See how to implement from the perspective of culture
ERP
It is only a very virtual concept that talks. However, it is the concept that these virtual nobles can give me the correct guidelines - how to make a truly feasible
ERP
Implementation method, under the right rhythm, the company has the same pace with the same pace.
Say
ERP
If you can't mention the immune to the Chinese market
R / 3
. However, behind the madly promoted, a large number of failure cases make people a shocking. Early days
ERP
It is often mentioned whenever the world, but more enterprises. what is the reason?
Fair, from the Western management concept
ERP
The system does not have the necessity of its existence. The idea of management is in communication, but foreign implementation
ERP
The method has caused soil because of cultural problems in China.
What is the core of Chinese culture? Yes
"
God
"
, Pay attention to spiritual consistency, and ignore the shape. Coping in real life is
"
careless
""
random
"
. such
"
Medium
"
The management culture makes the Chinese do not have a rigorous work style. In actual work, each company will have some of themselves can't overcome.
"
rule
"
,In these
"
rule
"
Under the restriction, everyone is doing things that I should do in the horse and tiger, relying more
"
Human feelings
"
Go management, not the system.
and
ERP
What is it stressed? in the West
"
Original sin
"
Under the influence, Westerners don't believe
"
people
"
, Only believe in real data
-
One is one, the second is two. Under the appropriate rhythm guidance, all people walk with a beat. This is the rule of Westerners.
One interesting phenomenon: Japan, Taiwan companies that are also guided by Confucian culture, but
ERP
The sound of promoting is colored, why is the mainland can't do it?
Most of the people who have studied Japanese culture can find such a phenomenon: Japanese people are extremely strong, the same person, can serve the company as much as possible
-
Because companies are their lifelong home. The same company will also give them asylum. This is interdependent. Just as it is implemented
Jit
Japanese companies, they emphasized
"
people
"
Proactivity. Things that can't do can't make up for people to make up for people to maximize
"
people
"
Role. This also makes each Japanese enterprise will have its own set of operators. So most Japanese companies buy
"
Develop flexible semi-finished products
ERP "
.
And the Taiwan companies that absorb Japanese and Western culture have different: on the one hand, the company wants employees to be loyal to the company. On the other hand, the company is not at ease on employees. This makes: Enterprises have to rely on various
"
system
"
. However, all people who have been exposed to Taiwan-funded enterprises in the mainland will find such a feature: Taiwanese people like to sign, a few boring management methods. Taiwan-funded enterprises prefer fines, only the reward measures of the stars in the rules of the densely numbness are embellished.
-
More, even the embellishment is not. Taiwan-funded companies also like
"
Row
"
Two people who have a salary of a person, a person's live two people
-
Extremely brutal exploitation, because there are cheap labor.
And
ERP
The various approval processes of Taiwan software are extremely stricter. As long as the software can monitor these
"
Audit point
"
To meet the needs of the company
-
For large-scale Taiwan-funded companies, because of their specificity, it is more preferred to use
Oracle
This can be developed flexibly. And for SMEs, they prefer to choose
"X
new
"
Such a system of the dead board. Employees can guarantee the smooth progress of the system in the specified picture in the specified screen.
manager
As long as it is appropriate
"
Review
"
Document is available.
Differences in implementing methods
In my opinion: Chinese, or more clearly said that mainlanders, too "
personality
"
. Most of the management can only learn some fur. But I think I have been essential. Just a lot
ERP
The consultant complained: customers even did not accept the basic data, and how to talk about
ERP
Successful implementation? All day is a boring meeting, but never solve any problems, the lack of execution has caused the project to drive into the quagmire. The same is also as complained in the customer: consultants only know a fur, while domestic
ERP
Product software features are lacking, and consultants are full
"
Management ideas
"
But even the basic operation of the company does not understand, more consultants are not familiar with their products, but come to
"
Senior
"
Jokes being joke.
What kind of implementation method is suitable for the mainland?
What is the lack of mainland companies? When we think about this problem, I believe that many people can have such consensus: lack of rules. Mainland enterprises have
"
rule
"
No rules. So what I mentioned is nothing.
"
novel
"
The concept, but only ways to operate: how to regulate the operation of the company.
