More familiar with distributors than manufacturers, and more knowledgeable about internal management than distributors themselves. ---------------------------- Is management really as complex as we think? My answer is: NO! There is a story about a newspaper that held a high-reward contest. The question was: on a hot air balloon that is under-inflated, there are three scientists whose fates are tied to the world's survival. The first is an environmental expert whose research could save countless lives and prevent the Earth from perishing due to environmental pollution; the second is a nuclear expert capable of preventing global nuclear war and saving the Earth from doom; the third is a food expert who can successfully grow food in barren lands, saving tens of millions from starvation. The balloon is about to crash, and one person must be thrown out to reduce weight so the other two can survive. Who should be thrown out? After the question was posed, letters poured in because of the large prize. In these letters, everyone tried their best, even wildly, to explain their grand views on who should be thrown out. The final result was announced, and the winner of the huge prize was a little boy. His answer was: throw out the fattest scientist. From this little story, we learn a profound truth: the essence of things is often very simple, but people tend to complicate them. Management is the same. Running a business is like finding a wife. Many people initially hope to find a perfect wife, and also hope to manage their business perfectly. Those who hold this view will definitely not find a wife, and their business will definitely not be well managed. When studying, we need to read a thick book and make it thin, then read it thick again. In management, we have previously complicated simple things; now we need to restore simplicity. Let me tell another story: A wealthy farmer, after working hard for most of his life, finally realized his greatest dream: owning a ranch of his own. Shortly after the ranch opened, friends came to congratulate him and also to enjoy the unique scenery. During the chat, someone asked if the rancher had named the ranch. The rancher proudly replied: "Speaking of the name, it's interesting. My eldest son suggested using his name 'Jerry's', my little daughter insisted on using her name 'Gillian's', my wife thought living here was very happy and wanted to call it 'Happy' Ranch, and since this is the dream of my life, I wanted to call it 'Dream'. Finally, we reached an agreement and named the ranch 'Jerry's Gillian's Happy Dream Ranch'." The visitor asked again: "The name is indeed nice, but why don't I see any livestock on your ranch?" The owner replied: "Oh, there used to be, but those cows and horses couldn't stand having such a long brand burned on them, so they all died." This story tells us that complex names can kill cows and horses. By analogy, complex things can also kill people, and complex management can kill a business. What we advocate is winning through simplicity. Why are today's business managers so tired? Why is their health so poor? Why did Wang Junyao die? One reason lies in the management aspect, and more specifically, it's the trouble caused by complexity. Look at many companies' summaries and reports; they are often dozens of pages thick, always with 1, 2, 3, 4, or first, second, third, again, causing senior leaders to have a pile of unread documents. Many friends who run businesses complain that their main energy is spent on meetings and reading materials, and just reading materials is enough to tire them out. But in fact, they don't have to work so hard. This is also the core problem that the currently popular precise management thought aims to solve. In current management, we often encounter nine basic problems: quantification and perception, planning and intelligence, what to accumulate, limited and unlimited, innovation and destruction, process and result, control issues, diminishing issues, and capable person issues; as business leaders, we encounter the following nine phenomena: passive management, black box management, arbitrary management, December phenomenon, the phenomenon of raising an arm and rallying, the phenomenon of overestimation in human nature, the phenomenon of the emperor being far away, the phenomenon of departmentalism, and the phenomenon of vagueness in management. All these need to be solved by precise management. The purpose of precise management is to make everything simple. Therefore, simplicity is the ideal realm of management, and it is in simplicity that the art of management is revealed. -------------------------------------- Like this article? 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