When it comes to management, especially in the realm of business, many associate it with rules, regulations, systems, and a plethora of formalities. Moreover, a common belief is that once a company adopts proper management practices, it may lose flexibility, and numerous procedures and protocols may render tasks cumbersome and convoluted, potentially rendering the company less relatable after undergoing reform.
In numerous traditional companies, operations are governed by personal discretion. While this approach imbues operations with flexibility and a human touch, it often leads to various challenges in the company’s growth trajectory. Without structured systems, decision-making seems to be an arbitrary process, where anyone may or may not make decisions. It appears that any approach is deemed right, while simultaneously being perceived as wrong. Worse yet, it seems as though no one is indispensable, and conversely, anyone can become inconsequential.
We are all aware of the drawbacks of operating without systematic management. As business expands and revenue increases, leaders find themselves in a painful dilemma—continue expanding or adhere to established practices?
Opting for expansion often highlights the inadequacy of the existing team to meet growing demands. Without a well-defined system, how can a company achieve stable growth? After all, “Good Luck” is not a recipe for successful business; it is the strength and capability that propel a company forward, ensuring its sustainable development.
Hence, for a company to thrive, systems and protocols are essential factors that significantly impact efficiency, quality, and performance. A robust set of protocols can greatly reduce production costs, enhance administrative efficiency, eliminate unnecessary expenses, and, consequently, yield more benefits to customers and the market, establishing a positive reputation directly proportional to quality and profits.
However, the terms “systematization,” “standardization,” and “corporatization” evoke apprehension, not only among employees but even among business owners who feel the pressure. Once a company undergoes transformation, previously considered “convenient” behaviors gradually become “inconvenient.” The once-touted “flexibility” may lose its charm.
As we enter the new century, the concept of corporate management has been around for over four decades. Yet, if we continue to associate systematic management with the misconceptions mentioned above, we are, in essence, misunderstanding the essence of “management.”
True management entails planning, organizing, and dividing tasks within a team to unleash collective potential based on individual capabilities. This approach ensures optimal execution for maximum results. If a company’s system fails to achieve this, then “management” remains elusive, and the company may be engaging in a form of self-sabotage.
The correct approach involves integrating rigid terms like “system” and “protocol” into the company’s principles for dealing with matters and interacting with people. However, to drive effective management, leaders must embody a fluid-like nature, akin to water. Water remains water, regardless of its shape or form, maintaining its essence. Similarly, business owners and managers must flexibly utilize systems to attain the highest form of corporate management—being unbridled yet having the power to guide an army.
Hence, the concept of “being like water,” as expressed in the Dao De Jing, is a subject that every manager must learn. Only by truly understanding water’s resilience and strength can each manager effortlessly excel in corporate management, creating an environment where teams, unhindered, strive forward in alignment with the company’s values and principles.
by
Eddie CHANG
Founder / Chief Consultant
eddie@wiseway4u.com
