At present, China is setting off the second climax of corporate culture construction, which shows that corporate culture construction has once again attracted great attention from Chinese people. However, looking back on the course of corporate culture construction in China since 1980s, and carefully examining the development status of this cause, especially the corporate culture construction in state-owned enterprises, we can see that many gratifying achievements have been made in theory and practice, but at the same time, we also find some problems, contradictions, deviations and misunderstandings, which naturally cause some hidden worries.
One of the problems: flashy, seemingly divorced from God.
Vanity has been a common phenomenon in the construction of our corporate culture for many years, which is mainly manifested as follows: ① Follow the trend, follow the fashion, try a little, and be violent and cold. Take corporate culture as fashion, watch others act immediately, hear where there is going to be a meeting, quickly sort out the discussion materials, and then put them on the shelf, with the intention of overnight, without long-term efforts. (2) show, superficial, bluffing, grandstanding. The introduction of CIS (corporate image strategy or corporate identity system), or even the introduction of MIS (mind recognition) or VIS (visual recognition) instead of corporate culture, has a loud slogan, exquisite manuals and uniform clothing, but it is just a big fuss. (3) Plagiarism, sameness, copying mechanically, and sameness. Values, beliefs and business philosophy are familiar, corporate identity lacks individuality, systems, norms and behavior patterns overlap, especially entrepreneurship, which is mostly nonsense that is universally applicable, and corporate culture with its own characteristics is rare. 4 superficial, vulgar, disorganized and unintelligible. Don't understand the true connotation of corporate culture, and some just carry out corporate cultural and sports activities and welfare activities (that is, a hodgepodge that can be seen on the corporate culture page of its corporate website); Some just put past ideological and political work, spiritual civilization construction and democratic management into the "basket" of corporate culture; Some people confuse the concepts of "purpose", "spirit", "idea", "criterion" and "style". (5) disjointed, two layers of skin, different words and deeds, duplicity. Open one's mouth "values", "ideas" and "image" and close one's mouth "vision" and "mission", and only stay in one's mouth, wall, notebook and TV newspaper, or don't intend to move the real chapter at all, or do it one by one. Like false advertisements, they regard corporate culture as a signboard and a cover for building an image.
The second question: quick success and instant benefit, putting the cart before the horse.
To sum up, the above situation is to emphasize form over content and language over behavior. In the final analysis, it is also a manifestation of different ways and degrees of quick success and instant benefit or putting the cart before the horse. At present, in the construction of corporate culture, the deep expression of quick success and instant benefit and putting the cart before the horse is the dislocation of the pursuit of corporate value. Some enterprises think they know the traditional economic theory well and hate the pain of "enterprise running society". While longing for the complete separation of government and enterprise, they think that enterprises are "profitable economic organizations" and profit maximization is their eternal goal. Furthermore, the so-called corporate culture is the organizational behavior pattern and atmosphere formed by the combination of various ways and means adopted by enterprises to achieve profitability. There are generally three manifestations in concrete practice: first, maximizing profits is the first goal of enterprises. It is believed that the survival of enterprises needs cost and the development needs capital investment, which are all solved by profit. Profit is the premise and premise. In logical order, profit comes first, and others come second. Maximizing profits is the primary goal of enterprises. The second is an enterprise whose main purpose is to maximize profits. It is believed that an enterprise exists because it can transform various elements in form and function through production and operation, and make profits. Development is the last word, only increasing profits is development, and everything else can be put aside. In the thinking mode, profit maximization is regarded as the core task and fundamental purpose of enterprises. Third, on the surface, it shouts to contribute to society, but in fact it is mercenary. It seems to be responsible for state-owned assets and the interests of employees, claiming that "all inputs should be output-centered" and "no money can be spent without benefits", caring about how much direct economic benefits corporate culture can bring to enterprises, and all activities of business owners should focus on economic benefits. These understandings and practices all emphasize that enterprises are economic organizations and forget their social cell functions, and emphasize their own economic values and give up social values to the public, which runs counter to the requirements of the CPC Central Committee for building a harmonious socialist society and adhering to Scientific Outlook on Development. These are essentially the pursuit of the end. In order to make profits, these enterprises often resort to opportunistic means intentionally or unintentionally. They unilaterally pursue immediate and short-term economic interests at the expense of public interests, satisfying temporary food and clothing and enjoyment, but damaging long-term health and vitality.
The third problem: frequent revision and arbitrariness.
The expression of corporate culture is often revised, usually in the name of reform and innovation. Either the change of concept, the adjustment of strategy and tactics, or the innovation of organization and behavior, the elements of corporate culture will often change greatly.
Corporate culture should keep pace with the times, of course, it can't always be the same. Especially under the background of enterprise reorganization and deepening reform, it is absolutely necessary to adjust and improve enterprise culture through in-depth study and careful analysis of the changes in enterprise system, production mode and personnel structure after reform and reorganization. However, it must be noted that culture has strong stability, and corporate culture is nurtured and formed in the long-term practice of enterprises. There are both the eternal pursuit of values and the consistent practice of behavior. It is a cultural system with traditional significance, which needs the long-term cultivation and pursuit of entrepreneurs and all employees. The stability of corporate culture is due to its relatively stable material and cultural foundation, the long-term and complexity of its formation process, and its objective need to play its own functions. It is expected that it will show lasting charm to the society and the market, and play a role in encouraging, condensing, guiding, encouraging, coordinating and standardizing the internal team. Of course, it should not be revised frequently. If you come up with a new set of management ideas, concepts and methods at will, or even put forward a few four or six-word slogans at will, it is also called reform and innovation. After three or two years, the corporate culture will change its tune, confusing not only employees but also customers, and it is bound to be difficult to establish a unique corporate image. We don't have to judge whether an enterprise's corporate culture elements are right or wrong, which is better or worse, but as a systematic project, if a new set of drawings is replaced as part of the construction, then no matter how new the drawings are, I am afraid a good project can not be built.
The reasons for the above phenomenon are very complicated, including the institutional mechanism of state-owned enterprises, the ideological understanding, understanding, level and ability of entrepreneurs and corporate culture construction organizers, and of course the problems existing in the workforce. These problems are inseparable from the present situation of the reform and development of state-owned enterprises. Regarding corporate culture and the institutional mechanism of state-owned enterprises, there is a view that the history of corporate management can be divided into several stages, such as experience management stage, scientific management stage and modern management stage, while corporate culture is a higher-level management mode after modern management stage, and the current management level of domestic enterprises still stays at the level of experience system management, and the conclusion is that it is not suitable for corporate culture. I beg to differ from this conclusion. Just as we can't wait for China to realize the capitalist modernization before carrying out the socialist revolution, we can't wait for the state-owned enterprises to reform and develop into modern enterprises before starting to build corporate culture. There are still some disputes about the relationship among entrepreneurs, enterprises and corporate culture, such as whether there are entrepreneurs in state-owned enterprises and whether corporate culture is boss culture. I think these disputes have no practical significance. No matter how to argue, in reality, the presidents and managers of state-owned enterprises are, after all, the highest authority and senior managers of enterprises. We can put "boss" in quotation marks, but his influence on the corporate culture of this enterprise is both direct and far-reaching, and his role in corporate culture construction is beyond doubt. Therefore, the author's following suggestions focus on the organizers of corporate culture construction, especially the "boss".
A suggestion: study hard and correctly grasp the connotation and key points of corporate culture. It is said that there are more than 180 definitions of corporate culture (there are also 500 and 50 theories), which makes people feel that corporate culture is mysterious. In fact, corporate culture is not complicated, it is a kind of corporate management thought, management science and management art, with values as the core, ideas, strategies, systems and processes with these values as the core as its representation and support, and corporate behavior with these values as the core as its concrete embodiment. Corporate culture construction cannot be confused with ideological and political work and spiritual civilization construction, and cannot be divorced from management.
Recommendation 2: attach great importance to it and put it in an important position. Corporate culture is indeed an advanced management theory that has been proved by practice. This is not a beautiful veil. If you really pay attention to it, you can't cut corners and deceive yourself.
The third suggestion: investigate and learn more about your own business. A long-term enterprise has its own soul. Corporate culture can't be immediate, so we should adapt to the development of enterprise productivity and the ideological reality of the staff, especially the state-owned enterprises in the process of reform and restructuring, pay more attention to inheriting and carrying forward the excellent cultural accumulation formed by enterprises for a long time, accurately grasp the characteristics and development direction of enterprises after reform and restructuring, pay attention to operability, repeatedly consider and temper, persevere and gradually improve; The elements of corporate culture must be recognized by most or even all employees, and the masses should be widely mobilized, trusted and relied on to make the construction process a process of arousing psychological voices, signing spiritual contracts, forming * * * knowledge and * * * working together; Although there are many similarities between enterprises, the particularity of each enterprise is often more valuable. It is necessary to strengthen pertinence and have its own characteristics, and not to engage in simple utilitarianism, painting a tiger as a dog and making people laugh.
Recommendation 4: Base on the fundamentals and highlight the construction of core values. Corporate culture is the survival philosophy and life engineering of enterprises, value is the meaning of life, and values are the foundation of corporate culture and the foundation of enterprise survival and development. The relationship between economic benefits and social benefits is the core issue of enterprise values. Enterprises are not just money-making machines. Taking social responsibility and building a harmonious society are the primary values of corporate culture. People-oriented should include both business people and social people. Promoting the common development of enterprises, employees and society with the high harmony of personal interests, enterprise interests and social interests is the maximization of enterprise social value and the perfect realm of enterprise culture. We must adhere to the dialectical unity of utilitarian goals and lofty goals, abide by business integrity and enterprise ethics, strive to sublimate the personality and taste of enterprises, and make internal forces continuously aggregate, deepen and expand, so that enterprises can achieve self-transcendence and long-lasting prosperity. Profit is a by-product of doing a good job. Short-term behavior in business, pragmatism with profit as the highest goal or even the only goal, can only increase the risk cost, kill the goose that lays the golden egg and accelerate the termination of enterprise life. It is true that the establishment of organizational values is based on the identity of its internal members. However, the actual positioning of the internal interest subjects of state-owned enterprises-owners, operators and workers has not been really solved. Compared with other enterprises, the relationship among them has a special complexity, which makes it more difficult to establish their values.
Recommendation 5: shoulder the mission and inherit innovation. The "boss" of an enterprise is the chief creator, chief designer, chief architect, theoretical director and practical leader of the enterprise culture. This responsibility runs through all aspects and processes of the conception, planning, excavation, refining, implementation, deepening, optimization and dissemination of corporate culture until his personal resignation or the disappearance of the enterprise. The frequent transposition of the bosses of state-owned enterprises has seriously affected the corporate culture construction of some enterprises. However, under the existing management system, we can only place our hopes on the bosses of some enterprises: pay attention to the relative stability of culture, the so-called "culture-oriented person" is not a "culture-oriented person", and the corporate culture cannot be fickle, so the predecessors should pay attention to the corporate culture and lay a good foundation; Successors should attach importance to the long-term development of the enterprise, do not seek fame and fortune, do not regard corporate culture as an unconventional ornament, and carry forward the past and forge ahead.
Change bad culture and strengthen excellent culture.
Recommendation 6: Improve the system, implement and enhance the corporate culture in the implementation. Enterprise culture is the soul of enterprise management, not its shadow. As far as China is concerned, the so-called corporate culture, which is divorced from the system and confined to the system between the party and the masses and stays in the ideological field, is only a superficial, illusory and subjective cultural phenomenon. To get down to work, we must start with the system and implementation. Elegant language does not necessarily come from noble mind, but behavior is the most appealing banner. Corporate culture should be cultivated both internally and externally. We should provide and guide ideas internally, regulate and guarantee institutions externally, and combine self-discipline with heteronomy. First, excellent ideas should be transformed into enterprise systems, processes and specific behaviors of employees, and then ideas can become the sublimation of systems and behavioral norms can become cultural norms. It is necessary to establish a perfect institutional system, resist exclusion through long-term institutional constraints and habit formation, internalize values, purposes and beliefs in the mind, externalize and solidify them in behavior, so as to make them linked and unified, form a long-term mechanism, and gradually enter a highly unified conscious and dynamic mental state, creating a new realm of corporate culture.
Many problems in the construction of enterprise culture in state-owned enterprises are intertwined, which can not be solved only by the "boss" level, nor can they be solved in a short time. We place our hopes on the theoretical and business circles and look forward to a truly modern enterprise system.
The second paper: "Problems and ideas in the cultural construction of state-owned enterprises"
First, the meaning and importance of corporate culture
So far, there is no unified understanding of corporate culture, and there are different opinions. I think the concept of corporate culture is actually the sum of corporate thinking and behavior habits, and corporate values, corporate vision, business philosophy, moral standards and codes of conduct are all concrete manifestations of corporate culture. Corporate culture is also an organic part of the social and cultural system, with obvious national characteristics. The traditional culture led by Confucianism has cultivated the morality and quality of generations of China people, but at the same time, thousands of years of feudal rule has also bound people's hearts. This conflict between politics and civilization has created the unique cultural background of China enterprises, which not only attaches importance to people's moral cultivation, but also highlights the characteristics of bureaucracy, equalitarianism, moderation and lack of innovation.
The importance of corporate culture to enterprises is self-evident. Internally, it is like a bright light, guiding the survival and development of enterprises. Externally, it is like a work of art, which is displayed to the society and shows its value. Enterprises that have not shaped the core corporate culture may still survive, but they will never last long.
Second, the inferiority of modern state-owned enterprise culture in China.
Stimulated by the development of market economy and commodity market, more and more enterprises attach importance to the construction of corporate culture, and corporate cultures in the United States and Japan have been widely introduced, among which there are many people of insight to guide enterprises to embark on the road of revitalization. However, under the impact of the contradiction between modern system and outdated concepts, many state-owned enterprises are still senile and unable to move. Take the electric power enterprise as an example. The reorganization of power assets by the state divides state-owned power enterprises into two camps: national team and local team. The five major power generation groups in China are in an obvious strong position in the market competition. In 2008, the soaring coal price pushed local power enterprises to the cliff. During the "Eleventh Five-Year Plan" period, the power assets of the five major power generation groups have all achieved the established growth targets, and they have absolute control over the new energy field, while local state-owned power. There must be a deeper reason behind the haze-the weak soul is still wrapped under the gorgeous coat, and many state-owned enterprises still have many problems to be solved urgently in the process of corporate culture construction.
(A) the concept of the old system still exists.
The management of many state-owned enterprises has not changed with the establishment of modern enterprise system and the reform of organizational structure. Their ideas and values still lag behind the system construction, and their corporate culture exists in name only, which is manifested in the following aspects: (1) The main body of enterprises is still stagnant, tied behind their hands in everything, hesitant about important strategic and business decisions, and has not found a way out from the market. The idea of "equal weight is light" still exists. (2) Poor customer awareness and superiority caused by local or industry monopoly is a common problem of some state-owned enterprises. (3) Double management standards. Enterprise system is not binding on leaders. Leaders often destroy enterprise rules and regulations because of self-interest, which affects employees' values and behaviors, leading to chaotic enterprise management, fragmentation and lack of cohesion. (4) low efficiency. Enterprises still follow the administrative management mode under the old system, and everything should be reported to the person in charge of the enterprise for approval in the form of documents. Without action, no one dares to take responsibility, resulting in dislocation of power and responsibility.
(2) The idea of "official standard" still exists.
The idea of "official standard" is manifested in the bureaucracy of leadership style and formalization of work in state-owned enterprises. Many state-owned enterprises are hierarchical, like a yamen. Every level of enterprise shows the long-standing servility of feudal society to the next level. Only obedience and compromise are far from the full participation of modern enterprises in strategic decision-making. Enterprise management power is in the hands of powerful people, and power is above the enterprise system, resulting in a double-standard employment system. Workers get higher positions not by their own talents and abilities, but by pleasing leaders, which leads to brain drain or passive slacking. "Anyway, the rice bowl is iron", so it is difficult to form a harmonious, stable and competitive team.
(C) the construction system is not perfect
Many state-owned enterprises do what they do in the east and do what they do in the west, but they don't have a complete scientific construction system, which is manifested in the following four aspects: (1) the goal is unclear, the value system changes at any time, and the research on values, vision, purpose and strategy is not in-depth. (2) The organizational structure is not perfect, there is no leader in charge of corporate culture, there is no department or institution in charge of corporate culture construction, and many enterprises lack the ability of key positions, so cultural construction plays guerrilla warfare. Some enterprises put cultural construction in the system of the party and the masses, and misunderstand the importance of corporate culture. (3) The system is not perfect, some corporate culture construction has not established supporting rules and regulations and guiding methods, and the cultural construction work is unscientific and unreasonable, with poor results. (4) Measures are not in place, corporate culture construction is not effectively combined with human resource management, and training, publicity and quality education are not in place, which leads to employees who are the most important carrier of corporate culture staying out of it. (5) The feedback is not timely, the perfect feedback and incentive mechanism is not formed, and typical events and cases are not set, which is costly and has little effect.
Flashy, but superficial.
Since 1994, when state-owned enterprises entered a new stage of establishing a modern enterprise system, many state-owned enterprises have changed their faces to meet the future market with brand-new logos, but many of them are flashy and superficial. In the eyes of many entrepreneurs, brand = logo= culture. This wrong understanding has not fundamentally improved the operating conditions of enterprises, but has caused headaches for the design, dress and publicity costs of brand image. The fundamental reason is that entrepreneurs don't understand the essence of corporate culture, thinking that more trade union activities, more photo exhibitions, more advertisements and more field trips can realize corporate culture.
Third, the idea of cultural construction of state-owned enterprises
(A) customer culture is the basis for state-owned enterprises to build a market-oriented corporate culture.
Drucker, a master of management, said: "There is only one correct definition of the purpose of an enterprise, and that is to create customers." Customers have replaced any kind of resources and become the first competitive factor for the survival and development of enterprises, so customer culture should be the foundation of enterprise culture. If you still think that customers are people who buy things, you are wrong. Modern enterprise marketing believes that customers should be divided into internal customers and external customers. External customers are the direct or indirect beneficiaries of enterprise products, while internal customers are often ignored by many entrepreneurs. Shareholders, operators and employees are all people who want to get benefits or returns from the enterprise, so they are all customers of the enterprise. Take an electric power production enterprise as an example. The first-tier external customers are power grid enterprises, the second-tier customers are enterprises, organizations or families (society) that use electricity, and the internal customers include state-owned shareholders, management and ordinary employees. These are customers of power production enterprises. Only by finding the right customers can we provide customers with the most suitable products.
(B) to create their own core culture
Many state-owned enterprises have established gorgeous corporate culture in pursuit of "keeping pace with the times", but they have not established a corresponding strategy and strategy system. Such a corporate culture can only become a vase. Imitation can only belong to others forever, just like China Mobile can't focus on cost saving, and steel enterprises can't put service first because their products are different in nature. Therefore, state-owned enterprises should recognize themselves and extract the core corporate culture that conforms to the industry and its own characteristics.
(C) the corporate culture as a project to grasp
1. has a clear goal. After an enterprise has identified its customers and established the corporate culture requirements that meet the nature of the enterprise, its cultural construction has a clear goal, but the premise is that it has enough in-depth research on its own products and customers.
2. Have a complete organization. There are many and complicated problems to be solved in the cultural construction of state-owned enterprises, involving personnel, system, strategy, operation and management, etc., which need unified leadership and coordination, and an independent and complete corporate culture department should be established to be responsible for the cultural construction of enterprises.
3. Process management based on PDCA cycle theory. Establish corresponding program documents and work plans, constantly check them during implementation, give feedback and improve them in time, and do not relax until they are effectively implemented.
4. Effective use of resources. As a project, corporate culture construction can't blindly use funds for image project in order to realize the effective use of people and property.
5. Make a clear timetable, refine the overall goals, such as one-year, two-year and five-year goals, and effectively improve the mental outlook of enterprises, employees' values and behaviors.
(D) Remove the bureaucratic style that hinders the development of corporate culture from the leadership.
The position of state-owned enterprises in the national economic system determines that their property rights cannot be privatized, so the incentive of marketization to the leadership of state-owned enterprises can never be fully exerted. The dislocation of power and responsibility of leaders is a huge obstacle to the establishment of state-owned enterprise culture. To completely change the bureaucracy in enterprises, we must first start from the leadership. (1) The salary distribution system of enterprise leaders should be further linked with enterprise performance. In 2005, Shenzhen Municipal Government introduced the government administrative accountability system and formulated detailed accountability rules to improve the efficiency of government agencies in an unprecedented way. State-owned enterprises should learn from this practice, concretize the responsibilities of state-owned enterprise leaders and fully link them with their salaries, so as to urge leaders to put more energy into the benefits of enterprises. (2) Improve the enterprise supervision system. At present, due to the establishment of SASACs at all levels, the supervision and management of state-owned assets by SASACs is still in the exploratory stage, and the relevant laws and regulations are not perfect enough. It is difficult for SASAC at all levels to effectively supervise the operation and management of state-owned enterprises within their jurisdiction, that is, the phenomenon of "no management from above, no management from below" is formed. In this case, we should change our thinking, increase the subject of supervision and broaden the form of supervision. This kind of exploration requires the joint efforts of the whole society, especially government agencies, which take the lead in establishing an independent and perfect legal guarantee system and social supervision system, putting the supervision right on enterprises or society and letting the big eyes of society supervise enterprises. Nowadays, the rapid development of the Internet has promoted social progress, and many illegal and criminal acts that could not have been discovered have been fully exposed in people's field of vision, greatly reducing the phenomenon that enterprises practice favoritism and monopolize the world. Therefore, the government should use modern technologies and means such as the Internet, on the one hand, require enterprises to increase the transparency of decision-making, on the other hand, improve the supervision system of state-owned enterprises, release the functions that state-owned asset management institutions can't complete, and realize the separation of government from enterprises and the development of effective supervision.
(5) Full participation and cooperation are needed.
Many state-owned enterprise forums have platforms for employees to discuss freely, and few people can speak in the forums, only a few leaders and middle-level positions. This phenomenon can be described as normal and abnormal. Why? Normal because it is a true portrayal of the current cultural life of state-owned enterprises, abnormal because the modern enterprise system and corporate culture construction of our state-owned enterprises are in full swing on the surface, while the real owners of enterprises stay out of it and are unaware of it. This contradiction reminds state-owned enterprises that corporate culture is not only the culture of leaders and management, but also the spirit and behavior culture of every employee in the enterprise. Only when employees know what an enterprise is, what it does and how to do it can corporate culture have a real carrier.
(6) keep pace with the times.
The culture of state-owned enterprises needs to seek the soul from the market. Socialized large-scale production, the transformation of market economy growth mode, the increasing pace, the increasing scientific and technological innovation and the transformation of major social contradictions all determine the law of corporate culture development-keeping pace with the times. In order to build the corporate culture of "three colors" company, Huaneng Group first proposed to build a green company with "coordinated development and harmonious progress between man and the natural environment", which conforms to the requirements of the new era and the vision of building a harmonious enterprise. The enterprise culture that keeps pace with the times can make the enterprise move from one victory to another, while the stagnant enterprise culture will only make the enterprise slide from one victory to failure.
(7) Innovation is the soul of corporate culture.
Although state-owned enterprises have established a modern enterprise system through system reform, and all have their own core values, corporate vision, development strategy and management strategy, they are almost surprisingly consistent in the way of achieving enterprise goals, that is, occupying the market by political means, but their achievements in cost saving, environmental protection, efficiency and quality are not satisfactory. In order to realize the innovation of state-owned enterprise culture, we need to pay attention to these aspects: (1) the innovation of strategic pattern, and seeking new growth points for enterprise development is the direction that state-owned enterprises need to constantly think and explore, and it is also the driving force for the development of enterprise culture. (2) To seek the innovation of profit model, the profit model of enterprises should change from "single win" to "multi-win", and a good market and cooperative relationship should be based on "multi-win". (3) Innovation of management mode, enterprises should benefit from breakthrough management mode, such as introducing advanced management concepts and methods such as e-commerce management and performance management. (4) The innovation of humanistic value, which makes employees feel their importance to the development of the enterprise and provides an unobstructed upward channel for enterprising employees, is the fundamental way out for enterprises to establish the core values of "people-oriented".
Four. conclusion
Although there are many problems in the cultural construction of state-owned enterprises, such as bureaucratic style, outdated concepts, flashy and imperfect cultural construction system, and even bureaucratic style and outdated concepts are deeply rooted in state-owned enterprises, which are difficult to solve in a short time, many enterprises have taken the lead in unloading burdens, accurately positioning and creating corporate cultures that meet the requirements of market economy development and the characteristics of the times. Therefore, state-owned enterprises should do a good job in corporate culture construction while doing a good job in enterprise reform and restructuring. A profound ideological change from leaders to employees, focusing on customer relations and reshaping employees' values, and taking corporate culture construction as a project, must be supported by a complete and independent construction system and constantly innovate, then the cultural construction of state-owned enterprises will no longer be superficial, the future will be more dynamic, and enterprises will last forever.