"Third-rate enterprises rely on products, second-rate enterprises rely on services, and first-class enterprises rely on culture." The important role of corporate culture construction in modern enterprises is obvious. For the large-scale state-owned enterprises implementing mixed ownership reform (hereinafter referred to as "mixed ownership reform"), in order to improve quality and efficiency, we must also pay attention to the organic integration of old and new corporate cultures, which cannot be ignored.
"Mixed reform" promotes the development of enterprises, and innovation highlights the effectiveness of reform
At present, the "mixed reform" of state-owned enterprises is progressing steadily and rapidly. In 2020, the proportion of central enterprises with mixed ownership has exceeded 70%, and the introduction of non-public capital has reached more than 654.38+0 trillion yuan. Take China Pharmaceutical Group Co., Ltd. (hereinafter referred to as Sinopharm Group) as an example. As early as 20 14, the State Council State-owned Assets Supervision and Administration Commission listed Sinopharm as the first batch of pilot enterprises to develop mixed ownership economy. Since then, Sinopharm Group has given full play to the advantages of mixed ownership, focused on the main business, tried first, promoted change with innovative thinking, and promoted social capital with state-owned capital, which enabled enterprises to achieve rapid development. During the 12th Five-Year Plan period of 20 13, Sinopharm became the first medical and health enterprise in China among the top 500 in the world, ranking 446th. Since then, it has developed rapidly, and successfully rushed into the top 200 in 20 17, ranking199; 20 19 ranking 169, 2020 ranking145; In the first year of the 14th Five-Year Plan, Sinopharm Group rose to 109 in the list of 202 1 world top 500 published in early August.
As a wholly-owned subsidiary of Sinopharm Group, China Traditional Chinese Medicine Co., Ltd. is the core investment platform of the group's traditional Chinese medicine industry sector, and also the experimental field for Sinopharm Group to promote "mixed reform" in the field of traditional Chinese medicine in China. According to the deployment of the State Council State-owned Assets Supervision and Administration Commission and Sinopharm Group to actively and steadily develop mixed ownership, the company successfully acquired the former Guangdong Yingtian Pharmaceutical Group Co., Ltd. (a listed company in Hong Kong) and Guizhou tongjitang Pharmaceutical Co., Ltd. on 20 13, and acquired three Chinese medicine brands: Fengxing, Dezhong and tongjitang. 20 15 made continuous efforts to successfully acquire Jiangsu Tianjiang Pharmaceutical Co., Ltd. and became a leading enterprise in the field of traditional Chinese medicine formula granules, realizing a historic breakthrough in the strategic transformation of the enterprise.
Capital mixing is just a sail, and enterprise integration can achieve more far-reaching goals.
Next, without exception, enterprises that vigorously develop "mixed reform" will face a brand-new issue of how to integrate organically and must be properly solved.
By actively developing mixed ownership, state-owned enterprises have indeed played an obvious role in promoting enterprises to expand their territory. Under the background of mixed ownership reform and development, in order to make new enterprises maintain healthy and sustainable development and improve and strengthen corporate culture construction, enterprises must carefully analyze the inherent corporate cultures of member enterprises and organically integrate them, and finally play an active carrier role in helping development, which is a task. As a central enterprise, China Traditional Chinese Medicine Co., Ltd. should keep in mind its mission, forge ahead, create a central enterprise operation mode of "the strength of central enterprises+the vitality of private enterprises = the competitiveness of enterprises" with innovative consciousness, and build a corporate culture suitable for this mixed ownership, which is not only an urgent need to improve economic benefits, but also has realistic social benefits.
Why emphasize the significance and function of corporate culture construction? Tracing back to the origin and function of corporate culture construction, we will find the answer.
As central enterprises, Sinopharm Group and its subsidiary China Traditional Chinese Medicine Co., Ltd. must undertake to build a corporate culture system that promotes the company's long-term strategic development and is suitable for the actual situation of "mixed reform", unite all newly joined or newly established member enterprises, and escort Sinopharm Group as a medical aircraft carrier.
Analyze the difficulties, solve the pain points and find the balance point of running.
From a macro point of view, the reform of mixed ownership currently carried out in state-owned enterprises is a bold exploration with no precedent, no mature experience to learn from and no successful model to copy. The construction of enterprise culture under the background of mixed ownership is also at a new starting point. We can only give full play to the subjective initiative of enterprises in the process of practice, and only strive to explore and explore a new way; Summarize experience in practice and use experience to guide further practice. How to effectively integrate the inherent culture of state-owned enterprises with the inherent culture of newly joined private enterprises? Only by finding the starting point of work can we promote effective integration as soon as possible.
The difficulties of microscopic analysis are more complicated and diverse. In just a few years, China Traditional Chinese Medicine Co., Ltd. quickly acquired several private enterprises with certain scale and strength, including Guangdong Yingtian Pharmaceutical, Guizhou tongjitang Pharmaceutical and Jiangsu Tianjiang Pharmaceutical mentioned above. These three enterprises are excellent assets in the industry, all have hard fist products and relatively mature cultural systems. For example, Yingtian Pharmaceutical has formulated the core values, core management concepts, daily code of conduct for employees, basic requirements for managers, and basic preference lines. China Traditional Chinese Medicine Co., Ltd., formerly known as China Medicinal Materials Company, was established in 1955. He is the founder of the production, management and scientific research system of traditional Chinese medicine in New China, and has long been responsible for the comprehensive balance of production, supply and marketing of traditional Chinese medicine in China and industry management. In the development process of more than 60 years, it has accumulated a heavy corporate culture; At the same time, the company itself is a group enterprise, with more than ten state-owned enterprises, large and small. How to organically integrate these old and new corporate cultures is indeed facing a severe test. The corporate culture that relies on administrative or compulsory means for simple preaching and packaging obviously runs counter to the spirit of keeping pace with the times, can't stand the test of time and can't keep up with the initial intention of cultural construction.
In addition, corporate culture construction seems to be the work of managing enterprises, but in the final analysis, it is the work of being a man. People's thoughts are diverse, so corporate culture construction is often "beautiful to look at, sweet to sound, but difficult to implement", which is a common difficulty and pain point in the process of implementing new corporate culture construction in "mixed reform" enterprises. Secondly, after private enterprises and state-owned enterprises are mixed together, although the development direction is the same, they may have different development demands, which will also lead to deviations in the positioning and construction methods of corporate culture system. Thirdly, mixed-ownership enterprises are often large-scale, bulky, and cross-regional and spread all over the country. Different regional cultures may affect the speed and steps of the construction and promotion of corporate culture system. If it is not ideal, the vitality of corporate culture construction will be challenged, and the theory of corporate culture construction will be difficult to support new development. Cultural conflict will inevitably affect the effectiveness of enterprise management, consume enterprise resources and damage the mental health of employees.
Of course, the problems and difficulties faced by the construction of mixed ownership enterprise culture are far more than these. The reform of state-owned enterprises is recognized as one of the most difficult links in China's economic reform, involving a wide range, and new problems emerge one after another with old ones.
Create a distinctive corporate culture brand and help the "mixed reform" move forward steadily.
In practice, China Traditional Chinese Medicine Co., Ltd. does not pretend to be the "boss", but grasps the development pulse of mixed ownership enterprises, and does not shy away from it. Starting with the rational and scientific analysis of the development law of "mixed reform" enterprises, through in-depth investigation at the grass-roots level, we can gradually reach an understanding of the enterprise concept, then organize exchanges and share experiences in cultural construction, and finally create a distinctive cultural brand through effective publicity and implementation, so that all elements of corporate culture can have a synergistic effect and promote the company's operation.
Through analysis, it is found that enterprises that successfully implement mixed ownership often go through four stages: mixing, integration, union and integration. The mixed stage, that is, the capital is mixed together, just like two people coming together, this stage is only the primary stage; The integration stage can be seen as two people holding hands together, that is, enterprises begin to integrate their respective resources and learn from each other's strengths; In the joint stage, the thoughts of the two sides gradually converge, the cultures gradually accept each other, and the two embrace together, but this is not a honeymoon period; The integration stage is the best cooperation stage. For example, an enterprise that can reach this stage and level, if two people cooperate closely and wholeheartedly, is the most ideal and successful mode of mixed ownership reform. There is no doubt that the mixed-ownership enterprises that have developed to the fourth stage will definitely become bigger, better and stronger. Employees love such enterprises and are proud to work for them. Shareholders have a great sense of accomplishment in investing in such enterprises, and such enterprises will certainly gain a higher social reputation. Such a result must also be the goal that the party and the state hope to achieve in the reform of mixed ownership of state-owned enterprises-to achieve "goal integration", "governance integration" and "cultural integration".
In order to effectively find a "balance point" that all parties are willing to accept, in February 20 13, 13, China Chinese Medicine Co., Ltd. took the enterprise concept of Sinopharm Group as the basic point and starting point, went deep into the grassroots of new and old enterprises, conducted in-depth and extensive discussions with middle and senior managers and ordinary employees, conducted in-depth research, absorbed the cultural essence of state-owned enterprises and private enterprises, and compiled a system after refining. These include corporate vision (becoming a leader in Chinese medicine industry), corporate mission (inheriting and innovating, improving people's health with high-quality Chinese medicine products and services), core values (customer trust, employee pride, shareholder satisfaction and social respect), enterprise spirit (honesty, enterprising, professionalism and harmony) and specific management requirements. The core content is similar and full of positive energy, which is advocated by all parties in the "mixed reform".
These cultural ideas were consulted and revised repeatedly by all parties before publication, and were finally recognized. The next task is to implement it.
First of all, in order to publicize the newly compiled corporate culture concept, enhance the soft power of corporate culture construction, promote cultural exchanges among member enterprises, and realize the integrated development of corporate culture, in September of 20 14, the company held a network video conference on corporate culture construction experience exchange, and selected former state-owned enterprises Jiangyou, Huaying and newly merged private enterprises Yingtian Pharmaceutical to speak on behalf of new and old enterprises. Everyone not only shared their experiences, but also publicly expressed their doubts and concerns. In the stage of free speech, various families scrambled to speak, brainstorming at the meeting, collecting many useful and constructive opinions, and at the same time enhancing the in-depth understanding between new and old enterprises.
Secondly, in order to further deepen and improve the concept of corporate culture, in July of 20 15, China Chinese Medicine Co., Ltd. formulated the Code of Conduct for Employees of the Company, innovatively drawing lessons from the forms and rhythms of Disciple Rules and Three-character Classics of Chinese Studies, striving for simplicity and novelty. The specification * * * contains three parts and three levels, with only 52 words of 156. At the same time, combined with the actual situation of the company, the spiritual contents such as socialist core values and "three strictness and three realities" were emphatically explained. For example, in the chapter "Code of Conduct for Senior Managers", it is clearly required that: the pattern is large, the operation is well done, the personnel are good, the personality is beautiful, the public is loyal, the right is strict, and it is really cheap. Subsequently, the company used self-run enterprise newspaper, bulletin board newspaper, company website, WeChat official account and other multimedia means to systematically publicize the company's cultural concept, and carried out post-publicity through VIS, which was deeply loved by employees and promoted the harmonious unity of enterprise development, social progress and family happiness. It should be said that this is one of the distinctive corporate culture "products" of China Traditional Chinese Medicine Co., Ltd.
Third, regard corporate culture as "corporate product". Mobilize the enthusiasm of all member enterprises and make every effort to build a brand of corporate cultural activities. The integration of enterprises can be realized in many ways, among which China Traditional Chinese Medicine Co., Ltd. actively mobilizes all member enterprises to form a corporate culture activity with a unified name of "Colorful Traditional Chinese Medicine", which is an important way.
"Colorful Chinese Medicine" started from 20 12 "Colorful Medicinal Materials", which is a corporate culture brand created by China Medicinal Materials Company, the predecessor of the company. After the company changed its name to China Chinese Medicine Company on 20th/10th/4th, it changed its name from "Colorful Medicinal Materials" to "Colorful Chinese Medicine". Names have multiple meanings: "colorful" means colorful, enterprises are created by employees, and their work, study and life should be colorful; In addition, Chinese herbal medicines are also colorful; Moreover, medicinal materials and traditional Chinese medicine are the key words of the company name and the company's main business, so it can be said that "colorful Chinese medicine" is the harmonious unity of "people and enterprises" and also a brand of corporate cultural activities with distinctive characteristics of the company.
The established method is simple and easy to operate, that is, the activities carried out by the company are named "Colorful Chinese Medicine". For example, May 4th theme activities, health lectures, labor skills competitions, love shows, etc., are aimed at creating corporate product awareness and corporate cultural brands. With the rapid development of enterprises, "colorful Chinese medicine" has invisibly enhanced the soft power of enterprises.
The initiative of unified naming of "Colorful Chinese Medicine" brand has been quickly responded by new and old enterprises such as Tianjiang Pharmaceutical, Fang Yi Pharmaceutical, Central and South China Medicine, Huayi Chinese Medicine and Chengde Chinese Medicine, and the brand effect has gradually emerged. However, the process of brand building and development has not been smooth sailing, and there have been eight major pain points, such as "an event does not need a unified title", "it is good to use it symbolically once", "I don't know what the significance of publicity is after the title" and "how to name it is unclear". Guizhou tongjitang Pharmaceutical Company named the original poverty alleviation teaching team in mountainous areas as "colorful teaching team", but did not adopt a standardized and unified title. At the same time, the question of "whether we can only use colorful titles without embedding Chinese medicine" was raised. This shows that some enterprises do not understand the significance of unified naming and jointly building corporate culture brands. In view of this kind of problem, the company, while giving irregular guidance at any time, also makes use of the annual party building work exchange meeting, league organization work meeting, corporate publicity work meeting and various corporate cultural activities of "colorful Chinese medicine" to emphasize the importance of unified appellation and give detailed guidance on how to name and publicize it. After a series of patient and professional statements, and with the deepening of "mixed reform", new enterprises have been added to the construction of naming activities, and the brand influence has gradually radiated from the company headquarters to many places in the country. Tongjitang Pharmaceutical Co., Ltd. quickly renamed "Colorful Teaching Team" as "Colorful Chinese Medicine Teaching Team". This brand activity of helping the poor and teaching for many years has also won the honorary title of "Excellent Youth Commando" issued by Guiyang Youth League Committee in 2020; China Traditional Chinese Medicine Co., Ltd. initiated the "Colorful Traditional Chinese Medicine" corporate culture brand building activity, which was also affirmed by Sinopharm Group, and the construction experience was exchanged within the group.
Under the background of mixed ownership reform, China Traditional Chinese Medicine Co., Ltd. has taken a positive step in corporate culture construction. Newly-joined enterprises and original enterprise members actively use their brains to enrich the content of "colorful Chinese medicine" and their brand influence is constantly enhanced. From the establishment of 20 12 to 2020, the number of "colorful Chinese medicine" activities has increased year by year, totaling more than 600, which has played a common role in rallying member enterprises and building a "colorful Chinese medicine family". This title is unique to enterprises and has strong appeal and vitality.
According to the company's synchronous operation data, the operating income was1379 million yuan in 2 0 1 2 years (the year before the mixed reform), and increased to 2.900 billion yuan in 20 13 years, and then increased rapidly year by year. In 2 0 1 7, the company achieved a revenue breakthrough of10 billion yuan, and in 2 0 2 0, the operating income reached 159. Facts have proved that vigorously developing mixed ownership has brought leap-forward development to enterprise performance, and implementing the strategy of organic integration of corporate culture can actively, steadily and effectively promote the in-depth and high-quality development of "mixed reform"
Author: Sinopharm Group China Traditional Chinese Medicine Co., Ltd.
This article was published in China Development Watch,No. 15, 202 1.
China Development Watch is a comprehensive bimonthly magazine with development as the main line and economy as the focus, which is headed by the State Council Development Research Center, sponsored by China Development Publishing House and edited and published by China Development Watch Magazine. With strategic, macro, regional, world, rule of law, society, culture, frontier, industry, think tank forum and other columns, it is very forward-looking, authoritative and readable. China Development Watch has a wide and stable readership in academia, party and government organs at all levels and entrepreneurs. It is listed as a core periodical or source periodical by important institutions such as China Academy of Social Sciences and National Development and Reform Commission, and authoritative databases such as China HowNet and VIP Information. It is rated as the most popular economic periodical in 2020 in the periodical database of the National Philosophic and Social Sciences Literature Center.
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