culture departments or image planning departments, mainly responsible for product advertising design, corporate image planning and publicity, and corporate culture. In particular, the promotion of products and corporate image is impressive. Most companies use Japanese, English and Chinese to create brochures, promotional videos and corporate websites for products and corporate images. Most of the staff in these departments have mastered the three languages of Japanese, English and Chinese. Shiseido’s publicity department has more than 130 employees, and annual advertising expenses account for about 10% of turnover. Companies such as Panasonic and Toyota have international exhibition centers and technology centers to promote the company's products, image and culture.
The second is to make strategic investments in culture. Fukuhara Shinzo believes that corporate culture is a rational and emotional asset cultivated and accumulated in the history of the company, and puts forward that "corporate culture is the fourth operational asset after human, financial and material". In 1919, he set up Shiseido Gallery in Ginza, the commercial center of Tokyo. He provided free exhibitions for unnamed young painters and photographers in Japan and around the world, and hired a group of artists to work on image design and publicity. At present, more than 5,000 artists have exhibited their works at Shiseido Gallery and have left a large number of works for Shiseido. Shiseido has also created a large number of works in its image promotion, which have become the cultural assets of Shiseido. As these artists become more popular, they continue to add value. Enlightenment to the Construction of Chinese Corporate Culture
Due to the different social systems, different historical and cultural backgrounds, historical stages and specific conditions of enterprises, the experience of Japanese corporate culture construction must be selectively chosen.
First, the corporate culture construction of Chinese enterprises should be scientifically positioned and solidly promoted to truly promote the development of enterprises.
Corporate culture is formed and developed by a company in the long-term production and operation process, and it is a way of survival and development of an enterprise. Enterprise development practice is the foundation of the emergence and development of corporate culture. In turn, corporate culture plays a role in promoting the development of enterprises. Corporate culture is the spiritual power and ideological soul of enterprise development. To a certain extent, it reflects the cultural accomplishment and cultural pursuit of business managers and all employees. The degree and level of corporate culture construction is directly related to the stage of enterprise development, and directly related to the enthusiasm of entrepreneurs and the overall situation of employees. Moreover, one of its distinguishing features is endogeneity. Only the culture that grows inward can adapt to the needs of this enterprise and become an integral part of the core competitiveness of the enterprise, thus truly promoting the development of the enterprise. The construction of corporate culture can learn from the mirror, but it cannot be copied; it can be properly guided, but it cannot be beyond the stage; it can be actively created, but the overall characteristics of the employees should not be neglected.
The construction of corporate culture of central enterprises should follow the "three laws" and achieve scientific positioning and solid advancement. First, follow the basic laws of the formation and development of corporate culture, recognize the long-term nature of cultural construction, achieve overall planning, step-by-step implementation, focus on cultural accumulation, and continuously achieve cultural upgrading. Enterprises do not rely on culture for a hundred years, and building a good corporate culture also requires a long-term cultivation process. At present, the short-term behavior, formalism and the erroneous tendency of quick success in the corporate culture construction of some central enterprises should be overcome and improved. Second, follow the law of enterprise growth, recognize the inherent unity of cultural construction and enterprise development, and proceed from the stage characteristics and internal requirements of enterprise development to promote corporate culture construction, neither too advanced nor seriously lagging behind. Must be forward-looking and consistent with the adjustment of the organizational structure, industrial structure and development strategy of the enterprise. The third is to follow the law of cultural education, adhere to the systematic and long-term nature of cultural concepts, and adopt corresponding methods and measures to promote the popularization of ideas and cultural education. During the inspection, 19 comrades were deeply impressed by the principle that Japanese companies emphasized autonomy in the implementation concept, but this principle is based on the high cultural literacy of Japanese employees and the relative maturity and stability of corporate culture. For Chinese companies that are just starting out in corporate culture construction and whose employees need to improve, it is not appropriate to overemphasize autonomy. It is necessary to combine the principle of autonomy with the principle of coercion, and combine positive incentives with systematic indoctrination. Actively create a strong cultural atmosphere and improve the effectiveness of cultural education.
Second, in accordance with the requirements of the important thinking of the "three represents," promote the full implementation of the people-oriented principle.
The implementation of the basic requirements of the important thinking of the "Three Represents" and the adherence to the people-oriented scientific development concept are the basic principles that must be adhered to by the construction and development of advanced enterprises with Chinese characteristics. In combination with the investigation of Japanese corporate culture construction, we believe that the construction of corporate culture of central enterprises must take the establishment of correct people-oriented principle as an important task, fully recognize the premise, historicity and integrity of the people-oriented principle, and guide the construction of corporate culture. The specific work can make the corporate culture construction achieve tangible results.
First, we must recognize the premise of the people-oriented principle, and unite people-oriented and enterprise-oriented. The value principle of the people-oriented principle is that the value of human beings is higher than the value of human beings, and the value of human beings as the purpose is higher than the value of human beings as means. This principle is a kind of sublation of the alienation of human beings that prevails under the conditions of capitalist society. It is a kind of sublation of the situation in which the ruler and the individual are submerged in the false collective. It realizes that human beings are only means of enterprise development, and become a means of enterprise development, but also an improvement of the purpose of enterprise development. This promotion does not deny the value of human beings as a means of development. A basic conclusion drawn from this is that from the historical background of the people-oriented principle, the basic premise of the people-oriented enterprise is that the employees take the enterprise as the home; from the perspective of the actual interaction, the people-oriented and the enterprise as the premise of each other and the mutual result . Enterprises adhere to the people-oriented principle is to regard employees as the main body of the enterprise development and the main body of interest; employees insisting on taking the enterprise as their home is consciously taking themselves as the responsible subject and motivation subject of enterprise development. The enlightenment to us is that advocating people-oriented must be combined with advocacy and enterprise-based, we must recognize the premise of the people-oriented principle. Otherwise, it only emphasizes the value and significance of human beings as the purpose of enterprise development, which will lead to the driving force of enterprise development. And the responsibilities of the subject of responsibility will lead to the people-oriented principle hanging in the air. This situation actually exists to varying degrees in our various enterprises and should be given enough attention. In the construction of our corporate culture, we should put forward the requirement of “taking the enterprise as the home” for employees, and pay attention to guiding employees to fully realize that the premise of “people-oriented” is that employees “take the enterprise as the home” and only the employees To be a family, can we better realize the "people-oriented" enterprise, and employees can only become the main body of the enterprise development and the main body of responsibility in order to become the target subject and interest subject of enterprise development.
The second is to recognize the historical significance of the people-oriented principle and organically unite the degree of realization of the people-oriented principle with the degree of enterprise development. The emergence of the people-oriented principle is the product of long-term historical development. It has different connotations in different stages of development of different countries, societies and enterprises, and embodies different requirements. The level of “people-oriented” principles must be adapted to the level of development of a country, society and enterprise. The degree and level of realization of the Japanese people's people-oriented principle is the epitome of Japan's national development and the result of a long-term development of a company. While we are amazed and admired, we must look at this result and state with a historical perspective. At the same time, we must proceed from the realistic conditions of our company, implement the people-oriented principle according to the degree of enterprise development, and continuously improve the level and standard of the people-oriented principle by realizing the sustainable development of the enterprise.
The third is to recognize the integrity of the people-oriented principle and organically unite the degree of realization of individual interests with the realization of overall interests. Under the conditions of socialism in our country, the "people" in the "people-oriented" principle is not only an individual concept but also a holistic concept. "People-oriented" is not only to realize the development of one person and one group, but also to realize the development of all people. To achieve the dynamic balance of development of various groups; "people-oriented" is not only to achieve one aspect of human development, but also to achieve multi-faceted development of people and meet the multi-faceted needs of people. Therefore, we must implement the "people-oriented" principle in accordance with the requirements of the overall dynamic balance, not only to solve the individual problems, but also to achieve overall development.
Third, correctly handle the relationship between the implementation of CI strategy and the implementation of CS strategy, timely introduce CS strategy, and constantly enhance and strengthen the brand image of central enterprises.
Most of the central enterprises have implemented the CI strategy in the construction of corporate culture, which plays an important role in enhancing the company's own image. Through an examination of Japanese corporate culture, we realized that while promoting the CI strategy, we should introduce the CS strategy in time to raise the image of the company to a new level. CS is the English abbreviation for customer satisfaction. In 1990, Toyota and Nissan Corporation of Japan took the lead in introducing the CS strategy and building a customer-oriented corporate culture, which was a great success. Now CS strategy has been widely used in Japan. For example, Daikin’s business philosophy puts forward “insight of the next demand, creating new value” and elaborates on it. The so-called "insight of the next demand" is to go deep into the heart of the customer, to discover the needs and desires that the customers themselves have not yet perceived, and to turn them into specific goods and services to provide customers with surprises. And then create new needs, which is a reflection of the customer satisfaction strategy. Panasonic Company makes full use of the company's long-term technical reserves and strong design strength to develop a home electronic screen wall featuring informationization and networking, representing the development trend of household appliances, and its own international exhibition in Tokyo. The center is describing and presenting to visitors every day.
Japanese companies' implementation of the CS strategy is compatible with the characteristics of a high degree of marketization. High marketization determines the market orientation of corporate culture. The core of market orientation is that everything is based on customer satisfaction and customer orientation. Therefore, CS is the enrichment and deepening of CI strategy. The CI strategy reflects a single corporate perspective, focusing on the improvement of self-image; the CS strategy is a multi-perspective of companies, customers, etc., focusing on the satisfaction of customer needs and the realization of value. With the further deepening of China's marketization, the introduction of CS strategy is a trend and inevitable, but it does not mean that the introduction of CS strategy will replace the CI strategy. The two perspectives are different and their roles are different, which can complement each other and promote each other. The role. At present, the central enterprises should seriously study the implementation of the CS strategy, choose the opportunity to introduce and widely implement this strategy, so as to achieve a new upgrade of corporate brand and image.
四、按照落實科學發展觀和建立和諧社會的基本要求，以構建“六種和諧關系”為目標，為企業發展創造更加和諧的文化環境和氛圍。
創造和諧的文化環境和氛圍是落實科學發展觀和建立和諧社會的基本要求，是我們企業文化建設的目標之一，也是日本企業文化建設帶給我們的重要啓示。日本是高度發達的資本主義國家，經濟總量居世界第二位，但貧富差距卻控製在一個合理的範圍內，社會矛盾並不十分突出。在這一點上，日本企業同日本社會具有高度的一致性。日本企業在企業文化建設中，通過強化共同體意識，積極倡導履行社會責任等，為企業發展創造了和諧的社會環境和文化氛圍。這對我們中央企業今後的企業文化建設具有深刻的啓迪意義。
中央企業在今後的企業文化建設中應該把創造良好的文化生態擺在更加突出位置，以構建“六種和諧關系”，即“企業與員工、員工與員工、企業與企業、企業與社區、企業與環境、員工身體與心理之間的和諧關系”為核心，通過積極進行理念創新，確立和宣傳體現構建“六種和諧關系”的發展觀、合作觀、環境觀、生活觀等價值觀念；在合理界定社會責任的基礎上，積極塑造企業良好的社會形象；加強心理文化建設，促進員工身心和諧發展等措施和途徑，不斷最佳化人際關系，建立良好公共關系，最佳化企業內外發展環境，促進企業和諧發展。
五、正確認識企業文化的特徵，在企業文化建設中確立經營“文化”的新視角。
2004年7月6日至9日國資委在大慶召開的“中央企業企業文化建設研討交流會”，有力地推動了中央企業的企業文化建設。各企業通過採取一系列措施加大工作力度，初步掀起了建設企業文化的熱潮。但這次日本之行給我們的啓示是：中央企業在今後的企業文化建設中應樹立經營“文化”的新觀念，做到建設“文化”與經營“文化”有機結合。
精神、理念、價值觀等軟性文化同具體形態的文化產品，尤其是物質產品有一個顯著區別，那就是這些軟性文化越使用越增值，並且可以轉化為具體形態的文化產品，可以成為企業的經營性資產。這是可以對我們的企業文化進行經營的理論根據。而我們中央企業一般都有幾十年歷史，積累了豐富的文化資源，創造了豐碩的文化成果，這構成了我們經營“文化”的資源基礎。即使有的企業文化積累薄弱，也應該從經營“文化”的視角去推進企業文化建設。“經營”文化這個詞的涵義就是提升企業文化以及對由此開發出來的具體文化產品進行商業化運營，實現文化資產的保值增值。國內赴海爾學習考察的人絡繹不絕，實際上就是經營“文化”的一種結果。當然，現在參與經營的主體不僅僅是海爾集團，更多地是媒體等企業外的社會力量，但起點還是企業本身。確立經營“文化”的新視角，不是要取代基礎性的文化建立工作，而是對這一基礎性工作的提升，是將在基礎性工作中創造出來的成果所蘊藏的價值體現出來，並且不斷增值。這就要求在基礎性的文化建立中體現經營“文化”的要求。如：我們各中央企業建設的紀念館、展覽館、資料館等，就不僅僅是儲存文化成果的場所，而應該成為經營“文化”的有效載體和途徑。對這些場館的投入，就不是純消費性的支出，而恰恰應該是長期的經營性投資。
當前，中央企業開展“經營”文化的工作，具體可從四個方面進行：第一，製定經營“文化”的長遠戰略，遵循文化發展的內在規律，確定中長期目標，從戰略層面對本企業長期積累的文化資產進行經營。第二，可通過打造文化品牌，提升企業文化資產的價值。如：在相關企業中把長期形成的“大慶精神”、“鐵人精神”、“兩彈一星精神”、“青藏鐵路建設精神”等各具特色的企業精神打造成文化品牌，實現文化資產的保值增值。第三，開發具有企業特色的文化商品，通過具體的文化行銷，實現企業文化資產的升值，包括：開發體現企業文化個性的紀念章、紀念幣、紀念郵票、企業歌曲、電視劇、網路遊戲等。第四，培育宣傳文化英雄，以此來提升企業文化資產的價值。從經營“文化”的視角看，王進喜、王啓民、李黃璽、許振超等不僅是單個企業的勞動模範，更是這個企業的文化英雄，代表著我國國有企業廣大員工的精神追求，也體現著一個個企業的個性文化。如：王進喜是“創業文化”的代表，是大慶精神的人格化；王啓民是新時代知識分子的代表；李黃璽是新時期知識工人的代表；許振超是“效率文化”的代表。從經營“文化”的角度，對他們所代表的文化不斷進行解讀和釋義，不斷進行培育和傳播，就可以使他們所代表的文化不斷增值。
六、提高企業全員的文化自覺，尤其是要把提高企業家的文化領導力與提高員工的文化執行力有機結合起來，增強企業全體員工的共同行為能力。
企業文化是全員性文化。文化建設的主體、文化踐行的主體和文化育人的對象都是全體員工。提高企業全員的文化自覺是企業文化建設的一個目標，而企業全員文化自覺的程度又決定著企業文化建設的成效。因此，提高企業全員的文化自覺是企業文化建設的一個關鍵環節。這在日本的企業文化建設中體現得非常明顯。
中央企業今後的企業文化建設的一項重點工作應該在提高企業全員的文化自覺程度上下功夫，尤其是要著重在提高企業家的文化領導力和員工的文化執行力上下功夫。因為文化自覺程度低是當前我們中央企業在企業文化建設中存在的一個較為普遍的問題。具體表現為存在三種錯誤傾向，可概括為“三論”：一是單一主體論。即片面地認為企業文化就是企業家文化，因而往往是因領導人員的變動而企業文化的核心內容也隨之變化。實際上，企業家隻是文化建設的領導主體，而不是單一的建立主體，是文化理念的主要設計者，而不是惟一設計者，是文化踐行的先行者，而不是文化踐行的基礎主體。“企業文化主要是企業家文化”這一論點主要是源於對日本企業文化建設實踐的概括。日本企業的性質大部分是私有製，而且早期都是家族企業，企業領導人長期不變，因而企業家的文化個性深深地影響了各自企業的文化發展，在這個意義上說，“企業文化主要是企業家文化”是有其合理性的，但也有其局限性。而把這一論點移植到中國，尤其是移植到中央企業的文化建設上卻是有失偏頗的。二是部門文化論。即認為企業文化建設和落實僅僅是企業文化部一個部門的責任，因而也就沒有形成各部門各負其責、合力推進企業文化建設的工作格局和運行機製。三是與己無關論。這主要是存在於員工中的一種錯誤認識，即認為企業文化建設隻是企業家的責任和工作，與自己沒有任何關系，因而也就無法談文化執行力的問題。
這三種錯誤傾向是中央企業在提高全員文化自覺上應該著力解決的問題。一是應探索建立全員建立體系，形成全員建設企業文化的局面。日常工作中，註重設計具有全員性特點的文化創新與培育活動，吸引員工廣泛參與。二是應探索建立綜合推進企業文化建設的運行機製。三是應探索解決文化與管理融合的問題，提高文化理念的製度化程度，使文化通過管理和製度發揮作用。四是應探索建立長效培育機製，把文化培訓作為獲得企業人資格、崗位任職資格等方面培訓的重點，貫穿在自我成長過程中。 對國資委推進中央企業
企業文化建設的幾點建議
一、把推進國有企業企業文化建設作為出資人代表的職責認真予以落實。企業文化是除人、財、物之外的第四種重要資源，已得到越來越多的專家學者和企業管理人員的認可。通過挖掘、整合、建設企業文化，充分發揮這些資源在塑造企業品牌、增加企業無形資產存量，使企業資產保值增值，是作為出資人代表——國資委的重要職責。建議國資委從履行出資人職責的角度，把企業文化建設作為促進企業保值增值的重要內容，加大工作指導力度，不斷提高中央企業乃至所有國有企業企業文化建設的水準。
二、建議進一步加大貫徹落實國資委《關於加強中央企業企業文化建設的指導意見》的工作力度，全面提高中央企業企業文化建設的水準。《指導意見》已經正式頒布實施，這必將促進中央企業的企業文化建設。但國資委所管理的中央企業的行業不同、性質不同、規模不同、發展歷史不同、企業文化建設的現狀不同。這種情況，一方面要求中央企業要結合自己企業的實際來貫徹落實《指導意見》，另一方面也要求國資委應加大貫徹落實《指導意見》的推進力度，進一步加強對中央企業企業文化建設工作的指導。建議加大《指導意見》的宣傳力度，使中央企業的各級經營管理者和全體員工充分了解《指導意見》的內容，認識加強企業文化建設的重要意義，提高建設先進企業文化、不斷提升企業核心競爭力的自覺性。同時，要通過召開貫徹落實《指導意見》座談會、組織參觀交流等多種途徑進一步加強分類指導，開展督促檢查，促進中央企業企業文化建設健康發展。
三、建議國資委盡快開展企業文化建設培訓，提高企業文化建設工作者貭素。
一是建立企業經營管理者文化培訓製度，使出國培訓規範化，分期分批地選送中央企業的高層管理人員和企業文化部門負責人出國學習考察，真正使中央企業領導人適應世界經濟和企業管理的發展趨勢，以寬闊的眼界和高度的文化自覺去認識企業文化、建設企業文化。同時，要認真選擇培訓國和培訓內容，以提高培訓效果。像這次日本企業文化培訓考察就獲得全體團員的一致好評。二是在勞動與社會保障都已把企業文化師確定為一個新職業的情況下，建議國資委研究中央企業企業文化建設從業人員的執業資格識別工作，建立規範的評審審批標準和程式，形成企業文化的職稱系列，進一步促進中央企業企業文化部門工作人員的專業貭素和工作水準的提高。三是在組織出國培訓考察的同時，建議組織企業文化的國際交流，在更大範圍內實現知識、信息和文化的廣泛交流與共享。
四、建議國資委加大中央企業開展形象宣傳與品牌塑造的力度，充分發揮國資委管理、組織和資源優勢，進一步提升中央企業的整體形象。建議國資委充分運用所掌握的資源優勢，引導中央企業加大形象宣傳和品牌塑造的工作力度，不斷提升中央企業的無形資產，增強核心競爭能力。建議國資委充分發揮管理、組織和人才資源優勢，主動搭建形象展示平台，為中央企業創造集體亮相的機會，進一步擴大中央企業的知名度和影響力，繼續為中央企業創造和諧的發展環境。建議國資委利用北京的中心優勢，舉辦中央企業發展成就展覽會，展覽會期間可舉辦研討會、主題論壇等多項活動，充分利用各種優勢，集中展示和提升中央企業的整體形象。這次日本愛知世博會就設立了企業展區，豐田公司、松下公司等日本企業就利用世博會這個平台，展示了機器人等世界最前沿的高新技術和產品，有力地提升了企業的自身形象。
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