Employees Are More Important Than Executives.

Do you feel tied up by the bureaucratic system? You begin to worry that what the so-called "systematization" of the company is suppressing innovation, or privately believe that many of the bottlenecks in the implementation of decision-making are at the top of the organization. If you have the above experience, your company is trapped in you, and it has not yet realized the importance of employee innovation.

Compared with operations, products, services and strategic innovation, management innovation can generate lasting advantages for the company.

For example, one kind of management innovation is to draw the wisdom of every employee.

TOYOTA's production system belongs to this category, which is called a "thinking system". TOYOTA receives more than 540 thousand improvement proposals from Japanese local workers every year.

This shows that more and more corporate decisions come directly from ordinary employees.

Brazil has a home enterprise, which makes the company's decision making from the boss to the staff and the world.

In 1982, when Ricardo, 23 year old, succeeded his father as chief executive of Semco, Brazil, the first action was to dismiss 2/3 executives. Since then, the most thorough test of employee self-management in the world has been put into practice.

With the implementation of his big change initiatives, his annual sales jumped from $about 4000000 to $160 million (2003), one of Brazil's fastest growing companies.

The case of Cypriot company has been used by 76 business schools.

The company will become more open and democratic in the future, and now it is Gary Hammer's prediction that the company will decide whether to invest in a project or not.

How to be an innovative employee? This is what we most want to know as a person in the workplace.

Gary Hammer summed up: divergent thinking, new rules and non mainstream wisdom.

Those who have divergent thinking believe that truth is only temporary.

For a long time, doctors believe that gastric ulcer is caused by spicy food, pressure and strong spirits.

Later, two Australian doctors, Barry Marshall and Robin Warren, put forward another explanation: gastric ulcer is caused by a bacterium, which is despised by the whole industry.

Not until 2005, more than 20 years after their first trial, two diligent researchers got the honor that they should have belonged to them, and won the Nobel prize in medicine.

History is always strikingly similar. Time often proves that traditional knowledge is wrong. As the sun does not revolve around the earth, infectious diseases are not caused by bad bodily fluids.

We need to ask why, we need to question the overall inheritance, and believe in the advantages of outsiders.

Marshall later regrets that people with rich old technology will never embrace new technologies, but rather outsiders, because they can't get any benefits from the status quo, and they want to change them.

When you are immersed in the summary of the mainstream world, are you willing to think like an outsider?

People want everything under control.

Everyone hopes that the future can be carried out according to his own plan.

In this world, however, "it is becoming increasingly difficult to become a reliable guide for the future.

Whether or not the competition can win has been less dependent on the plan for the next step, and depends on what experiment it may take next.

Try more, and new rules can emerge only in the course of exploration.

Many people are depressed at the edge of their daily life. They believe that going mainstream is the goal of career pursuit.

What we need to remind is that learning from the edge and absorbing non mainstream wisdom are necessary skills for innovative employees.

There are many such cases, because the concept of "employees or senior executives" is important. This concept comes from the study of management master Gary hammer. We will take the example of managing masters' growth trajectory.

Service leadership, differentiation power, self organizing team, these brilliant views on leadership essence do not come from the investigation of company management practice, but from Marie Follett, who has no formal power appointment and has experience in community management.

Follett has never served in an enterprise, but is regarded as one of the greatest thinkers in management. Her experience has provided experience for contemporary management Innovators: if you stand in the mainstream, you will not be able to see the future.