In enterprise management, avoiding excessive internal competition and promoting teamwork are the keys to improving overall efficiency. In view of the possible cultural characteristics of the team in Jiangsu (or any region), the following strategies can be adopted to achieve a balance： --- ### **1. Clarify common goals and weaken the zero-sum game** -**Strategic alignment**: Through tools such as OKR (goals and key results), individual/departmental goals are bound to the company's overall strategy, emphasizing “win-win” rather than “internal consumption”. For example, the goal of the sales team can be set as “market share growth” rather than “personal performance ranking.” -**Cross-departmental collaboration KPIs**: Collaboration indicators (such as project collaboration completion and internal customer satisfaction) are included in the assessment, accounting for not less than 20%. --- ### **2. Cultural guidance: from "savvy” to "wisdom”** -**Value landing**: Emphasize “long-termism” and “collective success” through case training. For example, the collaborative tradition of “Su Shang” in Jiangsu's history (such as Zhang Jian's industrial network in modern times) can be used as cultural material. -**Leadership demonstration**: The executive team publicly rewards collaborative behaviors (such as cross-departmental resource support), rather than just recognizing personal performance. --- ### **3. Process design: reduce resource competition scenarios** -**Transparent resource allocation**: Establish a digital budget management platform, disclose project priority standards, and avoid competition caused by camera obscura operations. -**Matrix management**: A two-line reporting mechanism is established for overlapping functions (such as marketing department and sales department), and the boundaries of authority and responsibility are coordinated by senior management. --- ### **4. Differentiated competition mechanism** -**Track segmentation**: For example, divide the sales area by customer type rather than geography to reduce direct conflicts. - **Innovation incubation incentives**: Set up the "Blue Ocean Award" to encourage the development of new businesses rather than stock competition. --- ### **5. Communication and conflict management** -**Regular cross-departmental rotation**: Promote understanding of other job challenges, such as arranging technical backbone to participate in customer docking for a short time. -**Third-party mediation mechanism**: Before HRBP (human resources business partner) intervenes, a neutral department (such as finance) can conduct a data-based conflict analysis. --- ### **6. Positive use of regional characteristics** -Guide the “fine calculations” in Jiangsu culture to cost optimization and risk control, rather than internal games. For example, form an “efficiency improvement team” composed of employees who are proficient in data analysis. --- ###**Case reference** A Suzhou manufacturing enterprise distributes bonuses through the “project profit pool": if Department A assists Department B in improving the yield rate, the two parties will share the benefits according to the contribution, and the internal complaint rate will drop by 40% in the following year. --- In the end, the core of management lies in transforming individual strengths into organizational capabilities. Through institutional design and cultural guidance, any regional characteristic can become a competitive advantage rather than a resistance.