Secretarial knowledge > essay speech

Achieve progress from excellence to excellence


At present, the company has put forward a new corporate goal of “from excellent to excellent” and a new slogan of “competing for Galanz excellence”. This is undoubtedly a solid and powerful footnote in the new strategic starting point after the company's ten-year home appliance boom. Of course, this is not only a footnote, but also a belief, a belief that the company will cross the peak; this is also a dream, a dream of achieving a century-old enterprise.
What is “from excellence to excellence”? We hope to achieve a change in the general excellence of talents in a company with universal talents, and to transform the company from excellent performance to excellent performance through the role of talents. It is not a good company to achieve a good performance, but to see the performance of this transformation in about 15 years, so we need to look at the problem with new ideas and transform our actions.
In the last issue of the corporate newspaper, General Manager Liang Zhaoxian published a new year editorial entitled "The Battle for Galanz Excellence." The editorial pointed out that Galanz is already a very good company. In the bloody battle of the home appliance industry in the past ten years, we still stubbornly achieved a full 10 years of growth, despite the thrilling and difficult times of these 10 years. This shows that we are already a good company and have the temperament and style of a good company, but Vice President Liang also pointed out: If 1992 is regarded as a turning point in the development performance of the company, then we still have a long way to go from excellence.
We must be clear that in order for companies to move from excellence to excellence, they must transform their employees from excellence to excellence. After more than 20 years of development, Galanz should say that many of our talents can advance with the enterprise, improve their management level and ability and quality in continuous self-learning and work practice, and play a major role in the process of enterprise internationalization. effect. It can be said that many of our management cadres and employees have already claimed to be excellent or even excellent.
However, because the company has developed too fast, our talent structure has presented a phenomenon of unevenness. Many employees and many management backbones have not synchronized with the development of the enterprise. The improvement in ability and quality has not been improved or improved. Barriers to the rapid development of enterprises. What is even more frightening is that some people tend to lie on the credit book and always feel proud of their achievements. They do not have the desire to improve their own quality. They regard past honors and achievements as being complacent or Take out the capital to show off, and the motivation is not enough. In this way, natural ability and quality are not likely to improve, and they cannot keep up with the needs of enterprise development. Don't say that it is excellence, even the best cannot be said.
To achieve the excellence of the company, our talent structure must go hand in hand and fully realize the transformation from excellent to excellent. Previously we talked about a "barrel theory". The volume of water in a wooden barrel is not determined by the longest piece of wood, but by the shortest piece of wood. Everyone in the enterprise is a piece of wood. Only when the short board is continuously transformed into a board, the development of the company will accelerate. At present, our talent structure has long-term, short-board, uneven, and different levels of competence. If it is to maintain such a status quo, then the space for enterprise development is very limited. All the shortcomings must be turned into longboards in order to truly meet the requirements of a superior enterprise. A superior enterprise does not allow any short board to exist, otherwise it will not be an excellent enterprise.
Achieving a company's progress from excellence to excellence is not an easy task, but it is not a difficult thing. The key is whether our employees have the desire to move toward excellence and whether they can achieve a change from excellence to excellence. To achieve excellence from excellence to excellence does not require the company to do much, but to form our absolute core competitiveness. Only in this way can we have a place in the increasingly internationalized brutal competition, and the growth of the enterprise. It will last for a long time, otherwise we will only face the fate of being eliminated.
In the reading of "Uncle China Market Miles", there is such a paragraph of Uncle's words: "In 1993, there were only more than 1,000 people in Galanz, more than 100 million in output value, now there are more than 13,000 people, and the output value is also several billion, and Galanz is not very big. In the United States, we are only considered to be small and medium-sized enterprises. We should not fight the swollen face and fill the good guys. We must do a good job in doing well and make our achievements in a down-to-earth manner. As long as we work hard, we can reflect our performance and create value, and we will be able to It’s a long time to live a good life.” This may be a dissection of the uncle to excellence from another angle, the most simple definition of excellence, but also gives us “why to be good to excellent?” The real answer: live a long time. Perhaps we will feel that this answer is far less grand and discouraged, such as "going into the world's top 500" and "being the world's first", and it seems a bit rustic. But in the past 10 years, the increasingly difficult market environment we are facing, the increasingly cruel and vicious competition, we can say that we have not had a good day. The 10-year-old ascetic career reminds us of the true meaning of the word "survival". It also makes us feel sincerely eager to "go long days for a long time."
I remember that there is such a song called "Thank that day," and the song sings like this: To survive, wipe the tears first, walk over, and there is a sky in front. I have never done a big thing, nine bitter and sweet... I have to think hard about it, and I have no choice but to go through it.
To truly be a company of excellence, we not only need the spirit of dedication, the courage to face cruelty, the dedication of dedication, the endless conviction, we still need a lot of other things, such as outstanding talents, excellence Technology, excellent culture, etc. Of course, what we need most is the aggressiveness of all Galanz people from excellence to excellence. We have always advocated the "people-oriented" corporate philosophy, but outstanding companies should advocate "excellent and suitable talent is the most important asset of the enterprise." Every one of our employees must strive to be a talent for the company, to develop their potential, and to discard the ability to transcend.
After 10 years of business growth, this does not mean that we can achieve a leap from excellence to excellence. Excellent companies need to achieve excellence in all aspects of business management, otherwise they will fall into mediocrity. It’s easy to talk about excellence in all aspects! We are excellent, but excellence is the enemy of excellence, which is why few companies can achieve the best from excellence to excellence. We must see hope, but also difficulties, crises and gaps.
Fight for honor and fight for Galanz excellence! Our only choice is to work hard again! First of all, let yourself be a great person! Only in this way can we make Galanz from excellence to excellence not just a dream!

recommended article

popular articles