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干法：打造一流企业文化22策略 
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这是给每一位中国企业家和管理者*好的礼物，本书可帮助他们有力掌控企业文化，让企业家理念更好地传承，让中国商业更加成功，同时管理者可获得*有力的管理之道，更快实现职业成功。本书是作者10年学习心得，书中分析了目前文化管理的核心挑战，提出了一流企业文化管理框架和22个管理策略，解决了文化评估、文化梳理、文化考核、文化融入管理的渠道等难题，而且书中还有大量文化案例、文化示范、文化工具等，可帮助读者更好地掌握文化管理。
《干法：打造一流企业文化22策略》是一本帮助企业管理者落实企业文化的实用指导手册，包含丰富的案例及对实践操作的经验总结。作者精心提炼的22个策略涵盖了打造一流企业文化的多个层面及角度，本书将帮助企业管理者更好地了解并成功树立适合自身的企业文化。
前言
必须迈向一流的企业文化 随着全球政治形势复杂化、社会信息化、经济全球化、产业跨界化、竞争生态化、企业平台化、组织扁平化、员工创客化、管理人文化、经营数据化等新时代特征的出现，很多企业都面临着全球性竞争、跨文化管理、产业融合、技术创新、发展方式转变、制造升级、品牌塑造、移动互联网时代生存等一系列挑战。 日本航空破产保护、柯达公司破产保护、诺基亚手机出售、惠普拆分、IBM PC出售等事件的出现，更使企业深刻感受到生存危机。而伴随中国互联网产业发展而起的互联网 、新商业模式、大众创业，万众创新热潮，以及京东、乐视、小米、滴滴快的、美团、饿了么、大疆无人机、华为终端、微信、蚂蚁金融、陆金所、宜信、恒昌利通、中国高铁、比亚迪新能源汽车等新企业和经济角色崛起，这都让我们看到了新时代希望，体味到了中国发展的喜悦，也让我们感受到创新文化的力量。 美国著名管理学者托马斯·彼得曾说，一个伟大的组织能够长期生存下来，最主要的条件并非结构、形式和管理技能，而是称之为信念的那种精神力量以及信念对组织全体成员所具有的感召力。 由此可见，要想在这个快速变化的经济新常态下活得愉快和持久，企业必须具有创新的文化力量，必须致力于一流企业文化建设，引领企业发展和创新，保持持续发展的活力。一流企业文化的艺术一流企业文化是一流企业家的领导艺术，是融入企业家精神的艺术杰作。它引领企业发展方向，赋予企业前进动力，它深入每个心灵，激发斗志，鼓舞士气，推动创新和变革，伴随并助力企业应对挑战，赢取竞争，创新发展。一流企业文化要有利于为客户提供优质的产品和服务。这是企业存在最核心的价值体现，也是企业文化作用的最终体现。一流企业文化要引领企业对社会环境、市场环境和消费环境进行分析，并通过驱动内部的资源与能力整合，满足客户需求，为客户提供优质的产品和服务。一流企业文化要有利于企业的持续发展和业绩增长。一流企业文化可平衡企业长短期发展，激发内部的凝聚力、向心力、创新力和活力，平衡企业利益相关方诉求，有助于实现企业的可持续增长和发展。其中，一流企业文化不会机械而固执地倡导追求长期或短期利润，而是能根据企业发展环境特点及企业自身资源能力状况，更好地平衡长期或短期利润，更好地实现企业可持续发展和经营业绩的持续增长。一流企业文化要有利于员工的成长发展。员工薪酬福利被列支为企业的成本，但员工却是企业价值创造的最活跃因素。具有一流企业文化的企业会具有更多的人文精神，注重对个人的尊重和合法权益的保护，注重员工素质、知识和技能的提升，注重激发员工人的本质力量，注重员工与企业的共同发展，并为员工的成长和自我实现提供一系列条件支持和环境基础。一流企业文化要有利于体现企业的社会责任。一流企业文化可引导企业承担相应的社会责任，可指引企业处理好与供应商、渠道商、消费者等之间的利益关系，引导企业积极参与到公共社会的建设中，如帮助政府更好地进行社会管理，维护社会的和谐安定、公正公平，在困难群体与自然灾难面前，能够使企业更具有人道主义精神。III 一流企业文化前夜的迷茫 从哲学上来讲，事物有两个质变方式，一个是量的积累；一个是内在结构的调整。一流企业文化落地就是通过对企业和员工进行内在结构性调整，最大程度激发员工潜能，改变企业行为，提升企业发展能力，推动员工绩效提升，实现企业质的飞跃。 目前，由于缺乏切实性方法论，企业的文化落地工作大都存在一些局限，进而导致企业在企业文化工作中的投入无法有效转化为效益，作用微渺。企业需要创新的企业文化落地方法论支持，以实现企业文化作用的真正发挥。 自企业文化理论在20 世纪80 年代中期引入中国后，其发展经历了知识普及期和文化建设期，目前正迷茫地走在文化落地融入期，期待着走向企业变革期。 20 世纪八九十年代的企业文化专家回答了企业文化是什么为什么的问题，这表现为出版了很多以企业文化命名的书籍；90 年代及21 世纪初的企业文化专家回答了如何建设的问题，这表现为出版了多种以企业文化建设为名的书籍；目前我们正处在解决文化落地迷惑的关键时期。虽然目前有很多以企业文化落地或企业文化管理命名的书籍，但很多或云里雾里，或思维局限，或缺乏操作性，或缺乏管理性，都只起到了有限的工作指引作用。 在企业文化的管理实践中，很多企业投入了大量资源以推动企业文化的建设和落地，如设置了文化部门、文化岗位，招聘了大量专职人员，投入了时间、精力和百万元千万元的预算，开展了很多活动，但由于在企业文化与经营管理融合等方面做的工作相对较少，导致企业文化与经营管理的两张皮，也影响了企业在企业文化领域的投资收益。从此，企业文化工作在迷茫期徘徊，不知如何前进，甚至有人问笔者，企业文化工作到底该做些什么？这为笔者提供了写作此书的动力和契机。 关于本书的介绍 在企业文化落地迷茫期，很多文化落地的理论都无法为企业提供切实有效的行动指导。为了让企业文化落地及作用发挥不再迷茫，本书总结了前人研究的成果，梳理了国内外领先的企业文化管理实践，并基于笔者自身企业文化领域的研究、咨询和实战经验，创新地提出了系统的解决方案，即一流企业文化落地框架和22 个工作策略。一流企业文化落地框架和22 个工作策略的核心在于指引企业实施全面文化管理，建立企业不可复制的核心竞争力。企业需要基于文化诚意，完善企业文化内容体系，并从知、信、能、行四个方面开展工作，确保价值观被认知、理解、信任和认同，并在文化落地执行中实施全面文化管理，促进个人行为、企业行为的全面变革，促进企业的持续发展。这些正是本书的精要，也希望大家能够真正理解这一片苦心。本书共分为六章，第一章是重新认识企业和企业文化；第二章辨析了企业文化落地，概要地介绍了一流企业文化落地框架；第三、第四、第五、第六章详细介绍了企业文化落地框架的四个核心内容，即实现知、信、能、行的具体方式方法的22 个工作策略。尤其值得关注的是，本书创新性地提出了一些企业文化的理论概念和方法，如一流企业文化落地框架、文化诚意、文化合法性、全面文化管理、文化周期、制度的文化性等。这些提法不是在哗众取宠，而是笔者在企业文化工作过程中思考和积累的结果。在此也希望更多的人参与到企业文化思考、创新和分享中来。笔者相信，本书可以帮助企业走出文化落地的迷茫，减少在企业文化工作中的无效投入，并指导企业打造出务实高效的一流企业文化，引领企业的局部或整体变革，进而提高企业竞争能力和发展能力，在这个变幻莫测、不断颠覆的世界里活得更好更久。
史德安，山东人，2006年进入山东师范大学修企业文化硕士学位，毕业后就职某纽交所上市跨国医药企业集团、中国知名咨询公司、中国*的互联网金融P2P平台公司等从事文化学习研究、咨询、培训、顾问与管理工作，服务大中小型公司20余家，亲自访谈企业高中基层1000余人，在《中外企业文化》《销售与管理》等杂志发表文章若干，在企业文化理论研究，以及文化调研评估、梳理提炼、落地与管理等实战方面有丰富经验。
目录 第一章 企业文化新态度 一、3个企业文化定义模式 ······················································001 二、6个企业文化基本作用 ······················································003 三、2个企业文化形成方式 ······················································006 四、9个企业文化变量 ····························································011 五、企业文化是企业家文化吗？ ···············································020 六、如何正确追求企业文化特色？ ············································021 第二章 企业文化落地框架概况 一、如何理解企业文化落地 ·····················································024 二、一流企业文化落地框架 ·····················································028 第三章 文化认知实现文化的心灵洗礼 第一策 灵活多样的宣传 ··································································057 一、文化宣传意义 ·································································057 二、文化宣传原则 ·································································058 三、文化宣传内容 ·································································059 四、文化宣传渠道 ·································································061 五、文化宣传策略 ·································································067 第二策 深入心灵的培训 ··································································070 一、文化培训意义 ·································································070 二、文化培训原则 ·································································071 三、文化培训内容 ·································································073 四、文化培训类型 ································································074 五、文化培训方式 ·································································076 第三策 富含文化的活动 ··································································080 一、文化活动作用 ·································································080 二、文化活动原则 ·································································082 三、文化活动类型 ·································································084 四、文化活动策划 ·································································092 五、活动相关问题 ·································································095 第四策 难以忘怀的形象 ··································································096 一、文化形象作用 ·································································096 二、文化形象类型 ·································································097 三、注意事项 ·······································································104 第五策 顺畅有效的沟通 ··································································105 一、文化沟通作用 ·································································105 二、文化沟通内容 ·································································106 目 录 、文化沟通形式 ·································································108 四、文化沟通原则 ·································································111 第六策 浸润人文的环境 ··································································112 一、工作环境影响 ·································································112 二、人文环境营造 ·································································113 三、注意事项 ·······································································116 第四章 文化信任构建文化的高度信仰 第七策 文化内容的合法性 ·······························································123 一、什么是企业文化的合法性 ··················································123 二、企业文化为什么要有合法性 ···············································124 三、如何获得企业文化合法性 ··················································125 四、注意事项 ·······································································129 第八策 领导行为的影响力 ·······························································132 一、领导行为的影响力 ···························································132 二、关于领导力的研究 ···························································132 三、基于价值观的领导行为 ·····················································133 四、文化领导力提升途径 ························································136 第九策 企业承诺的可信度 ·······························································137 一、企业文化的承诺体系 ························································137 二、承诺能够引导员工行为 ·····················································140 三、企业应学会作出承诺 ························································141 第十策 管理制度的文化性 ·······························································143 一、管理制度为什么要有文化性？ ············································143 二、企业文化融入制度的切入口 ···············································144 三、企业文化怎么融入制度 ·····················································163 四、注意事项 ·······································································165 第十一策 文化仪式的体验性 ···························································166 一、什么是仪式 ····································································166 二、企业文化为什么要重视仪式 ···············································167 三、企业文化要重视哪些仪式 ··················································167 四、注意事项 ·······································································171 第十二策 成功实践的说服力 ···························································172 一、成功的文化意义 ······························································172 二、具有文化说服力的成功类型 ···············································172 三、注意事项 ·······································································175 第五章 文化能力奠定文化的落地基础 第十三策 文化素质的匹配性 ···························································177 一、为什么要注重文化素质匹配性？ ·········································177 二、怎样提升文化素质 ···························································178 三、注意事项 ·······································································183 第十四策 文化管理的专业性 ···························································184 一、文化管理专业性的短板 ·····················································184 二、如何提升文化管理专业性 ··················································184 三、注意事项 ·······································································189 第十五策 文化管理的组织保障 ························································189 一、企业文化组织的意义 ························································189 二、企业文化组织的设计 ························································190 三、注意事项 ·······································································195 第十六策 文化管理的系统性 ···························································196 一、文化管理系统重要性 ························································196 二、建立七个文化管理体系 ·····················································196 三、注意事项 ·······································································205 第六章 文化施行开展全面的文化变革 第十七策 企业文化的全面管理 ························································209 一、全面文化管理的必要性 ·····················································209 二、全面文化管理的基本内涵 ··················································210 三、实施全面文化管理 ··························································213 四、注意事项 ·······································································215 第十八策 文化管理的目标承诺 ······················································· 217 一、目标承诺的重要性 ···························································217 二、如何界定文化管理的目标 ··················································218 三、如何实现对目标的承诺 ····················································220 四、注意事项 ·······································································222 第十九策 文化管理的战略规划 ························································223 一、文化战略规划的重要性 ·····················································223 二、如何进行文化战略规划 ·····················································224 三、注意事项 ·······································································230 第二十策 文化管理的行为变革 ······················································· 236 一、行为变革的必要性 ···························································236 二、行为变革的内容 ······························································236 三、行为变革的困难 ······························································245 四、如何实现行为变革 ···························································248 五、注意事项 ·······································································253 第二十一策 文化管理的考核评价 ·····················································266 一、文化考评必要性 ······························································266 二、文化考评的对象 ······························································267 三、文化考评的内容 ······························································267 四、文化考评的指标体系 ························································269 五、文化考核的原则 ······························································272 六、文化考评的方法 ······························································273 七、其他事项 ·······································································274 第二十二策 文化管理的持续改进 ·····················································275 一、持续改进的必要性 ···························································275 二、持续改进的内容 ······························································275 三、持续改进的方式 ······························································279 四、注意事项 ·······································································281 致谢 ································································································287
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