When the new leader of a company takes office, if it starts to say that people will be replaced, it will be replaced.

Management reform may bring benefits to some people and others lose, so success has great uncertainty. It is difficult for Chinese people to accept change.

Change can lead to an unstable state and cause unrest to the team.

Such unrest will bring a hidden conflict.

The conflict of the Chinese people is usually silent and will not be publicly expressed at the meeting, but it will adopt "no effect" or "no effect".

Once the support from the grassroots is lost, it is very difficult to succeed in enterprise pformation.

The acceptance of the improvement is much higher. The acceptance of the middle and primary level will lead to the success or failure of the management consulting project. This kind of sense of security for employees can sometimes be more important than the project itself.

Take the company's new lean production as an example, the company wants to be popularized, but its employees are very resistant.

Dramatic changes will create great risks.

Some people worry that their skills will lose their effectiveness, and that increasing efficiency may lead to layoffs or a fall in the unit price of their piecework wage.

However, if the training starts with some improvement, the employees will receive more.

In the process of implementing lean production, teacher Diao Dongping often adopts a gradual reduction in eliminating redundant work in process inventory.

Because the implementation of hasty implementation will bring the risk of shipment failure, instead, we can not be confident of whether the industry can implement lean production.

Only by letting every step see results can we build confidence and expand the fruits of victory.