What constitutes a corporate culture of corporate culture is a set of values, beliefs and codes of conduct that all members of a company share and adhere to. The unique personality reflects the unique personality of the company, distinguishing it from other firms and creating its own unique competitive advantage. The business culture that guides actions is a guide to the day-to-day operations of companies, guides the behaviour of employees, promotes teamwork and promotes corporate development. The importance of enterprise culture1 promotes unity of purpose among employees and enhances teamwork. The competitive advantage shapes a unique brand image and enhances market competitiveness. 3 efficient operations optimized management processes and increased efficiency and effectiveness. The corporate culture lantern model outlines the corporate culture lantern model as an intuitive and easy to understand model that refers to business culture as a traditional chinese lantern, each of which represents an important element of business culture. This model helps enterprises to understand clearly the constituent elements of an enterprise culture and provides guidance for its construction. The core conceptualization of the lantern model breaks down the business culture into four levels, clearly demonstrating the relationships between the various elements. Integrity ranges from vision to fundamental assumptions, covering the key elements of building an enterprise culture. Visualization visualizes the structure and content of business culture through the image of the lantern. The head of the lantern-business vision, meaning the business vision, is the ideal state of the future of the enterprise, guiding the direction of the enterprise, providing incentives for its employees to move forward and attracting talent and resources. A good business vision characterized by a vision should be achievable, stimulating and unique, and effectively communicate the values and objectives of the enterprise. The head of the lantern - the core values that guide the direction, shape the corporate code of conduct that unites people, forges common values that inspire behaviour, and fosters the continuous development of the institutional-business culture of the lantern - the business style of action - is a model of behaviour and the way in which employees work, and is a central expression of the corporate culture. Effective and well-coordinated business practices can promote teamwork, efficiency and competitiveness. Continued innovation encourages employees to be proactive, innovative and constantly improve the competitive edge of their enterprises. The bottom of the lantern - the basic assumption that employees ' values understand and identify with business culture determines their attitude and behaviour towards work. The behaviour and decision-making of leadership leaders can potentially influence the culture of business. The enterprise's systems, processes, management practices and teamwork models shape the cultural identity of the enterprise. The need to build an enterprise culture1 enhances a cohesive business culture that brings together employees to work together to achieve corporate goals. A unique enterprise culture that enhances competitiveness can help enterprises to emerge from competition and attract and retain excellence. A common set of values and behaviours that enhance efficiency can increase efficiency and reduce internal consumption through teamwork. The process of consultation on the development of quantifiable and assessable target 5 communication for the establishment of core values in consultation with employees and stakeholders, the process of identifying value 2 for the identification of values 3 for the identification of values 3 for the dissemination of values 4 for the development of business styles, is to lead by example by leading the leadership in setting the example of its own words and actions. The system is bound by a well-established regulatory framework that incorporates the requirements of corporate behaviour into the system and forms a binding mechanism. Culture is constantly strengthening the business culture and creating a strong cultural culture through business culture, training and advocacy. Performance appraisals integrate business styles into performance appraisal systems, link them to the interests of employees and motivate employees to practice business styles. Observational behaviour that identifies the underlying assumptions can be inferred from the values and beliefs of observer workers. An analysis of the language expressions of language employees, such as the use of words and tone, reveals their basic assumptions. Feedback is collected through surveys, interviews and focus groups to collect feedback from staff to understand their thoughts and feelings. How to integrate culture into day-to-day management leadership by example, integrate business culture into decision-making and behaviour, and influence employees. Recruitment and training are used to screen employees who are culturally appropriate in recruitment and to enhance cultural awareness through training. Performance appraisals incorporate corporate culture indicators into performance appraisal systems and motivate employees to practice cultural values. Communication and rituals, through internal communication and rituals, convey cultural ideas and enhance staff identity. The lack of clear objectives for the construction of an enterprise culture, which is a common problem in the construction of an enterprise culture, leads to a lack of direction and difficulty in moving forward effectively. The lack of implementation capacity for enterprise culture-building lacks specific action plans and implementation measures, making cultural concepts difficult to land. The low level of staff participation has resulted in a lack of identity and participation in the construction of an enterprise's culture, which has led to a pattern of cultural construction. Cultural conflicts between enterprise culture and existing culture have led to resistance to cultural construction. Specific measures for problem-solving communicate with staff on a regular basis to understand their understanding and perceptions of business culture, collect feedback and adapt in a timely manner. Through various forms of training and awareness-raising, training and awareness-raising have helped employees to develop their understanding of the culture of the enterprise, master its philosophy and integrate it into their daily work. Incentives and recognition create effective incentive mechanisms to recognize and reward good employees who practice business culture and to enhance their motivation and identity. The assessment and improvement of cultural construction regularly assess the effectiveness of the construction of an enterprise culture, identify problems in a timely manner and take measures to improve it to ensure that it remains dynamic. The leadership support of the leadership for the key success factors in building an enterprise culture is essential for its recognition and commitment to the culture of the enterprise to guide and facilitate its successful implementation. In order to be truly integrated into the business culture, employees are actively encouraged to participate in the building of culture and become cultural participants and practitioners. The continuous improvement of enterprise culture is a continuous improvement process that needs to be adapted and refined in order to remain dynamic. Examples of successful business culture-building cases are shared among the typical examples of business culture-building, such as the “customer-centred” culture of china, the “sword of six veins” of ali baba, and the “focusing on, dissemination of reputations, user-first” of rice. These cases demonstrate the results of enterprise culture building and the positive impact on enterprise development. The case analysis and reflection discussion cases explored lessons learned in building an enterprise culture through successes and failures. Interactive thinking encourages participants to actively ask questions, share views and promote in-depth exchanges and reflections. The case studies provide an in-depth understanding of the specific practices and outcomes of enterprise culture building. Effective implementation of the active engagement and demonstration role of leadership in corporate culture building1 is critical. Full participation in encouraging staff to participate actively in cultural development and providing corresponding platforms and opportunities. (c) continuous improvement in the periodic assessment of the effectiveness of cultural construction and adaptation and improvement to the actual situation. Building an enterprise culture is a long-term process that requires sustained effort and investment. Effective implementation programmes should include key elements of leadership, full participation and continuous improvement. The system of indicators for the objective assessment of the construction of an enterprise culture 3 establishes an objective and quantitative system of indicators, such as employee satisfaction, customer loyalty, performance indicators, etc. 2 the questionnaire was designed to survey staff, clients and partners ' awareness of business culture. 1. Observation interviews with observer worker behaviour, staff and managers, and information about the cultural landing of enterprises. Assessment and feedback1 on continuous improvements in the image of the corporate culture that enhances cohesion and improves competitiveness and attracts talent to enhance staff satisfaction in building the culture of the enterprise regularly assesses the effectiveness of the culture, collects feedback from staff2 adjustments and optimizations based on the assessment and feedback, adjusts the culture-building strategy3 to continuously refine the culture-building over time so that it evolves with the role of the leadership in building the culture1 and requires leadership to clarify the vision and values of the enterprise culture and set an example for the staff. 2 promote active participation of the executive leadership in cultural development activities and their integration into daily management. The assessment of effectiveness leadership needs to regularly assess the effectiveness of cultural construction and adapt in a timely manner. The cultural practitioners of importance to the cultural construction of employees are direct practitioners of the business culture, whose behaviour, working attitudes and values directly affect the culture. Cultural communicators are the communicators of business culture, which they communicate to a wider group through interaction with clients, partners and colleagues. Cultural creators are the creators of the business culture and can contribute to its continuous development and improvement through active participation, advice and innovation. The future trends in the construction of an enterprise culture will be profoundly integrated with digital technologies, using data-driven cultural construction to enhance the efficiency and impact of cultural dissemination. Diversity and an inclusive business culture will focus more on pluralism and inclusiveness, respect for differences, promote the integration of employees from different cultural backgrounds and create a more open cultural environment. The staff empowerment and participation culture will place greater emphasis on the autonomy and participation of employees, encourage their active participation in building culture and create a vibrant culture。the value and significance of building an enterprise culture are shared values and goals that enhance cohesion, promote teamwork and promote a sense of belonging among employees. To enhance the unique cultural advantages of competitiveness, to project brand image, to attract good talent and gain market recognition. A culture of sustainable development leads to enterprise development, creates long-term value and stimulates continuous innovation and progress. Taking stock and looking at enterprise culture is the core business culture that is the cornerstone of enterprise development and determines the core competitiveness of enterprises. Building culture is a long-term process that needs constant improvement and improvement. Incalculable cultural values will ultimately lead to the sustainable development and success of enterprises. The interactive question-and-answer session welcomed the high number of questions asked, and we will explore together more possibilities for building an enterprise culture。
