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2024-07-23 23:08:31 Source: Champu Consulting Visits:0
With the change of market environment and the intensification of competition, enterprises are facing more and more challenges and opportunities. In order to cope with the complex and changeable market demand, improve the quality and innovation of products or services, enhance customer satisfaction and loyalty, and enhance brand image and influence, enterprises need to constantly learn, improve and innovate. However, enterprises are often limited by their own knowledge, skills, experience, vision and other factors, it is difficult to solve some complex or novel problems, or lack of some effective or cutting-edge thinking or methods. In this case, with the help of external professional institutions or personnel, to provide enterprises with consulting, training, counseling and other services in strategy, innovation, marketing, operation and other aspects, that is, the so-called "external brain service", has become a feasible and effective choice.
The so-called "external brain service" means that enterprises use external professional institutions or personnel (hereinafter referred to as "external brain") to provide them with consulting, training, counseling and other services in strategy, innovation, marketing, operation and other aspects, so as to improve the core competitiveness and creativity of enterprises. External brain service can help enterprises solve complex problems, introduce new thinking and methods, and improve the quality of decision-making and execution. For example, a manufacturing company, facing declining market demand and rising costs, decides to innovate its products in order to increase the added value and profitability of its products. However, due to the lack of internal innovation ability and experience, it found a professional innovation consulting company to provide a full range of external brain services from market research, product design, prototype testing, business model, promotion strategy and so on. Through such an external brain service, the company has successfully developed a new product that meets market needs and user preferences, and has achieved good market response and economic benefits.
The advantage of external brain service is that it can provide enterprises with the following values:
External brain can provide professional knowledge, skills, experience, vision, etc., to help enterprises solve some internal problems that are difficult to solve or lack of experience, or to provide some internal thinking or methods that are difficult to think of or lack of methods.
The external brain can provide objective analysis, evaluation, advice, etc. to help companies avoid or reduce internal bias, inertia, solidification, etc., or provide some internal difficult to accept or lack of courage to point of view or advice.
External brain can provide flexible service mode and time arrangement, help enterprises to deal with some sudden or urgent problems, or provide some internal difficult to arrange or lack of resources of the service content or mode.
External brain can provide multiple service contents and forms to help enterprises meet the needs of different levels, departments, positions, etc., or provide some service contents or forms that are difficult to achieve or lack of effect internally.
However, there are also some challenges and risks in external brain services, such as how to choose a suitable external brain service provider, how to protect the intellectual property rights and trade secrets of enterprises, how to evaluate the effect and value of external brain services, and how to avoid over-reliance on external brain services while ignoring internal management and resource construction. Therefore, when using external brain services, enterprises need to pay attention to how to balance and coordinate the relationship between external brain services and internal management and resources. From the perspective of enterprises, this paper discusses how to balance and coordinate the relationship between external brain service and internal management and resources, and puts forward the following suggestions:
The first is to clarify the objectives and scope of external brain services, and establish clear cooperation agreements and communication mechanisms with external brain service providers. Before using external brain services, enterprises should make clear what problems they need to solve, what goals they need to achieve, and what kind of external brain service content and form they need. Then, when choosing an external brain service provider, you should examine its professional background, industry experience, success stories, reputation evaluation, etc., and choose an external brain that matches your needs and has a good reputation. When signing a cooperation agreement with the foreign brain, the responsibilities and obligations of both parties should be clarified, the content, method, time, cost and other details of the foreign brain service, as well as important clauses such as intellectual property rights, trade secrets, and liability for breach of contract. In the process of cooperation, we should maintain good communication and cooperation with the external brain, timely feedback and solve problems, and avoid misunderstandings and conflicts.
The second is to establish an effective internal management and supervision mechanism to ensure that the external brain service is compatible with the company's strategy, culture, organization, and process. When using external brain services, enterprises should incorporate them into their own internal management system and coordinate with their own strategy, culture, organization and process. For example, companies should identify the person in charge and participants of external brain services to ensure that they have sufficient power and resources to promote and implement external brain services. Enterprises should formulate standards and norms for external brain services to ensure the quality and efficiency of external brain services. Enterprises should establish a monitoring and evaluation mechanism for external brain services to ensure that the process and results of external brain services meet their own expectations and requirements. Enterprises should establish a feedback and improvement mechanism for external brain services to ensure that external brain services can be continuously optimized and improved.
The third is to strengthen the training and motivation of internal talents, and promote the exchange and sharing of external brain services and internal knowledge and experience. When using external brain services, enterprises should pay attention to cultivating and motivating their internal talents so that they can cooperate and learn effectively with the external brain. For example, companies should encourage internal talents to actively participate in the design, implementation, and evaluation of external brain services, so that they have the opportunity to contact new knowledge, skills, experience, and horizons. Enterprises should support in-depth exchanges and discussions between internal talents and external brains, so that they have the opportunity to put forward their own views, suggestions, problems, etc. Enterprises should promote effective knowledge transfer and sharing between internal talents and external brains, so that they have the opportunity to apply the knowledge and experience gained from external brain services to their own work. Through these measures, enterprises can improve the ability and quality of internal talents, and enhance their recognition and satisfaction with external brain services.
The fourth is to regularly evaluate the effect and value of external brain services, and adjust the content and mode of external brain services according to feedback and data. When using the external brain service, enterprises should pay attention to evaluate the effect and value of the external brain service to themselves, so as to judge whether to continue or adjust the external brain service. For example, companies should set goals and targets for external services, such as improving the quality or innovation of products or services, increasing market share or profitability, improving customer satisfaction or loyalty, and collecting and analyzing relevant data and information on a regular basis. Enterprises should solicit opinions and suggestions from internal personnel on external brain services, and deal with their feedback and complaints in a timely manner. Enterprises should communicate and summarize with the external brain on a regular basis, and adjust the contents and methods of external brain services according to the evaluation and feelings of both parties. Through these measures, enterprises can optimize the effect and value of external brain services and improve the input-output ratio of external brain services.
In short, external brain service is a service method that is conducive to improving the core competitiveness and creativity of enterprises, but it also requires enterprises to pay attention to how to balance and coordinate the relationship between external brain service and internal management and resources. Establish a clear cooperation agreement and communication mechanism with external brain service providers by clarifying the objectives and scope of external brain service; ensure that external brain service is consistent with the strategy, culture, organization and process of the enterprise by establishing effective internal management and supervision mechanism; promote the exchange and sharing of external brain service and internal knowledge and experience by strengthening the training and motivation of internal talents; by regularly evaluating the effect and value of external brain services, and adjusting the contents and methods of external brain services according to feedback and data, enterprises can realize the organic combination of external brain services with internal management and resources, and improve the overall competitiveness and creativity of enterprises.
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