提高企业效率的关键是流程。实现流程管理需要改变传统管理的一些习惯：一是打破职能管理习惯；二是培养系统思维习惯；三是形成绩效导向的企业文化。

The key to improve enterprise efficiency is process. The realization of process management needs to change some habits of traditional management: first, break the habit of functional management; Second, cultivate the habit of systematic thinking; The third is to form a performance oriented corporate culture.

1、打破职能习惯。

1. Break functional habits.

企业中的职能部门很大程度上秉承古代官制沿袭下的“自利取向”而非“服务取向”。在“自利取向”情况下，各职能部门特权膨胀，大家都只关注部门的职能完成程度和垂直性的管理控制，部门之间的职能行为往往缺少完整有机的联系，由此导致企业总体效率下降。因此，必须打破职能区隔习惯。

To a large extent, the functional departments in Chinese enterprises follow the "self-interest orientation" rather than "service orientation" inherited from the ancient official system. In the case of "self-interest orientation", the privilege of each functional department expands, and everyone only pays attention to the degree of functional completion and vertical management control of the Department. The functional behavior between departments often lacks complete and organic connection, which leads to the decline of the overall efficiency of the enterprise. Therefore, we must break the habit of functional division.

2、培养系统思维习惯。

2. Cultivate the habit of systematic thinking.

流程导向侧重的是目标和时间，即：以顾客、市场需求为导向，将企业的行为视为一个总流程上的流程集合，对这个集合进行管理和控制，强调全过程的协调及目标化。

Process orientation focuses on target and time, that is, customer and market demand-oriented, regards the enterprise's behavior as a process set in the total process, manages and controls this set, and emphasizes the coordination and objectification of the whole process.

每一件工作都是流程的一部分，是流程的节点，它的完成必须满足整个流程的时间要求，时间是整个流程中重要的标准之一。时间作为基本坐标决定了我们需要系统地思考问题，而不是仅仅依据自己所在的部门或所处的位置。

Every work is a part of the process, is the node of the process, its completion must meet the time requirements of the whole process, time is one of the most important standards in the whole process. Time, as the basic coordinate, determines that we need to think systematically, not just according to our department or position.

3、形成绩效导向的企业文化。

3. Form a performance oriented corporate culture.

形成以绩效为导向的企业文化是流程管理的保障。管理层要重视转变员工观念，通过让员工理解的概念激励每个员工参与流程再造，重视员工的建议等完成管理方式改变。没有这样的文化氛围，流程管理只能是流于形式，这也是很多企业引入流程再造不能取得成功的根本原因。

The formation of performance oriented corporate culture is the guarantee of process management. The management should pay attention to the change of employees' concept, encourage each employee to participate in process reengineering by letting employees understand the concept, and pay attention to employees' suggestions to complete the change of management mode. Without such a cultural atmosphere, process management can only be a mere formality, which is also the fundamental reason why many enterprises can not succeed in introducing process reengineering.