The process of enterprise growth is the process of changing enterprise strategy. Successful enterprise strategic change management is a necessary condition for enterprises to achieve sustainable growth. This paper will combine the strategic reform practice of foreign famous enterprises, and analyze five peer behaviors of successfully managing the strategic reform of enterprises, so as to provide enlightenment for the strategic reform of Chinese enterprises. With the increasingly fierce competition among enterprises and the sharp rise of environmental uncertainty, enterprises in China are facing the severe test of strategic change. The process of enterprise growth is the process of changing enterprise strategy. An enterprise that can achieve sustainable growth will certainly be able to successfully manage strategic changes. As Zhang Ruimin, a famous entrepreneur, said, "The process of enterprise development is actually the stage connection of strategic shift. The old strategy is constantly replaced by the new strategy, and we lose no time to enable enterprises to reach new heights and win long-term sustainable development. " Therefore, it is of great practical significance to analyze how to successfully manage the strategic change of enterprises for the sustainable growth of enterprises in China. There are five kinds of management behaviors to successfully manage enterprise strategic change: one is to establish a strategic change management team with top managers with strong strategic ability as the core; Second, comprehensively and scientifically evaluate the internal situation and external environment of enterprises, and choose the enterprise strategic change mode with strong adaptability; Third, in the process of strategy implementation, it can coordinate the dynamic relationship between the new strategy and various organizational elements and phased implementation performance; Fourth, organically combine human resource management with enterprise strategic change; Fifth, cultivate and optimize the corporate strategic learning mechanism. This paper will analyze the strategic reform practice of well-known foreign enterprises. 1. Establish a strategic change management team, which is composed of senior managers with strong strategic capabilities. Enterprise strategic change management is a complex management project with great difficulty and long duration, so it is necessary to set up a strategic change management team. The soul of this team is the top manager. Top managers have strong strategic management ability, which will lay a solid leadership foundation for successful management of enterprise strategic change. The strategic ability of top managers is reflected in the following contents. 1. Strategic formulation ability (1) Deeply understand the advantages and disadvantages of the enterprise. Lee Iacocca dared to lead Chrysler to start a strategic change in a very short time after being dismissed by Ford, because his decades of professional experience in the automobile industry made him deeply aware of Chrysler's strengths and weaknesses and strengthened his confidence in saving it. (2) Accurately identify the evolution trend of industry competition rules. Andy grove, the third CEO of Intel, can make Intel become the overlord of microprocessors from a second-rate memory company. One of the important reasons is that Grove accurately predicted that PC will become the center of information revolution and chip will become the focus of competition in semiconductor industry. When the concept was not popular, he took early actions to shape Intel's future. (3) Establish a clear strategic intention and corporate vision to lead a new enterprise strategy. When Masaru Ibuka and Akio Morita founded Sony, they set such a strategic intention: through 50 years' struggle, Gensonnie will become a household name in the world, and completely get rid of the bad image of Japanese products as synonymous with inferior electronic products. 1986, Grove established a new vision of "Intel, a microprocessor company" for Intel, and led it to completely quit the memory business and enter the microprocessor business. (4) Adopt the strategy of openness and participation. LarsKolind, CEO of Oticon Company in Denmark, Jill Amelio, general manager of Flair Co., Ltd. in France and CEO of National Semiconductor Company in the United States, etc. When leading the strategic change of their respective enterprises, they fully absorbed managers at all levels, some ordinary employees and external experts to form a strategic change management team and implemented a democratic strategic decision-making method. 2. The strategic execution ability (1) unswervingly supports and promotes the new strategy, which is a model for implementing the new strategy. Entrepreneurs' words and deeds play a demonstration and diffusion role among employees, making it easy for them to find a central reference in strategic change. ArthurMartinez of Sears Company in the United States, Jan Timer, CEO of Philips Company in the Netherlands, and Grove, CEO of Intel Company are all examples in this respect. Grove also called it "seeking treatment in chaos" (2) actively attaching importance to management communication. Grove spends two hours a day dealing with emails from people all over the world, and this measure was strengthened when he led the strategic change of Intel 199 1- 1995. 2. Evaluate the internal situation and external environment of the enterprise comprehensively and scientifically, and choose the adaptive enterprise strategic change mode. According to the reason, purpose and flexibility of enterprise strategic change, the model of enterprise strategic change can be divided into four types: reactivity, foresight, initiative and transcendence. Reactive mode is triggered by environmental change or business crisis, which is intended to follow the competition rules; The forecasting model is influenced by the change of the company's vision, aiming at forecasting the competition rules; The dynamic model is induced by technological innovation or institutional innovation of enterprises, aiming at formulating new competition rules; Transcendence mode was started when the business performance of enterprises deteriorated seriously, aiming at formulating new competition rules. When in different growth stages and environmental conditions, enterprises have contingency in their choice of strategic change mode. There is no optimal model, only the most suitable model. Because of this, it is not only very important but also very difficult to choose an adaptive enterprise strategic change model. When managing the strategic changes of 1985- 199 1 Intel, Grove summed up the "strategic turning point" analysis method to judge whether it is necessary to launch strategic changes, and used it to guide the strategic analysis of when and how to launch strategic changes of enterprises. Grove believes that the strategic turning point is "the moment when the enterprise foundation is about to change." This change may mean that enterprises have the opportunity to rise to new heights, but it may also mark the beginning of decline. "Grove used this self-created method to provide an effective analysis tool for Intel's strategic change mode selection. 3. In the process of strategy implementation, we can coordinate the dynamic relationship between the new strategy and various organizational elements and the phased implementation performance. 1. Coordinate the dynamic relationship between new strategies and resources. In the process of implementing the new strategy, enterprises consciously create and accumulate resources to prepare for the next round of strategic changes. Intel made use of the strategic transformation from memory chips to microprocessors, and created a large number of microprocessor development technologies, which provided sufficient resources for it to become the world's largest semiconductor enterprise in 1992 and to initiate the strategic transformation to PCCI. 2. Coordinate the dynamic relationship between new strategy and technology, which includes two aspects. First, according to the same dependence of the old and new strategies on resources, the existing technologies are reorganized. National Semiconductor Corporation uses its core technology of integrating analog and digital functions on a single integrated circuit block to serve the implementation of the new strategy. Second, introduce or develop new technologies according to the requirements of the new strategy. Flair, a British company, takes Japanese automobile manufacturers as the study object, constantly innovates technology and cultivates core competitiveness in the strategic change. 3. Coordinate the dynamic relationship between the new strategy and structure. Successful structural reorganization can promote the smooth implementation of enterprise strategic change. In order to ensure that IBM continues to implement diversified computer services, President Guo Shina decided to take the Industry Solutions Department as its main organizational structure, which made great contributions to the recovery of IBM. 4. Coordinate the new strategy with the management system. Dynamic relationship information processing system, communication feedback system and reward system are three indispensable management systems for enterprise innovation, but enterprises will focus on them when implementing new strategies. In order to adapt to the new corporate vision, Oticon uses computerized workstations to process information and tries to create an "unorganized organization". In order to cultivate the open, honest and frank communication needed by the new corporate vision, Intel has established a dynamic institutional communication and feedback system. In order to develop new business, Sears Company has designed a reward system according to the new strategy. 5. Coordinate the dynamic relationship between new strategy and corporate culture. The dynamic consistency between corporate strategy and corporate culture determines that the implementation of the new strategy will inevitably impact the original corporate culture. The key to the success of corporate culture reconstruction is to determine the degree of corporate culture change according to the new corporate vision on which the new strategy is based. In order to successfully implement IBM's new customer-centered strategy, Guo Shina took changing the old corporate culture of "pride, only focusing on the interior and restraining the change" as the key issue of strategic change, thus achieving brilliant achievements that his predecessor could not achieve because he neglected to reconstruct the corporate culture. 6. Coordinate the dynamic relationship between new strategy and phased implementation performance. There are two cases of success and failure in the phased implementation performance of the new strategy. In the face of success, enterprises should boost morale and determine the goals and plans for the next stage according to the improvement of business performance. At the same time, the attitude and behavior of the members of the organization also changed. In the face of failure, enterprises should calmly analyze the reasons for failure, prescribe the right medicine, and turn defeat into victory. British GK Printing Company introduced CBS system in 1989, but paid too much attention to the change of technology and ignored the change of employees' attitude and behavior, which hindered the implementation of the new strategy. After deep reflection on this, we immediately carried out rectification and achieved the final victory of strategic change. 4. organically combine human resource management with enterprise strategic change. Only when most enterprise members understand and accept the new enterprise strategy can the enterprise strategic change have a successful mass base. Therefore, it is necessary to organically combine human resource management with enterprise strategic change. Due to the different roles and functions of managers and ordinary employees in the implementation of the new strategy, the emphasis of human resource management measures is also different. For top managers, pay attention to communication, cooperation, salary and control, and reduce power resistance; For middle-level managers, pay attention to training and selection, and give play to their special role as a connecting link in the organization; Pay attention to the communication, training and education of low-level managers and ordinary employees, and strengthen the basic motivation of enterprise strategic change. Enterprises that successfully manage strategic changes often grasp the following two points in human resource management. First of all, make the attitude and behavior of employees adapt to the requirements of the new strategy. Second, pay full attention to the unique role of middle managers. The general manager of France Flair Co., Ltd. gives the operation department manager full choice in the formation of strategy. National Semiconductor Corporation of the United States trains middle managers by holding seminars and training leaders to change projects. Grove, on the other hand, attaches great importance to Intel's middle managers and their communication and education. V. Cultivating and developing enterprise strategic learning mechanism The essence of enterprise strategic learning mechanism is to dynamically adapt to the stage of strategy formulation and strategy implementation, so as to dynamically match environment, strategy and organization. The internal and external situation faced by enterprise strategic change is complex and changeable, which takes a long time. The situation when making new strategies will change when implementing new strategies, which determines the necessity of cultivating enterprise strategic learning mechanism. Successful enterprises often cultivate and develop enterprise strategic learning mechanism by establishing smooth communication channels and stable feedback mechanism, building a flat organization conducive to high-fidelity and rapid flow of knowledge, cultivating an atmosphere of accommodating and encouraging arguments, and encouraging innovative mechanisms. 1987- 1994, Adler Fashion Company of Germany, an internationally renowned clothing company, established a new corporate image by coordinating the relationship between external environment and internal processes, making the mental model of employees and enterprises more learning and open. Based on the above five behaviors, we can find their internal relations: the foundation is to establish a strategic change management team of senior managers with strong strategic capabilities, and the last four management behaviors are based on the learning and application of improving the strategic capabilities of enterprises in the process of formulating and implementing new strategies. To succeed, you must take four actions at the same time. JohnsonScholes, a famous European enterprise strategist, believes that the key to ensure the success of enterprise strategic change is the management process, the skills of managers and the ability to adapt to the external environment and internal culture. In other words, the adaptability and innovation ability of managers, especially senior managers, are the basis of these key success factors. Therefore, top managers have strong strategic ability, which is the basis of successful management of enterprise strategic change. Therefore, it is a basic measure for China entrepreneurs facing the severe challenge of strategic change to enhance their strategic ability and become successful strategic entrepreneurs.