In the process of growth and expansion, cross-border culture needs to establish norms. If enterprises want to go further on the cross-border road, they must play the role of the “golden triangle”, that is, the enterprise’s values, vision and mission, which are the cross-border soft assets of the enterprise and the effective weapons for the enterprise to build a cross-border iron army. Some people think that these are illusory concepts. In fact, it is the core of an enterprise that cannot be copied and is difficult to be transplanted and imitated by other enterprises. When enterprises encounter setbacks and challenges, these spiritual guidance can lead the enterprise out of difficulties.
Only by clarifying the “golden triangle” of the enterprise can we clarify the cross-border positioning of the enterprise, standardize the cross-border behavior of the enterprise, realize the growth and transformation of the entire team with the times, and transform more corporate productivity. A company with inaccurate cross-border positioning and wrong cross-border behavior cannot do well in cross-border e-commerce. Therefore, the establishment of cross-border culture needs to focus on strategy, connotation, system construction and talent training from the beginning. Everything may not be perfect at the beginning, but we must have this awareness to form our own unique development path.
If the company’s “golden triangle” is not clear, the following situation may occur: the company’s senior management constantly emphasizes the new cross-border vision and new cross-border power, but when dealing with specific problems, everyone still tends to use the old methods. New concepts and ideas often remain only verbal and cannot be transformed into actual actions, forming an embarrassing situation of “top management to the left, grassroots to the right”. Even if there are meetings and publicity every day, it cannot be truly implemented.
Therefore, how to make the company’s new values, vision and mission deeply rooted in the hearts of the people and understood and recognized by most employees has become an important task to promote the implementation of cross-border culture. Companies need to face all this with a positive attitude, enhance internal driving force, and achieve self-subversion. Otherwise, even if the company’s management has formulated an excellent cross-border transformation plan, it will still be counterproductive in the process of specific implementation.