Beware Of "Devil Of Detail" In Entrepreneurship

"Devil in detail" (Devilsareinthedetails). This is an idiom that Americans use to discuss some influential success or failure events or to talk about legislation and policies.

China also has similar statements, such as "no accumulation of thousands of miles", "one house does not sweep, how to sweep the world", "a thousand miles of levees, collapse in ant nest", "know everything".

They emphasize that "small things" can be "great events" or "chaotic plots".

When the world architect, Mies van der RO, was asked to describe the reason for his success in a sentence, he replied with "devil in detail".

In designing the Grand Theater, he accurately measured the distance between each seat and the stereo, the stage and the resulting different listening and visual perception, and designed the most suitable placement, size, inclination and screw position according to each seat.

Chinese traditional industries, such as Chinese food, Chinese medicine, and department stores, are never inferior to the United States and Japan in historical experience. These industries do not need much technological innovation, and the management and technology of them are broken down one by one. But why can't produce the 500 or a hundred year old stores like macdono, Kentucky and WAL-MART?

There are so many spicy chicken, Wenchang chicken, white cut chicken, hand shredded chicken, stewed chicken and so on. Which flavor is not better than the spicy chicken slices of Kentucky Fried Chicken?

KFC has fought with Chinese fast food "ronghua chicken" in Beijing, but the latter quickly lost the battle.

The problem is the details.

Every time we go to a restaurant, we find a lot of undesirable and repeated mistakes.

Our restaurants rarely achieve standardization and standardization.

Similarly, when discussing the growth history of Chinese enterprises, some data are quite shocking: the average life expectancy of Chinese enterprises is about 7 years, the average life expectancy of private enterprises is only 3 years, and the 5000 private enterprises in Zhongguancun electronic street have less than 9% of their survival time over 5 years.

Many enterprises in China are slightly crumbling. The more money they make, the more mistakes they make. The most fundamental reason is that the basic management ability of enterprises with "meticulous" as the core is weak. The team failed to train the details management into a habit through "hammering and refining". The specific elements of the basic management of the enterprise's organizational structure, risk control, remuneration system, business process, project management and financial supervision can not support the strain required by the rapid growth, and also do not match the resources, opportunities and development space of the capital market.

In the course of training the president of a start-up enterprise, I have had in-depth communication with hundreds of business leaders. The most personal experience is that for almost all enterprises in China, the most demanding work and the most arduous task is to temper the management process and practice basic skills, and to steadily settle down from the "high altitude" state that surpasses the law of enterprise development unrealistically.

Only by refine on details, step by step, steady and steady can we create first-class products and services.

The market reform of state-owned enterprises, the reduction of state-owned shares and the creation of growth enterprise market are all strongly supported by investors. The problems lie in the details of our rules and regulations, such as the control of credit risks of listed companies on GEM, the limitation of stock circulation time, and the price and proportion of state-owned shares.

Every market reform measure may have many loopholes and speculative space. These details are not well considered, which will be contrary to our policy intention. The devil in the details will be in disorder.

Therefore, like the unpredictable business in the securities market, policies and regulations require more details and can not be solved by simple laws or so-called correct slogans.

What we tend to ignore most is the seemingly simple and trivial things.

When engaged in business and project management, the most common and prominent problem is that simple and easy things are always sloppy and full of loopholes.

In fact, in turn, what is not simple?

It can be said that it is not easy to do simple things every day.

What is not easy?

It is not easy for everyone to agree that it is easy to do well and do it very seriously.

Details can make angels.