What Is Tissue Regeneration?

A company composed of many people and thus much more complex than an individual cannot fail without suffering any hardships and crises in its development. When an organization suffers setbacks, especially a major crisis, the ability or quality of the organization to overcome the crisis, quickly restore the organization's vitality, and even develop a stronger competitive model is the ability to regenerate the organization. The difference between organizations with different regeneration capabilities is that some companies have not been able to rise again after suffering heavy losses; others are stubbornly standing up like defeated boxers, and defeating defeat.

Tissue regeneration capacity

Right!

A company composed of many people and thus much more complex than an individual cannot fail without suffering any hardships and crises in its development. When an organization suffers setbacks, especially a major crisis, the ability or quality of the organization to overcome the crisis, quickly restore the organization's vitality, and even develop a stronger competitive model is the ability to regenerate. The difference between organizations with different regeneration capabilities is that some companies have not been able to rise again after suffering heavy losses; others are stubbornly standing up like defeated boxers, and defeating defeat.

Chinese name

Tissue regeneration capacity

Foreign name

Rebirth Capacity of Organization

Rebirth Capacity of Organization: the core quality of a century-old enterprise

In fact, all star companies currently active in the market, especially those wearing the crown of "longevity", have experienced a crisis or even a serious crisis at some stage of their development, such as Coca-Cola, General Motors Automotive, Ford, Boeing, Xerox, Nokia, etc. The key factor that determines whether a company can regain its strength is its organization regeneration capacity.

It is believed that the "organization regeneration capacity" of an enterprise mainly depends on the following factors:

Vigilance before reaching the "red line"

Even for cancers that seem irreparable, patients can still hope to escape the death line if detected early. If companies want to avoid doom, they must be able to wake up when they have time, and make up their minds to undergo major surgery to cure the problems that have formed over the years. Many people treat their physical discomfort with the simple treatment or neglect. They are overconfident in their health level. It seems that major illnesses and catastrophes are prepared for others, and as a result, they lose the optimal treatment period. Enterprises often show signs of failure in the process of failing. As long as they pay attention and act early, it is not difficult to restore the situation. The real problem is that when the company has realized that the problem exists, it often lacks understanding of the seriousness of the problem. In addition, because of many obstacles, it is very difficult to solve, so it is hoped that the situation will automatically improve, or Is to take some "eat Qutong tablets" and other measures to cure the symptoms but not the root cause, eventually leading to "ant cave collapse", the disease became ill.

Business Leader Confidence and Change Leadership

The importance of leaders to the success of an enterprise cannot be overemphasized. Especially when a company is facing a crisis, a business leader will bury a company when it is turned over, and it will save a business if it is turned over. Because of this, the stories of many people including Yakuka (rescue Chrysler), George Fisher (save Kodak), Gerstner (save IBM) and others are widely circulated in the global business community. At that time, when Zhang Ruimin took over Haier, this factory with a total of 800 employees had an annual sales income of only more than 3 million yuan, fixed assets of 5 million yuan, and an annual loss of up to 1.47 million yuan. In 1984, four directors were changed. The difference in operating conditions can be explained by a well-known thing, that is, workers are used to solving the problem of urination and defecation in the workshop, so the entire workshop is smelly. Without Zhang Ruimin, what will happen to the fate of such a factory? No one would be surprised to be declared bankrupt, sold to a private company, or merged.

Appointment mechanism for business leaders

In the analysis of the reasons for the success or failure of an enterprise, the influence of environmental factors and occasional luck factors cannot be completely ruled out at any time. But in all the companies that have successfully weathered the crisis, there must be an outstanding leader and a group of outstanding backbones who follow it. Because of this, Liu Chuanzhi puts "take the lead" in the top three magical tools of management. Liu Chuanzhi believes that the first leader is the core of a team with combat effectiveness. What conditions should the first leader have, and how should he cultivate himself? How should the number one choose other members of the team, what if the other members do not meet the standards? How are members of the team assessed? There is not a united and combative team that can't make any strategy and lead the team (the other two magic weapons). Especially when the company is at stake, whether the company's appointment mechanism can ensure the selection or employment of a leader who can turn the tide has become the key to the company's ability to pass.

"Activation" and Reengineering Capabilities of Enterprise's Core Competition Model

The major crises of enterprises mostly come from: those technology models, business models, cultural models and their by-products that have brought success to the company many times in the past, specifically, the "core competitiveness" we are now keen to talk about. A successful model that has been tested many times will be strengthened in the enterprise, and gradually condensed into something that represents the characteristics of the enterprise and is difficult to imitate for other enterprises. It affects the thinking and attitude of corporate managers and employees, and then affects The trend of major corporate decisions and people's behavior choices. When this model is in the stage of adapting to the market and other environmental factors, it has become a powerful "core competitiveness" of the company; but when the environment changes significantly, the same model has become the biggest damage to the company. "Killer". Because even if some people in the enterprise are aware of the emergence of inadequacy, it is the most difficult to change because of its long-term supremacy in the enterprise and the ingrained imprints of many managers and employees. This was the main reason for the crisis in IBM in the late 1980s and early 1990s, and also the failure of many other companies. Therefore, when encountering a crisis, can a company quickly reflect on the fatal flaws and harms of its original competition model, and quickly abandon the original core model that no longer adapts to market changes, and then quickly learn and establish a new competition model that is compatible with the market. It becomes an important factor for its rebirth.

Organizational early warning capabilities, organizational leaders, and organizational learning and change capabilities occupy key positions in "organizational regeneration capabilities." Of course, there are other factors that affect the "tissue regeneration capacity". Such as the company's existing technical capabilities, business capabilities, employee ownership of the company (especially whether there are a group of "dead-hearted" backbone willing to co-exist with the enterprise). Special mention needs to be made of the financial situation of the company, especially its cash flow. In fact, many companies are dying of breaking the flow of funds. In the process of rapid development, enterprises are overly dependent on borrowing, even to the point of borrowing and repaying loans. As a result, the company becomes very vulnerable, and a slight loss can lead to sudden death. In addition, corporate regeneration often means a strategic shift and a change in the competition model. Without a certain amount of cash to protect it, it can only be "skillful and difficult to blow without a meter", and everything is not started.

Plant Tissue Culture

<Broadly defined> also known as in vitro culture, which refers to the isolation of tissues, organs or cells, protoplasts, etc. that meet the needs from the plant body. Through aseptic operation, cultivation under artificially controlled conditions to obtain regenerated complete plants or production is economical. The value of other product technologies.

<Narrow sense> Tissue culture refers to the use of tissues from various parts of the plant, such as layer formation, thin-walled tissue, mesophyll tissue, and endosperm, to obtain regenerated plants. It also refers to the cultivation of callus tissue from various organs during the cultivation process. The tissue is then redifferentiated to form regenerated plants.