In the current extensive research on the core competitiveness of enterprises, the role of organization is emphasized. Understanding the core competitiveness of enterprises from the perspective of organization undoubtedly puts forward a new perspective on its research, which not only helps to deepen the understanding of the theory of core competitiveness, but also provides a behavioral guide for how to improve core competitiveness. So, how to build an organization that helps to improve the core competitiveness of enterprises?
First, build an organizational model with competitive advantages. The mechanism of cultivating and improving core competitiveness and transforming it into a competitive advantage generally includes the organizational structure and process system of the enterprise. The rapid development of science and technology has made the traditional organizational form, that is, the typical first-level unit functional department organizational form, unable to cope with unusual and complex plans. Often due to parochialism, time is delayed, or due to lack of overall coordination, progress is slow and efficiency is low, affecting the formation of corporate competitive advantages. A new trend in modern enterprise organization is to adopt a matrix organization in addition to the original functional organization to ensure the combination of “division of labor” and “coordination”, while maintaining the effectiveness of the “specialized specialized talents” generated by the original functional departments.
Take the matrix organizational structure as an example. For each expert with a clear task, the matrix organization assigns a “project manager” and dispatches various professional talents from each business department to complete the project to coordinate the activities of each business department. Since different companies have different corporate functions, their organizational methods should also be different according to their respective situations. The matrix organizational structure represents the development trend of modern corporate organizational structure because it can coordinate the division of labor and cooperation within the enterprise. The company can reorganize the company’s management system and establish some “strategic business units”, also known as “super business units” in each business unit. They are independent organizational departments, and can selectively manage certain products separately within the business unit so that the business unit can flexibly and effectively allocate and use human and material resources, and formulate strict and predictable strategic plans for various products, sales, design and organization. In this way, on the one hand, the highest leadership body can reduce the daily affairs and concentrate on mastering the decision-making strategic plan for the development of the enterprise; on the other hand, it also enhances the flexibility of the enterprise and strengthens the control and coordination of various business units. An excellent organizational structure can effectively coordinate the work of various departments. It not only constitutes part of the core competitiveness of the enterprise itself, but also plays a key role in the construction of the overall core competitiveness of the enterprise.
Secondly, effectively apply competitive advantages through organizational coordination. Core competitiveness is the unique expertise of an enterprise. It is the overall advantage of an enterprise and is not easy to be possessed by individuals or units in the enterprise, otherwise it will become an individual advantage. Therefore, the formation and use of core competitiveness should be a collective concept, and should be the result of the summary of collective wisdom and collective collaboration. Organizational behavior is more suitable for the use of a collaborative model, with collaboration as the “management orientation”. Managers mainly guide and coordinate effective cooperation, so that employees participate with a high sense of responsibility and form a sense of conscious obligation based on serving others.
To successfully motivate employees and motivate them, managers need to adopt some incentive mechanisms, including material and spiritual. Looking at countless companies, the reasons for their success are complicated, but one factor that everyone is convinced of is the attention to every employee. IBM, which leads the development trend of the computer service industry, adopts a unique incentive mechanism. In the company, there is no foreman in the traditional sense. Instead, the foreman is regarded as the “assistant” of the worker. The foreman is selected from workers with high prestige, experience and high function. In this way, it not only motivates the foreman to make persistent efforts, but also helps them to provide help to employees with poor skills. The company’s employees are also product designers and managers. Whenever the company tries to produce new products or makes major reforms to existing products, it actively absorbs workers to participate in order to make the design and management more effective.
Let the workers participate in decision-making. On the one hand, designers and managers go to the site to listen to the opinions of workers in order to adjust the design and improve the management methods; on the other hand, workers directly participate in the design and arrangement, so that the work can be handy, and their enthusiasm and creativity can be brought into play, which promotes the continuous innovation of the entire enterprise. Not only that, in order to enable each job to perform its best and get what it deserves, the foreman always racks his brains to arrange each job in the most suitable position. At the same time, the company encourages employees to find their favorite and most competent jobs. All these systems and regulations effectively mobilize the enthusiasm and creativity of all employees, so that they consciously learn technology and improve their abilities. It is the efforts of all employees that have made the company’s labor productivity and profit margin continue to rise.
Third, maintain and continue competitive advantage through organizational learning. The core competitiveness of an enterprise is formed on the basis of the enterprise’s systematic learning experience and is the crystallization of the collective. Of course, this “enterprise knowledge” also needs to be constantly updated and strengthened. For a company, the most important thing is its learning and innovation ability, and whether the company’s organization is conducive to the cultivation of such ability. Because with the continuous deepening and complexity of economic behavior, enterprises can no longer insist that their previous business models and organizational methods can still enable them to gain or maintain competitive advantages. This requires enterprises to take measures of continuous change, and the ultimate goal of a large number of innovations is to build a new company design form and organizational form. For enterprise managers, it is necessary to consider whether the management system as a result of organizational design effectively maximizes the role of the enterprise’s human resources and material resources, and whether the existing management system is conducive to learning and innovation, which puts forward requirements for the organizational learning ability and innovation ability of the enterprise.
Moreover, in the current environment where the Internet is becoming more and more popular, the only way for enterprises to maintain their competitive advantage for a long time is to learn faster than their competitors. Only by constantly learning in the market can enterprises keep up with the ever-changing environment, so that they can always be in the lead and ensure that their competitive advantages are not easy to be imitated and caught up, thereby maintaining the long-term nature of their competitive advantages.