The Financial Crisis Has Changed The Winning Way Of Rapid Change In The World.

P, a financial crisis more than anyone expected, profoundly changed the world.

Today, some countries are still in the doldrums, and the global business structure has to be adapted to the shrinking economies.

This forced many companies to make a difficult choice in terms of staff and budget in order to maintain balance of payments.

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Under the shadow of the P financial crisis, some enterprises actively respond to changes and take this opportunity to optimize the operation of the company.

These companies successfully managed change.

From communication with employees to the introduction of new processes, these enterprises have invested time and energy in formulating practical and effective solutions to enhance organizational efficiency, and therefore are more likely to risk their lives in a tough market environment.

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< p > Gyro and ZahaHadid are two successful enterprises adapting to change.

They maximize investment returns through new operational methods and effective change management.

In addition, the experience of the two companies once again confirms the rule which is often ignored: enterprises can not do without change.

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< p > < strong > Gyro: to break away from "small groups", and collaborative enterprise culture to achieve good results < /strong > /p >

< p > think about it. You are a growing multinational company and bought 13 companies from all over the world in a short time.

These companies are very successful but very different in style.

The trouble is that every company has different ways of working, which makes your business look like a colorful mosaic.

And you want to show a unified corporate image in front of customers, whether in the UK, the Middle East or the United States.

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< p > this is the problem faced by Rick Zagel (RickSegal), President of marketing service company Gyro.

His solution is to pition to a unified corporate culture based on the company's global vision.

He explained: "we want to create an environment that allows people from different branches of the company to cross the boundaries and plan for clients everywhere."

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< p > to achieve this, Gyro created the UNO culture (UNO), a game of cards, meaning "one" in Italian and Spanish.

"Uni" culture provides a unified vision for employees around the world, Zagel said.

"It is based on the vision that we aim at inspiring creativity, and that our creativity can resonate with our customers and potential customers."

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< p > < strong > in marketing, creativity is very important.

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A great part of the success of the "P" culture is that we find it is a lot of fun to use the resources of the whole company to solve the problem of customers together, "Zagel said.

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< p > the whole company has put the slogan "creativity no boundaries" as a slogan, he said.

This means that there should be no "small groups" separated from other departments within the company.

The core of this slogan is to share creativity and work together.

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< p > "I call it" formal informality, "Zagel said." it means that you can break the rules and solve your problems in an informal way, but you can't violate our culture. "

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< p > with the same vision and culture, it is no easy task to integrate more than a dozen companies in ten countries into one enterprise.

Zagel said that this pformation process has gone through three different stages: planning, implementation and shaping.

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< p > "at the planning stage, we conceived a new vision of the enterprise and identified the key roles that could achieve that vision," he explained.

At the stage of implementation, the company began to make corresponding changes to achieve its new vision and culture.

"This includes extracting the best parts from every department of the enterprise organization, and then blending them together to achieve the effect that the whole is greater than the sum of the parts.

This is a complex job. There are many problems that need to be considered carefully, such as company facilities, accounting and HR systems, etc.

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< p > when everyone understands the vision and culture of "unio" and begins to strengthen collaboration, the company has reached the stage of molding.

In the process, the company explained the changes to employees by pmitting global broadcasting and a series of roadshows to all offices.

The company also issued a handbook - what employees called "holy book" - SEG was described as "Gyro's proverbs."

He said: "this booklet is not only an important tool for our internal management pformation, but also our main carrier of communication with potential employees and customers."

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