The process of any company must be business-oriented and customer-centered, and process management must also serve this center. Let the people who can hear the gunfire become the key nodes in the process decision chain. Its original intention is to improve the overall operating efficiency of the company, and remember not to turn it into a hotbed of bureaucracy. Kong Guanglin worked in a small company called Puhua Digital a few years ago. The boss of the company is the first boss in my life who is very proficient in company management. I have worked in the human resources department of Huawei and have rich experience in enterprise management. To tell the truth, I really learned a lot of management ideas from him. I had just arrived in Shenzhen, and I was still interested in all new things. I met some annoying things in the past two days, and I also saw some problems in the process management of some big companies in my life, and suddenly remembered him. Remember what he once said to me, I must say it. First of all, I want to say that there is nothing wrong with any company taking the so-called process. In my opinion, there are only two purposes of process management: one is the correct process. It is also a kind of risk control just to control the risks in business transactions and prevent the company's resources from being formed in the process of risk-free management and control. The second is standardized process management. His original intention is to improve the overall operating efficiency of the company to prevent inefficiency. But the process is fun, and I think so. In a small company, if there are too many program frameworks, it will reduce the efficiency of the company, which is not conducive to business promotion. On the contrary, it is serious to reduce the operating efficiency of the whole company, but it is different for a bigger company. If he has no process management and no process framework, he can't do it. Without process management, the whole elephant company will be at a loss, but it will reduce the company's operational efficiency. So the next question is, should we go through the process or not? There are good and bad experiences. Does our small company really have to go through the process? However, large companies must follow the formalistic process. In fact, the author believes that these non-competitive and streamlined things have a good purpose and starting point. Both small companies and large companies actually need process management, but the problem lies in the following conditions to test the framework of your process, and it must match your company. Don't underestimate this collocation. This is an important criterion to test whether a process is suitable for your company. I think a good process or a process that matches the development of the company should have the following characteristics: 1. At present, any company must take business or customers as the center, all processes must be established with this as the core, and all processes must serve this center. If this process is established, it will reduce the business operation efficiency of the whole company, which is not a good process. 2. The main purpose of the process is to control the risks of the company, but the risk control should be divided into primary and secondary. Don't lose customers or market risks because of the risk of details. 3. Process decision makers must let some people who can hear the sound of guns make decisions, not those who are far away from customers or the front line of the market. 4. The process should not be the same, but should be enriched with the development of the company. Sometimes, with the change of the company's business decision chain, it is necessary not only to reduce the secondary process, but also to grasp the main process. To sum up, don't use the process as an excuse to make the company bureaucratic, complicate the decision-making chain of the whole company, and sacrifice the efficiency of business operations. This process is not good. The purpose of this process is to increase the competitiveness of the company and control risks. Don't forget his purpose.