Myth 1: I thinkSICJust a title that doesn't value substantial improvement

Some companies are applying.SICWhen, just to get an honor or a label, without paying attention to substantive improvement. They believe that as long as the assessment of the advisory body, it can easily becomeSIC, without the need for their own products, services, processes, organizations and other aspects of in-depth analysis and optimization. This approach is very wrong, becauseSICNot just a title, but a certification that reflects the company's outstanding performance and continuous development capabilities in a certain field. If the enterprise only pursues the form and ignores the content, then even if it passes the assessment, it cannot maintainSICstatus, but also unable to cope with market changes and challenges.

Therefore, companies are applying.SICAt the same time, it should be regarded as an opportunity to improve its own level and ability, rather than a simple goal. Enterprises should use the professional knowledge and experience of consulting agencies to conduct a comprehensive diagnosis and evaluation of themselves, find out their own strengths and weaknesses, formulate reasonable improvement plans and goals, and implement them into specific actions. Only in this way can we really enhance our own core competitiveness and innovation ability, thus becoming and maintainingSIC。

Misunderstanding two: blindly imitate otherSICOr industry benchmarking, ignoring its own characteristics and differentiation

Some companies are applying.SICwill blindly imitate other has becomeSICor industry benchmarking companies that believe that by copying their successful experiences or models, they can easily becomeSIC. However, this approach is very dangerous, because each enterprise has its own unique history, culture, resources, capabilities, market and other conditions and environment, can not simply apply other people's programs or methods. If a company just copies the practices of others without considering its own characteristics and differentiation, it will lose its core competitiveness and innovation ability, and it is likely to be counterattacked by competitors and resisted by customers.

Therefore, companies are applying.SICAt the same time, we should find out our core advantages and characteristics, as well as our target customers and market needs according to our actual situation, and then formulate our own development strategy and direction, and innovate and improve on this basis. Enterprises should learn from rather than imitate otherSICOr industry benchmarking experience and practices, but also to maintain the sensitivity and adaptability to the market, and constantly adjust and optimize their products, services, processes, organizations, etc., in order to achieve their own differentiation and leadership.

Misunderstanding 3: Over-reliance on consulting agencies, lack of independent thinking and execution

Some companies are applying.SICWhen, will rely too much on the advisory body, think that as long as the advice and guidance of the advisory body, can be successfully become.SIC. They lack independent thinking and execution, do not question and verify the opinions and plans of the consulting agency, and do not actively participate in and cooperate with the work of the consulting agency. This approach is very disadvantageous, because the advisory body is only an external helper and consultant, not the decision-maker or executive of the enterprise. Although consulting agencies can provide professional knowledge and experience, they cannot replace the judgment and action of the enterprise itself. If the enterprise only passively accepts the opinions and plans of the consulting organization, and does not carry out independent thinking and implementation, then it will lose its dominance and control over its own development, and it is likely that there will be problems that are inconsistent with the actual situation or cannot be implemented.

Therefore, companies are applying.SICAt the same time, the consulting agency should be regarded as a partner rather than an agent, establish a good communication and trust relationship with it, and actively participate in the entire application process. Enterprises should fully understand and analyze the opinions and plans provided by consulting agencies, and make choices and adjustments in the light of their own actual conditions. At the same time, enterprises should also strengthen their own execution to ensure that the improvement measures proposed by the consulting agency can be effectively implemented and produce the desired results.

Misunderstanding 4: Ignoring the participation and training of internal employees leads to the improvement effect is not lasting.

Some companies are applying.SICAt the same time, it will ignore the participation and training of internal employees, believing that as long as the senior leadership or specialized team is responsible for the application, the improvement effect can be guaranteed. They did not adequately mobilize and motivate internal staff to participate in the application process, nor did they provide the necessary training and guidance to internal staff to enhance their understanding ofSICCognition and ability in terms of concepts, standards, methods, etc. This approach is very short-sighted, because internal employees are the most important assets and resources of the enterprise, but also the ultimate undertaker and guarantor of the improvement effect. If internal employees are not involved in the application process, or do not receive adequate training and guidance, it will lead to theirSICLack of a sense of identity and belonging, and lack of necessary knowledge and skills. This will affect the quality and sustainability of the improvement effect, and even trigger internal staff resistance and backlash.

Therefore, companies are applying.SICAt the same time, attention should be paid to the participation and training of internal employees, and they should be regarded as the main body and object of the improvement process, rather than bystanders or implementers. Enterprises should through a variety of ways, such as publicity, training, motivation, communication, etc., to improve the internal staffSICunderstanding and recognition, as well as participation and enthusiasm for the improvement process. At the same time, enterprises should also provide targeted training and guidance according to the different functions and levels of internal employees to improve their performance inSICknowledge and skills. Only in this way can we ensure that the internal staff can effectively support and promote the improvement process and maintain the improvement effect.

Conclusion

Corporate Champion is a highly valuable and meaningful certification that can help companies gain advantage and leadership in a certain field, while also bringing higher profit margins, market share and brand influence. However, upon application to becomeSICIn the process, enterprises need to pay attention to avoid some common misunderstandings, such as thinking thatSICJust a title, blindly imitating otherSICOr industry benchmarking, over-reliance on consulting agencies, neglect of internal staff participation and training, etc. These misunderstandings will affect the enterprise applicationSICeffect or failure. Therefore, according to the countermeasures and suggestions put forward in this paper, enterprises should carry out reasonable planning and implementation, in order to enhance their core competitiveness and innovation ability, and successfully becomeSIC。