During economic depression, many enterprises are suffering from various difficulties. Facing the global economic crisis and this cold winter, as a company, there will be three choices in difficult situations: bad companies complain and perish, average companies struggle to operate in difficulties, while excellent companies grow and become stronger through change. If an enterprise can extract more profits than other enterprises from previous costs and seek more benefits through management - then it will definitely become an excellent enterprise!
In nature, geese must accept the challenges of the natural world from the moment they are born. Their survival environment is extremely harsh. Therefore, they must continuously improve their ability to live in the natural world. Migration is the self-adaptation and adjustment that geese make in response to adverse natural conditions.
However, if we talk about going solo, it's hard for a goose to succeed during migration because a single migrating goose lacks sufficient energy to complete its long journey. Therefore, geese must rely on the power of the team to achieve their migration goals. During the long migration process, geese always strive to maintain a "V" formation because doing so allows them to create airflow by flapping their wings together, providing a "lifting wind" for the geese behind them. Moreover, the "V" formation increases the flying range of the flock by 70%. In the goose formation, there is always a lead goose at the front, and all the geese call out loudly during flight to encourage each other.
Migration enables geese to survive and reproduce in harsh natural environments, passing down generation after generation. A key factor in the successful migration of geese lies in maintaining a high-performance team.
In the new economic era, enterprises need high-performance teams even more to maintain competitiveness. With the arrival of the knowledge economy era, various knowledge and technologies are constantly innovating, competition is becoming increasingly intense, and market demands are becoming increasingly diverse, making the situations and environments enterprises face extremely complex. Enterprises are like geese in the business world; whether they can win in market competition depends on whether they can establish a high-performance team and leverage the role and value of the team.
From the late 1980s to the early 1990s, IBM faced numerous challenges and experienced a rapid decline from its glorious past. The wounds of the blue giant were visible everywhere. Lou Gerstner stepped forward in this time of crisis and helped the blue giant regain its glory through a series of reform measures. He turned IBM around from losing $15 billion to making a profit of $5 billion within five years, marking one of the most astonishing corporate revivals in history. Lou Gerstner achieved such great success that people believed he single-handedly saved IBM, calling him IBM's savior, and his "single-handed rescue" story was constantly celebrated. However, Gerstner himself believed that IBM's achievements were not solely due to his individual efforts. In his memoir *Who Says Elephants Can't Dance?*, Gerstner wrote: "At IBM, I think the thing I did best was to build IBM's leadership team." As one of the new core values of IBM, team spirit is a fundamental condition for IBM's tremendous success, and it was the IBM performance team, including Gerstner, that revived the "blue giant" and led it back to glory.
Starbucks, a well-known specialty coffee retailer, not only sells delicious coffee and an atmosphere of nobility, fashion, romance, and culture to its customers but also showcases a successful high-performance team to the public. Starbucks is a classic example of relying on a team to achieve success. Employees in its more than 8,000 chain stores worldwide must undergo three months of training.
This article comes from: However, the workplace is even more complex and brutal than the battlefield - www.zp-nmg.com