企業成立專案小組的利弊

中國國家主席習近平上任后，陸續成立一些“領導小組”，習近平親自擔任這些小組的領導者，推動各種“深化改革”的任務工作。

這類的“領導小組”，就類似一般企業里會成立的“專案小組”。

那麼，就出現了幾個有趣的問題：

1. 組織為什麼要設立專案小組？組織里常設的功能部門不能承擔這些專案任務嗎？
2. 專案小組如何推動任務？
3. 專案小組如何影響常設功能部門？

我們嘗試分析一下：

A、建立專案小組的好處：

1. 專案小組為領導者的意志貫徹表現。在正常的情況下，一般功能性部門應該貫徹實施組織最高領導者的任務指示。然而，在很多實際的情況下，可能功能性部門主管未能充分理解領導者的要求（這些要求有的時候不能明確描述說出，必須靠著領會與默契），有的時候是功能部門僵化，無法及時組成專案所需要的編組，也就是說，在指揮行動上與最高領導者的期待出現了落差。在這些狀況下，建立專案小組，比較能夠貫徹組織最高領導者的意志。
2. 專案任務需要跨功能部門實施。許多專案任務必須整合不同的功能部門來實施。例如，一個河川水利的清理任務，可能必須跨越不同的地理行政區域。這個時候，經常會出現各功能部門或者基於自身的利害而出現協調效率低落，甚至相互衝突的現象。這個時候，成立專案小組，比較有機會打破門戶之見，並且提供新觀點、新知識、新作法。
3. 專案小組可以重組權力結構、人員編組。權力，在任何組織里都是很關鍵的。既有的權力結構與人事編組，很可能不符合最高領導者的利益，必須重新調整。專案小組可以在不直接挑戰功能部門主管的表面權力下，發揮實際的影響力，部署新的實際權力結構，并且以專案特派人員的名義，實際安插必要的專案人員。如果最高領導者建立了多個專案小組，就有機會收集權之功。

B、專案小組的潛在問題：

1. 是否必須成為常設機構？一般來說，專案小組是個臨時性任務編組，應該在任務完成后，予以解散，以原來正常的功能部門接續任務的後續工作。但是，也可能因為專案小組所建立的新觀念、新知識、新作法，甚至新人員，有必要予以保留，讓它能夠保證專案目標的最大效果。這個時候，將專案小組改編為常設機構，可以實現這個目的。但是，如此一來，勢必也必須調整原有的功能部門的執掌與組織編組，會有很大的衝擊，必須很審慎進行調整。
2. 容易藏污納垢，成為灰色組織。由於專案小組並非法定編組，並且其任務推動主要依靠最高領導者的授權。這個時候，專案小組人員很容易假借權力，假編名目，進行上下其手，遂行個人利益。
3. 行集權之實，難以制衡。這可能是最大的危害。領導者很容易藉口任務需要，擴大權力，成為無人能夠制衡的太上皇。

Advantages and Disadvantages of Establishing Project Teams in Enterprises

After Chinese President Xi Jinping took office, some "leading groups" were set up one after another. Xi himself served as the leader of these groups and promoted various tasks of "deepening reform".

This kind of "leading group" is similar to the "project group" that will be set up in general enterprises.

Then there are several interesting questions:

1. Why should the organization set up a task force? Can't the permanent functional departments in the organization undertake these project tasks?
2. How can the task force push forward?
3. How does the Task Force affect the Permanent Functional Departments?

Let's try to analyze:

A. Benefits of establishing Project Teams:

1. The project team is the implementation of the will of the leaders. Under normal circumstances, general functional departments should implement the task instructions of the top leaders of the organization. However, in many practical situations, functional department managers may fail to fully understand the requirements of leaders (sometimes they can not be clearly described, they must rely on understanding and tacit understanding), sometimes functional departments are rigid and unable to form the required groups of projects in time, that is to say, there is a gap between the command action and the expectations of the top leaders. In these circumstances, the establishment of project teams is more able to implement the will of the top leaders of the organization.
2. Project tasks need to be implemented across functional departments. Many project tasks must be implemented by integrating different functional departments. For example, the task of cleaning up a river may have to span different geographic administrative regions. At this time, the coordination efficiency of various functional departments is often low or even conflicting based on their own interests. At this time, the establishment of a project team will provide more opportunities to break the door and provide new ideas, new knowledge and new practices.
3. The project team can restructure its power structure and personnel formation. Power is crucial in any organization. The existing power structure and personnel organization are likely to be inconsistent with the interests of the top leaders and must be readjusted. Without directly challenging the superficial authority of the functional department head, the project team can exert actual influence, deploy new actual power structure, and actually install the necessary project personnel in the name of the project personnel. If the top leaders set up more than one project team, they will have the opportunity to collect power.

B. Potential problems of the Task Force:

1.  Is it necessary to become a permanent institution? Generally speaking, the task team is a temporary task group, which should be dissolved after the completion of the task in order to follow up the original normal functional departments. However, it may also be necessary to retain the new concepts, knowledge, practices and even new personnel established by the project team so that it can ensure the maximum effectiveness of the project objectives. At this time, the task force will be adapted into a permanent body to achieve this goal. However, in this way, it is bound to be necessary to adjust the management and organization of the original functional departments, which will have a great impact and must be carefully adjusted.
2. It is easy to hide dirt and become grey organization. Because the task force is not legally organized, and its task promotion mainly depends on the authority of the top leaders. At this time, it is very easy for project team members to borrow power, fake catalogue, and carry out their own work to achieve personal interests.
3. It is difficult to balance the centralization of power. This may be the greatest danger. It's easy for leaders to expand their powers and become emperors who can't be checked and balanced by anyone else.

成立專案小組，協助公司成長

當市場環境不佳，公司經營進入艱難的時候，許多公司經營者都將注意力放在公司的bottom line上。

然而，這也是你撥亂反正，讓公司重新導入成長的好時機。

在此時，你可以考慮組建一個專案小組！

1. 這是一個支援型任務單位。這個小組的任務性質必須是支援型的，它應該協助公司其他部門，而不是取代他們的地位。各執行部門必須從接到任務的時候，就握有任務所有權。
2. 挑選正確的專案小組領導人。這個人必須是能為受到各部門尊重，有良好的協調能力，他必須有親和力。（你可以策略性的培養這個專案小組領導人，成為公司未來核心決策者，甚至是未來接班人）
3. 專案小組成員不宜多。參與專案小組的成員應該是策略性的挑選，能夠發揮作用，而不是非要各部門派員參與不可。

成立專案小組，可以讓你的公司組織，在常態管理外，摸索出一個新的模式，而不直接衝擊既定的大模式。如果成功，公司可以順利完成轉型，恢復成長！

Set up a task force to help the company grow

When the market environment is bad and the company is going through a difficult time, many managers are paying attention to the company's bottom line.

However, this is also a good time for you to set things right and bring the company back into growth.

At this point, you can consider setting up an ad hoc group.

1. This is a supportive task unit. The task of this group must be supportive in nature and should assist other parts of the company rather than replace them. Each executive department must have the ownership of the task from the time of receiving the task.
2. Select the right leader of the ad hoc group. This person must be able to be respected by all departments and have good coordination ability. He must have affinity. (You can strategically train the project team leader to become the company's future core decision maker, or even future successor)
3. No more members of the ad hoc group. Members of the project team should be selected strategically and be able to play a role, rather than having to involve departments.

Setting up a project team allows your organization to explore a new model outside of normal management without directly impacting the established big model. If successful, the company can successfully complete the transformation and restore growth.

如何建立專案小組？

在經濟蕭條時期，許多組織只看重公司的基本面；但是，這也是公司應該開始思考如何回到成長面的時機。在一些最具有創新力的公司裡，通常會建立起可以專注在如何成長的專案小組。我們提供幾個意見，協助你在公司裡可以建立這樣的可以追求成長的單位：

1. 讓它成為支援性單位。這個單位應該成為公司內其他事業部門的支援性單位，而不應該成為他們的負擔。事業部門應該從這個支援單位在提出新創意之始，就開始主導發展，而非讓創意支援單位來牽著鼻子走。
2. 選擇正確的領導者。這個單位的領導者應該有被尊重，擅長協調聯繫，並讓他人感覺舒坦的特質。
3. 不要塞進太多人。這個單位可能會需要從其他事業部門調一些人手過來，但是不要塞進太多人，大約維持在6 ~ 8人就夠了，這些成員應該是你認為有能力做策略規劃的能手。

How to set up a project team?

During the recession, many organizations only focus on the fundamentals of companies; however, this is also the time for companies to start thinking about how to return to growth. In some of the most innovative companies, project teams that focus on how to grow are usually established. We offer several suggestions to help you build such a project team that can pursue growth in the company:

1. Make it a supportive unit. This unit should be a supportive unit of other business departments in the company, rather than a burden on them. Institutions should take the lead in the development of new ideas from the very beginning of this support unit, rather than letting creative support units lead by the nose.
2. Choose the right leader. The leaders of this unit should be respected, good at coordinating contacts and making others feel comfortable.
3. Don't crowd too many people. This unit may need to transfer some people from other departments, but don't put too many people in it. It's enough to keep about 6 to 8 people. These members should be the experts who you think have the ability to make strategic planning.

讓你的團隊做出結果而非報告

為了推動新的專案，公司經常會以建立起專案小組。然而這個專案小組通常會給你一堆洋洋灑灑的報告，裡面有許多分析、評估、推薦、建議，就是沒有結果！

下次你建立專案小組時，請要求他們為公司做出改革行動，而不是只提出建議方案。

你首先要改變專案小組的任務，不要叫他們去做調查、研究，而要賦予任務目標，把解決方案拿出來。例如，要求將公司的庫存周轉天數降低5天，或是將貨品品質良率提高5%。然後，授權他們採取試驗行動。鼓勵他們採取任何可以改進的措施，看看是否行得通。

當然，這並不能確實有保證，但是這樣做可以讓專案小組具有動力，並讓公司做好改革的準備。

你也許還是需要一份報告，但是上面應寫的是【已經執行了什麼】，而不是【我們可以做什麼】。

Let your team make a result rather than report

In order to promote new projects, companies often set up ad hoc groups. However, this ad hoc group will usually give you a bunch of reports, with lots of analysis, assessment, recommendations, suggestions, no results.

Next time you set up an ad hoc group, please ask them to make reform actions for the company instead of just making recommendations.

First of all, you need to change the task of the ad hoc group, do not ask them to do the investigation and research, but give the mission objective and get the solution out. For example, it is required to reduce the turnover days of the company by 5 days or increase the quality yield of the goods by 5%. Then, they are authorized to take experimental action. Encourage them to take any measures that can be improved to see if they work.

Of course, this is not guaranteed, but it will give the ad hoc group the impetus and prepare the company for reform.

You may still need a report, but it should be written on what has been done, not what we can do.