現代企業的願景、使命、策略、價值觀的形成過程

現代的企業主不容易談企業價值觀，也愈來愈難領導員工建立簡單而一致的企業價值觀。

過去談企業價值觀，通常是以企業老闆個人的信念為主，從上而下的宣導、實施。如今，更多的是來自於員工之間的互動共識而產生的，這又有些時候會與老闆的信念產生差距。年齡的差距，也經常構成價值偏好的不同。

員工來自各方，本身就具有固有的一些個人理念，所習慣使用的語言也不同。例如，有人是佛教徒，有人是基督徒，談同一個理念，習慣的語彙卻不同。甚至有人會因此相當的執著。

員工相信的企業價值觀，通常是來自于共同的體驗，這通常需要有至少2、3年以上的共同生活、相互磨合而來。成功的經驗，能夠讓員工體會什麼是正確的作業方式與團隊精神。

在企業初創階段，通常要更加重視價值的創造，以價值來激發夥伴、員工的熱情。具體的包含技術的突破、 客戶的肯定、業績的成長、個人工資\獎金的報酬。

員工體會了企業的核心能力，市場的需求，看到了企業的成長機會后，就會開始構思共同的使命與願景，最後才會凝聚出企業價值觀。

企業領導者，則負責正確策略的擬定。所謂策略，是打勝仗的方法，不能一成不變的。

企業主的任務，很大程度是協助員工塑造出他們相信的企業價值觀。

The formation process of the vision, mission, strategy, values of modern enterprises

The modern enterprise is not easy to talk about the main corporate values, it is also increasingly difficult to lead the staff to establish simple and consistent corporate values.

In the past the enterprise values, usually in the business owners personal beliefs, top-down advocacy, implementation. Now, more is the interaction between employees from consensus and produce, it is sometimes with the boss belief differences. The age gap, also often form different value preference.

Staff from all sides, some personal concept itself has inherent, different language are used. For example, some people are Buddhist, who is a Christian, on the same idea, but the vocabulary of different habits. Even people will be quite persistent.

Employees believe that the enterprise value, usually from the common experience, which usually requires at least 2, more than 3 years of living together, and to run with each other. The successful experience can let employees understand what is the correct way of operation and team spirit.

In the start-up stage, usually pay more attention to the value creation, value partners, to stimulate the enthusiasm of the staff. Contains specific technical breakthrough, customer recognition, growth performance, personal wages, bonuses paid.

The staff of the enterprise's core competence, the demand of the market, see the business growth opportunities, will start thinking about the mission and vision together, finally will unite the enterprise values.

Business leaders, is responsible for the formulation of the right strategy. The so-called strategy is to win the war, not immutable and frozen.

The main task of the enterprise, largely to help employees build their trust enterprise values.