In the new period, how can survey and design companies strengthen collaboration?

Management master Peter Drucker said how the fundamental problem that needs to be solved is how to improve efficiency. Throughout the history of management, the core of the development of management theory is also efficient. The first stage of management is the scientific management stage, which solves how to maximize production efficiency; the second stage is the management stage of administrative organization, which solves how to maximize the efficiency of enterprises; the third stage is human resource management management At the stage, how to maximize the efficiency of employees. In order to improve the efficiency, managers put forward the theory of "division of labor", "decentralization", and "division of profit", and laid the basic principles of organizing the construction of power and responsibility today. However, looking at the current survey and design industry, the phenomenon of "running and dripping" of organizational efficiency abound, especially the large and medium -sized survey and design enterprises' organizational efficiency improvement space is huge. With the growth of the enterprise scale, many enterprises have formed a heavy tissue barrier within the interior, which not only affects internal communication and exchanges, but also has huge obstacles to cooperation between departments. So, how should companies strengthen organizational collaboration?

Strengthen strategic synergy

The subdivision and design industry based on architectural design and municipal design is a typical representative. Due to the decentralized markets and customers, most companies will reduce the operation unit, adopt the two -level management of the hospital, and through the contracting mechanism and management decentralization of the contracting operations. Model mobilization of the enthusiasm of the business department. The two -level management model of the hospital has its own advantages and disadvantages, and it cannot be simply said that it is good or bad. In a fierce market environment, the construction of business departments that operate and operate in production integration based on specialized products and technology is a feasible organization option. However, due to the lack of long -term strategic plans for survey and design enterprises, various business departments are mainly concerned about short -term production and operation, and the phenomenon of homogeneous development of business departments is common. Due to the relative concentration of products, regions, and customers, the business departments of many enterprises even have serious malignant competition problems, leading to repeated investment in resources and reducing organizational efficiency. At the same time, they have damaged the company's brand image in front of customers.

Investigation and design companies to strengthen strategic cooperation are the basis for achieving sustainable development. The survey and design enterprise should take the "specialized new" as the direction, and think about the specialized products and technologies that companies need to build in the future according to the development trend of the industry and their own accumulation. Combined with market development needs, the direction of regional and customer expansion is clarified. On the basis of clarifying the key tasks of business development in the future, the enterprise responded to the requirements of various business departments, and conducted a reasonable division of labor on the products, regions, and customers of various business departments. Through designing targeted assessment and incentive mechanisms, they guided various business departments to work hard in their efforts. Based on the completion of the operating tasks, the main product market share, the proportion of the main responsibility area, and the increase in the satisfaction of key customers, and promote the characteristics of various business departments around their specialized products and technologies, and achieve differentiated development.

Strengthen business collaboration

At present, the market's demand for integrated and integrated services is continuously improved. Design total bags, entire process engineering consulting, and general contracting are the direction of the upgrading of the business model of survey and design industry. Important ways of value. However, for many survey and design enterprises, providing integrated and integrated services requires many departments within the enterprise. It is easy to say that it is easy to say. In addition, when the survey and design enterprise promotes diversified and national development, the ideal organizational structure is the matrix organization that builds the "Professional Products Division+Comprehensive Regional Center". Overall resource business efficiency. However, the difficulty of operating collaboration facing matrix organizations will increase significantly.

In the actual operation of surveying and designing enterprises, many departments only care about the operations of their business, and they are unwilling to take the lead or participate in other business operations within the enterprise. The reasons in this way are many aspects: the considerations of their own interests, the rewards of leading or participating in operation are not obvious; there are considerations to worry about the decline in customer satisfaction, and insufficient confidence in other departments inside the enterprise; Internal coordination is sometimes more difficult than external cooperation, and so on.

To strengthen business collaboration with survey and design enterprises is the key to achieving competition. The first is to establish a correct understanding. With the continuous maturity of the industry's development, the market competition of enterprises in the future has gradually risen to the height of ecosystem competition, and symbiotic development has become a new strategic idea. The development of enterprises and the support of various partners requires the development of various partners, and the development of various departments within the enterprise cannot be completed independently. All departments must recognize that internal partners and external customers are equally important, and they are based on market -oriented concepts. Many survey and design enterprises have formulated the policy of "priority selection of internal partners of the enterprise under the same or similar conditions". For departments participating in the operation, they also need to establish the concept of "internal markets greater than external markets". The long -term and reliability of the market is more guaranteed.

The second is to adjust the assessment mode. Many survey and design companies have certain rewards for collaborative operations, including the combination of consolidated calculation in the assessment of the amount of coordinated management contracts, but this is not enough, and the promotion of operational collaboration needs to reconstruct the assessment model. Taking Microsoft as an example, Microsoft used to adopt a common "compulsory distribution, level ranking" method in performance assessment, and too much attention has affected internal collaboration, which led to a good atmosphere of cooperation in the company. Therefore, Microsoft has redesigned the performance assessment system, emphasizing three dimensions of promoting cooperation, helping growth, and rewarding value. In promoting cooperation, it mainly examines whether it integrates the work results of others, whether it has contributed to the success of others, and what is their contribution. Microsoft's new performance assessment system emphasizes value creation, not only performance management. Value creation is not only manifested in its own contribution, but also whether it has promoted the contribution of others. The third is to optimize process management. In 2010, an employee of Huawei published an article and put forward the top ten internal consumption of Huawei. This article was named "Huawei" in 2010 by Huawei. The top ten internal consumption is the "extremely heavy department wall". The author wrote in the article: "It is particularly difficult to coordinate inside. If it is not a project led by its own department, it is difficult to mobilize resources. Many of our supervisors generally only propose to cooperate with each other in their own departments. Good performance, when its own department wants to cooperate with the foreign department, it starts to push three resistance. "How did Huawei break the curse of the collaboration between large enterprises? The answer is process -based organization construction. Huawei covers all business and management activities through the three major process systems of operating processes, enrichment processes and support processes, clarify rights and responsibilities, open up collaborative obstruction, and use a certain management system to cope with uncertainty markets.

Some of Huawei's approach is worth investigating and designing enterprises to learn. For example, some survey and design enterprises adopting the "centralized operation and unified management" model Due to insufficient operating participation in the production department, there are often problems of business and production disconnection. Huawei's iron triangle (customer manager+product manager+delivery manager) model Barison, its core idea is to centered on the customer and achieve collaboration between different departments through the three goals of operating contracts, customer satisfaction, and excellent operation. Therefore, when investigating and designing the company's early operation, you can refer to Huawei's approach. The operating department (sending the customer manager), the chief work office (sending technical experts), and the production department (sent project manager) jointly build the business team to promote efficiency Management and project performance. In particular, when the survey and design enterprise adopts the "Professional Product Division+Comprehensive Regional Center" to move towards the development of nationalization, the "Iron Triangle" model can better play the effect of operating collaboration.

Strengthen production collaboration

The common problems exposed in the production and design enterprises are the difficulty of coordination between the majors participating in the project, causing a series of progress and quality problems, resulting in a decline in customer satisfaction. The reason is that one is contradictory of interest distribution; the other is the lack of project responsible persons. Because most of the survey and design companies still adopt the salary distribution model of output value prizes, the output value of professionalization is the focus of interest conflicts. Although many enterprises have accumulated some cutting points in the history of the history, due to the low degree of standardization of the project and the changes in customer needs, etc., the past practices are not suitable for the current projects, and the new rules have not yet been established. Therefore, the output value between majors must be scored every time, "making money is easy to divide money", which affects the cooperation between majors. In order to reduce the debate, many survey and design companies are often dragged until the end of each year's settlement. In terms of project responsible persons, most of the survey and design enterprises have not promoted the responsibility system for the project manager. The person in charge of the project is more coordinated positions, lack of relevant powers and responsibilities, and due to inconsistencies and rewards. Phenomenon of interest; coordination between majors needs to be carried out through departments to reduce production efficiency.

Survey and design enterprises to strengthen production collaboration are the core of project performance. In terms of conflict of interests, if the survey and design enterprise does not reform the salary distribution model, the output value is not avoided or it may not be completely resolved. In the final analysis, the "disposable" feature of the project determines that the output value cutting rules cannot be 100 % suitable for each project. The characteristics of the intensive knowledge of the industry's knowledge also determine that the technical value cannot be fully quantified. Based on this cognition, "rigidity and tenderness" and "encouragement" are needed in the conflict of interest. The distribution of interests should be based on rigidity. Combining the characteristics of the project in the new period, clear rules are established on the basis of project grading classification. Flexibility is supplement. The production management department and the project responsible person can adjust the proportion Within a small area, more flexible adjustments need to be considered at the corporate level. For example, in order to support emerging majors or business to give certain subsidies; for some high -tech projects or to give some majors to technical innovation rewards, do not put too much incentive orientation in the distribution of the project output value to reduce the between majors between the professional The distribution is contradictory. In terms of project management model, survey and design enterprises need to gradually promote the responsibility system for project managers, promote the unity of power and responsibility, and strengthen project coordination and customer service through the role of project managers, improve progress, quality, and cost management, and improve project operation benefits. And for the development of the general contract, the entire process of engineering consulting, and the development of the general contracting business of the project. Strengthen cultural collaboration

When the scale of survey and design enterprises is increasing, the importance of corporate culture construction is increasing, and unified ideas are the guarantee of the healthy development of enterprises. Enterprise management must solve the problem of interest distribution, "based on strugglers." However, if it is only relying on the distribution of interests and the reunification of values, it is difficult for enterprises to stabilize.

Investigation and design enterprises to strengthen cultural collaboration are the root causes of organizational collaboration. Managers believe that organizational collaboration comes from internal mutual trust, and the establishment of trust is a long -term and slow process. The establishment of trust generally has four stages: stage one is based on authority, such as institutional compulsory requirements must be internal synergistic; stage two is based on interests, such as internal synergy, there are certain rewards; stage third is to understand each other, that is, familiar with each other and. The output results have positive expectations; stage fourth is based on identification, that is, similar values ​​to each other, full of confidence in cooperation. Based on the theory of trust, at the same time, the survey and design enterprises are promoting the organization, in addition to the need to do a good job of system design and solve the problem of interest distribution, they also need to work more in terms of increasing mutual understanding and strengthening value guidance. Especially for the survey and design enterprises with a very fast expansion of personnel in recent years, if they are not familiar with each other, talking about the organization collaboration is definitely the empty pavilion. I have participated in the annual operating conference of many companies, and saw that some companies arranged for the heads of various departments to give a speech at the meeting, introducing the situation, development ideas, last year's collaborative results, and future cooperation outlook. Culture has a lot of help. Some survey and design enterprises have adopted a cadre rotation exchange system to regularly promote the rotation of cadres between management departments, management departments and business departments, and business departments. Placing role. All in all, only by establishing a trust relationship and enhancing the identity from the heart, can organize collaboration can take root.

When the industry has entered a stage of high -quality development, survey and design enterprises should not pursue a simple expansion of scale, but focus on the sustainable development of the enterprise. As a knowledge -intensive professional service industry, survey and design enterprises should deeply think about how to improve organizational efficiency. Only high organizational efficiency can ensure that enterprises have sufficient payment capabilities to attract outstanding talents and investment technology innovation, and provide guarantee for the future development of the enterprise. Strengthening collaboration is one of the magic weapons for improving organizational efficiency, and it is the core issue of the organization of the organization and design enterprise. (The author of this article Guo Gang is a senior partner of Coston Enterprise Consulting Management Co., Ltd.)

Source: "China Survey Design" magazine

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