Go to hell and talk about heaven again

Behind the lack of talent and hunger, the restrictions on foreign Chinese companies on Chinese local executives, the exile of capital after the acquisition of the company’s managers, the rising space and the ceiling of the professional managers after millions of years of salary... After the game of various elements, in recent years, many well-known professional managers in the industry have jointly chosen transformation and entrepreneurship.

Mr. R, who resigned as an executive from a well-known retail company, opened a design company. In the past two years, his number of avatars in the QQ group has become less and less. "Rather than killing time on the Internet, it is better to have a meeting with people in the company to discuss the modification of the project at hand." Mr. R said that now is the beginning of the business, everything is still not fixed, he is both a boss and an engineer, too many social and online friends will distract his energy and increase the cost of time.

There are not many entrepreneurs who have the same experience as Mr. R. Entrepreneurship is not the legendary "Ilisia". For those managers who have given up the comfortable environment, rich income and the once-inviting rains of big companies, entrepreneurship can be paradise or hell.

Do you think first?

Entrepreneurs don't really want to perform in a perfect way. Their purpose is to advance the project and then make a profit. In this process, even successful entrepreneurs may make mistakes, so as long as there is a 40% grasp, they dare to invest. This kind of adventurous spirit is difficult to cultivate in the position of professional managers.

“The difference in value orientation between professional managers and entrepreneurs tends to be an obstacle to their entrepreneurship.” Previously, a senior executive in a commercial real estate company, who has successfully built a number of shopping malls, told reporters that senior professional managers often They have a good educational background and personal qualities, so they have the knowledge, skills, consciousness, ideas, beliefs and other rules and regulations. Before doing things, collect a lot of information for evaluation and research, and then decide whether the project is feasible.

However, many successful entrepreneurs do not spend too much time doing research or conducting in-depth analysis. On the other hand, those who often make plans, but from time to time are forced to discard the hard-working strategy plan and come back again and again. Entrepreneurs who spend too much time researching, thinking about affairs, and carefully planning the future are less likely to survive the first three years of entrepreneurship than others who have not considered the business opportunities.

But it cannot be said that many successful entrepreneurs tend to risk blindly. Instead, they choose a low-cost and time-sensitive approach in the middle of a rigid system of planning and a plan that does not involve any planning at all. This is the opposite of most people's perceptions. Entrepreneurs don't really want to perform in a perfect way. Their purpose is to advance the project and then make a profit. In this process, even successful entrepreneurs may make mistakes, so as long as there is a 40% grasp, they dare to invest.

They usually do it first, and there are impromptu works. Successful entrepreneurs know how to compromise, and when the situation changes, they immediately change their strategy. After the problem arises, they will seek solutions. This kind of adventurous spirit is difficult to cultivate in the position of professional managers. Therefore, in many cases, professional managers are very ignorant of certain practices of the boss, so they will bring the value orientation they think is correct to their own entrepreneurial scene. Especially for senior professional managers, the older they are, the harder it is to adjust their value orientation. In the early days of the transition, many people struggled on this issue. Some adjustments are not right, either returning to professional managers or failing to start a business.

Is it a ship or a ship?

Those who have the ability to sail are focused on restraint, stability, standardization, pursuit of performance and efficiency, and simplifying it is its outstanding feature; while those with shipbuilding ability focus on motivation, innovation, flexibility, pursuit of income and profit, nothing to create, small Broad is the basic element.

Choosing a startup is tantamount to choosing a marathon, but in the process of transitioning from a professional manager to an entrepreneur, there is a sensitive and tricky topic to mention.

In some enterprises that are still in their infancy, the boss's business ideas and management methods often turn a blind eye to the company's potential crisis, such as the company's management has changed. For entrepreneurs who have transformed from professional managers, they usually put management at the forefront in the early stage of establishment, and some of them have modified the previous advanced experience. The former boss has buried a bomb for the company; the latter boss has made the company lack viability.

This is like the problem of Hamlet. Is the enterprise also facing the problem of first development or management first?

"Any company in the initial stage is never able to be standardized and managed like a big business." Wu Sheng, who has transformed the clothing area agent from a professional manager, told reporters after years of exploration that if it is a step for a startup. Relocating the standardized management systems of major companies to start-ups in place is not only unworkable, but also likely to be the first step in leading a company to death. “The reason why big companies do that, because that is the inevitable outcome of their own development or the precipitation of the company’s growth history.”

In the early days, entrepreneurs paid more attention to cash flow, future capital demand and control, that is, the speed of burning money. This is in line with the focus on turnover and profit of large companies and the pursuit of earnings per share. "When I was the vice president of the company, the goal of my management was to do everything possible to increase production capacity. Other sales, sales, and promotion businesses were handled by other special personnel." Wang Jun, chairman and president of a website, said that he started his own business. After that, not only must we be responsible for all the business, but the most important thing is to let the company have a surplus as soon as possible. “In the first three months, I was calculating how long the shareholders’ financing could last forever. Every morning I woke up and I told myself how much I have to pay today, otherwise I can’t afford the salary of my staff. Give me the money, now I have to find money everywhere and pay the staff."

Money can't necessarily start a business, but entrepreneurship can't have no money. This is just like shipbuilding and shipbuilding. Professional managers are shipbuilders. Entrepreneurs are in shipbuilding. They do not have the ability to build ships, and shipbuilding requires funds in addition to technology. Professional managers often have strong management skills. However, in the initial stage of business, the company mainly relies not on management ability, but on business ability. You need to punch and kick to earn money to support the company. If you just stick to the management routines of mature or growing companies, and you are too step-by-step, the result is likely to be a solid foundation, but the company did not wait until the flowering results to die.

Initial ambiguity

In fact, more than one person saw the chaos in the early stage of entrepreneurship, but as the boss of the entrepreneur, he had to promote only a kind of "quiet revolution" that was not bleeding, and all parties only noticed when they looked back.

So entrepreneurs who are transitioning from professional managers need to tolerate ambiguity. That is to say, in the early stage of the venture, all the rules, procedures and procedures of the company have not been operated smoothly, and the personnel are newly joined. The communication and culture are not yet mature. At this time, the entrepreneurs must coordinate and communicate at any time and place. And tolerance ambiguity is one of the important capabilities that enable companies to avoid unnecessary conflicts to reduce the company's internal friction.

“Professional managers can dismiss unsatisfactory staff according to their own ideas, recruit new team members, and make major changes to the company. For mature companies, they can fully withstand such changes. But entrepreneurs maintain a team. It’s not easy, and early employees have accumulated a variety of resources at the beginning of their business. This is very important for a small business. Too strict management will cause the startup team to fall apart, leading to a dilemma for startups.” A transformational furniture company The boss is honest with reporters. At the initial stage of entrepreneurship, the team is very different. In order to balance various interests, the boss must secretly prepare to “back up” employees. Even if a key business employee leaves, it will not endanger the entire company.

Team double-edged sword

Entrepreneurship is also a team, a team and a team. The goals of entrepreneurial members are the same, and under the premise of the correct direction, they will be able to create a career and create a good business. On the contrary, entrepreneurial enterprises will inevitably go to the demise of the internal friction between the entrepreneurial teams.

It is difficult to make a single project with a single gun. To make a project requires a team. To make a project requires a team, and to create a business as well. But the entrepreneurial team is a double-edged sword, and the entrepreneurial team is also a team. The goals of entrepreneurial members are the same, and under the premise of the correct direction, they will be able to create a career and create a good business. On the contrary, entrepreneurial enterprises will inevitably go to the demise of the internal friction between the entrepreneurial teams.

Wu Sheng, a translator who is a regional agent for clothing, told reporters that at the beginning of 2005, the company had some adjustments in its strategy, and whether a clothing brand continued to cooperate and entered a “long” decision-making process, and a related veteran entrepreneurial team member was performing at that time. Some abnormalities, but Wu Sheng was busy discussing the renewal contract with the next-level dealers and did not notice this. It was not until two months later that the employee placed his resignation letter on his desk. He knew that because the above-mentioned clothing brands continued to cooperate, there was no conclusion. The team members complained that they happened to meet another clothing brand. Business angle. The resignation of key employees made him very uncomfortable for a while.

The organization and process of the company will change due to the growth of the company's business. At this time, the entrepreneur must have good adjustment and adaptability, so that the company can change accordingly and smoothly transform and grow. "Looking at the reclamation and neglecting the sowing" led to the ravages, the ridiculousness and the shackles, and it was difficult to see the flowering results all the time.

"Fabulous"

“The more successful professional managers, the more they become “tired and tired” after starting a business.” Mr. R, who has transformed the design company, told reporters that when he is a manager, he is in a relatively protected environment, if he is in the world’s top 500. Enterprises, even middle managers, will attract industry and media attention because the companies behind them represent the resources they control. If it is a little more successful, the manager is quite well-known in the industry. Once it is transformed, the attention of the outside world will be transferred to its newly-started company. The results brought about by this are mixed. The good news is that the popularity of new companies has risen. The worry is that popularity may not bring good benefits. This has also led to many prestigious professional managers who have begun to perform low-key after the transition to entrepreneurship.

It is for this reason that Mr. R had a rather tormented day in the early days of his business. “In the early days of the transition, the new company was very concerned by the outside world. Many commercial projects in the Pearl River Delta and outside the province sought to cooperate with us. But considering the creation of brands and the establishment of word of mouth, we only wanted to do a few classic cases and make achievements. Therefore, we are afraid to pick up some projects with certain defects and more problems. Some of them even offer a very good price." But now looking back, Mr. R admitted that this decision was too conservative, mainly The reason is that I am afraid that I cannot afford to lose.

Entrepreneurship is a series of continuous attempts to fail and trial and error. The entrepreneurs at the beginning have no qualifications themselves. This time they can't, they can do it next time, and every failure can be repeated. However, for the transitional professional managers, the more successful they have before, the higher the cost of “re-tapping” after the start of business. Once the failure is frustrated, the reputation is damaged and the society is relatively large. At the same time, due to the high age, the spirit The upper and the physical are responsible for the greater work and family pressure than others. The longer they are able to repair themselves after falling out of love, after all, life is short, and time does not allow these people to have more chances for trial and error.

"7 × 24 work system"

When a professional manager seeks to develop into an entrepreneur, even if he has a wealth of industry and management experience, he also has a wealth of social resources. From the standards of entrepreneurs, he still has a lot to learn.

An entrepreneur describes to reporters that when he is a professional manager, his goal is to make all the work in the existing organizational structure safe and smooth according to the existing corporate system, and thus get rich returns and Satisfied the boss. At that time, he lived in a five-star hotel on a business trip. He was in the first class by plane, with annual income of millions and tens of millions of yuan. It’s a lot of money, and the annual advertising cost is at least a few million. However, after the transformation as a boss, he can no longer enjoy the relaxed life as before, and can no longer enjoy the original salary and benefits. As an entrepreneur, he must not only be an adventurer, but also a big butler. Even if it includes details such as industrial and commercial registration and sales channels, he must master everything and continue to learn.

In China, the knowledge and ability of professional managers is limited by their narrow professional experience. For example, people who understand the market do not understand finance, and those who understand finance do not understand market strategy. Especially in multinational companies, most of the professional managers are sales agents, and some people have been engaged in marketing for marketing, and have been engaged in sales since sales. But when they start a business, it is like a single player participating in the all-around competition. The single points are very high, but the comprehensive ability is not good enough.

“The process of starting a business is very hard. It’s not like a manager. I go to work at 9 in the morning and get off work at 6 in the evening. Even if I work overtime, there are other benefits. The entrepreneur’s job is almost 24 hours a day, 7 days a week.” One is still in the startup stage. The boss told reporters that he was busy at the office and was not at home for several weeks. Even at home, almost every night I can't see anyone. Even if the person is at home, the family will find that they are talking to a "wood." “Every day I have to think about the company’s problems. Family relationships have been lit up many times. Since my transformation, the whole family has followed the transformation.”