1、内部产权不清
1. Internal property rights are unclear
尽管企业对外“一股独大”，但是往往在内部股东，即家庭成员之间缺乏契约关系，不断出现产权纠纷。企业创业初期，单一的产权结构容易造成企业资产与家庭财产混淆，含糊不清，而成员内部，由于缺乏契约化的产权界定，这为做大后的产权纠纷留下了隐患。企业常常表现出能共苦却不能同甘的特点，当企业积累了一定的资本后，股东之间对荣誉、金钱和权力的看法产生分歧，容易出现股权问题，导致企业受到重创，严重的甚至解体。
Although the enterprise is "dominant in one share", there is often a lack of contractual relationship between internal shareholders, i.e. family members, and property rights disputes continue to arise. In the early stage of enterprise entrepreneurship, a single property right structure is easy to cause confusion and ambiguity between enterprise assets and family property. However, due to the lack of contractual property rights definition within members, this leaves hidden dangers for property rights disputes after expansion. Enterprises often show the characteristics of being able to share the pain but not the same. When the enterprise has accumulated a certain amount of capital, the shareholders have different views on honor, money and power, which is prone to equity problems, leading to serious damage to the enterprise, even disintegration.
2、人才管理体系严重缺失
2. Serious shortage of talent management system
济南顶层架构设计公司认为，在企业创立初期，出于家庭内外有别的伦理关系的考虑，成员通常是成员，然而，随着企业的发展，这种关系容易造成企业组织内部帮派体系及组织内耗，妨碍企业的成长。因此，要求企业与他人分享所有权和经营权，这将使企业面临很大的风险。
Jinan Top-level Architecture Design Company believes that in the early stage of the establishment of the enterprise, members are usually members due to the consideration of other ethical relationships inside and outside the family. However, with the development of the enterprise, this relationship is likely to cause internal friction within the enterprise organization and the organization, and hinder the growth of the enterprise. Therefore, enterprises are required to share ownership and management rights with others, which will make enterprises face great risks.
企业主难以雇佣到高能力、高忠诚度的管理人才，即使雇佣到他们，决策人也或多或少带有一定的防范心理。所以企业常常表现出因无原则地照顾成员而降低企业的效率，同时又因非成员在企业中不受重用，影响这些人才的积极性，造成外部人员流动大，势必会限制企业发展的脚步。
It is difficult for business owners to hire management talents with high ability and high loyalty. Even if they are employed, the decision-makers are more or less defensive. Therefore, enterprises often show that they reduce the efficiency of enterprises by taking care of their members in an unprincipled way, and at the same time, because non-members are not reused in the enterprise, the enthusiasm of these professionals is affected, resulting in a large flow of external personnel, which is bound to limit the pace of enterprise development.
3、企业治理结构形式化
3. Formalization of corporate governance structure
在企业中，即使建立了规范的治理结构，但也很难落实。实际上，用管理机制代替治理结构，是企业很常见的体制性问题。企业的治理结构中尽管设置了董事会，但由于股权高度集中，董事会由大股东控制，形同虚设。
In enterprises, even if a standardized governance structure is established, it is difficult to implement it. In fact, it is a common institutional problem for enterprises to replace the governance structure with management mechanism. Although there is a board of directors in the corporate governance structure, due to the high concentration of equity, the board of directors is controlled by major shareholders, which is virtually non-existent.
而且组织中存在家文化，使企业决策人在管理实践的过程中，常常自觉或不自觉地用“操纵”代替“管理控制”，组织、各项规章制度及标准的制定缺乏公开公平，这些造成现行的治理结构中，外成员参与较少，不但决策透明度低，而且缺乏良好的内部风险控制机制，企业外部对企业的监督严重缺失，影响决策的科学性，破坏了企业的美好目标。
Moreover, there is a family culture in the organization, which makes enterprise decision-makers often use "manipulation" to replace "management control" consciously or unconsciously in the process of management practice, and the organization, various rules and regulations and standards are formulated without openness and fairness, which results in less participation of external members in the current governance structure, not only low decision-making transparency, but also lack of good internal risk control mechanism, and serious lack of external supervision of the enterprise, It affects the scientific nature of decision-making and destroys the good goal of the enterprise.
4、缺乏良好的企业文化
4. Lack of good corporate culture
有些企业对企业文化认识不足，仅仅从口号上来理解，流于形式，雷同现象明显，虽然在企业内部也设立相应机构，但形同虚设。企业决策人为了生计，不被残酷的市场淘汰，往往更多地考虑企业的现状，追求的是短期利益，对于注重长远利益的文化战略他们无暇顾及。因此，企业在管理过程中难以形成“以人为本”的企业文化，更无法依托这种文化来增强企业不断进取发展的能力。
Some enterprises have insufficient understanding of the corporate culture, and only understand it from the slogan, which is a mere formality. The phenomenon of similarity is obvious. Although corresponding organizations are also set up inside the enterprise, they are in the same form. In order to make a living and not be eliminated by the cruel market, enterprise decision-makers often pay more attention to the current situation of the enterprise and pursue short-term interests. They have no time to take into account the cultural strategy that focuses on long-term interests. Therefore, it is difficult for enterprises to form a "people-oriented" corporate culture in the process of management, let alone rely on this culture to enhance the ability of enterprises to keep forging ahead.
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