近段时间以来,长安公司积极响应兵装集团的号召,掀起了学习《执行》、《没有任何借口》的高潮,通过学习,感受颇深。结合工作实践,谈一些体会,重点从方法论入手,论述提高执行力的重要方法--牵头单位责任制。切诊:阻碍执行力发挥的四种脉象现在长安规模做大了,大有大的麻烦,尽管我们依据战略设计了组织,依据组织拟订分工,依据分工再造了流程,可是具体到某项任务时,很难由一个部门独立完成,更多的是几个部门共同配合、协同作战,但我们组织的沟通与协调因大而变得乏力,本位主义因大而变得严重,利益分配因大而变得更为冲突,涉及多部门的工作因大而变得散乱。这样在完成任务时就 Recently, Changan Company responded positively to the call of Bingzhuang Group and set off the climax of learning “execution” and “without any excuse”. Through learning, I feel deeply. In combination with work practice, talk about some experience, focusing on the methodology to start with an important way to improve the execution power - the lead unit responsibility system. Consultation: impeding the implementation of the four pulse exertion Now Chang’an scale bigger, big and big trouble, although we based on the strategic design of the organization, according to the organization to formulate a division of labor, according to the division of labor to create the process, but specific to a task , It is difficult for one department to accomplish it independently, and more, several departments work together to fight together. However, the communication and coordination of our organizations have become weaker due to the larger ones. Become more conflict, the work involving many departments has become messy because of its bigness. This is done when the task