Click on the image for details Author | Liu Chunxiong Source | Teacher Liu's Forum (ID: liuchunxiong1964) In daily management, people often make mistakes that seem glorious. Is making mistakes glorious? Of course not. Once a mistake is cloaked in nobility, its essence is obscured. Zhang Ruimin said that if the person who made the mistake does not take it as a warning, but instead feels proud and thinks they are noble, this violates a major taboo in corporate management and is a pitiful thing. In daily management, people often make mistakes that seem glorious. Is making mistakes glorious? Of course not. Once a mistake is cloaked in nobility, its essence is obscured. Zhang Ruimin said that if the person who made the mistake does not take it as a warning, but instead feels proud and thinks they are noble, this violates a major taboo in corporate management and is a pitiful thing.

  1. High Standards, Strict Requirements Isn't it noble to have "high standards" and "strict requirements"? But in fact, the result of "high standards" is usually "no requirements" or "low requirements." In 1984, when Zhang Ruimin first arrived at Haier, he immediately stipulated "no urinating or defecating anywhere." This standard was indeed very low, reflecting the chaotic management at the time. But it was precisely by starting with "low standards, strict requirements" that Haier achieved its current "high standards, strict requirements." The improvement of management level does not depend on how high the standards are, but on how strict the requirements are. If "low standards, strict requirements" is achieved, it will naturally evolve into "medium standards, strict requirements" and even "high standards, strict requirements."
  2. Use People Without Doubt; Doubt People Without Using Many bosses feel proud when they mention the phrase "use people without doubt; doubt people without using," expecting praise from others. However, this agricultural-era view of personnel management is not suitable for modern commercial society. In modern times, people have a large radius of activity, frequent population mobility, and rapid changes in social identity. If you truly adhere to "use people without doubt; doubt people without using," you may end up with no one to use, or only close associates. What is talent? It is someone who can get things done, endure losses, and take responsibility! "Use people with doubt; use doubtful people" is the modern view of personnel management. My view is that when using people, you should have doubts, and you should also use doubtful people. Through systems, checks and balances, supervision, and control, you can prevent "good people" from making mistakes when tempted, and give "bad people" no opportunity to make mistakes, turning them into "good people." "Use people with doubt" mainly refers to constraint and supervision mechanisms. Using someone does not mean they do not need supervision. With doubt in advance, you can minimize potential risks. "Use doubtful people" means observing, selecting, and using them when their character and abilities are uncertain, to avoid burying or wasting talent. Dare to use doubtful people and know how to use them, so that the enterprise's talent pool is inexhaustible. Those who "use people without doubt" are often small bosses—they only have a few people around them who are "without doubt," and ultimately have no one to use. Those who practice "use doubtful people" are often big bosses, because they have many talents due to "using doubtful people."
  3. Right-Hand Man, Indispensable Person During World War II, U.S. Army Chief of Staff General Marshall would promptly transfer anyone he heard was "indispensable." From an individual perspective, being "indispensable" is indeed an honor; but from an organizational perspective, an "indispensable person" precisely reflects problems within the organization. Transferring the "indispensable person" is to prevent individuals from compensating for organizational deficiencies, thereby strengthening organizational functions. If you are called the "right-hand man" or "indispensable person" of your superior, it usually means that your outstanding performance is masking your superior's incompetence and the organization's deficiencies.
  4. What Matters Most in the 21st Century? Is It Talent? Talent is indeed important, but why do so many talents poached from excellent companies end up achieving nothing and become "wasted talents"? Talent is important, but the stage for talent to perform is even more important. Without a stage, talent cannot become talent. Microsoft recruits talented people in China; were they not talented before joining Microsoft? Microsoft's stage made them so-called talents, not the other way around. It is common to see enterprises with declining performance full of talent, while rapidly growing enterprises are short of talent. Excellent enterprises have talent because they have talent development systems and management power that can turn the rotten into the magical.
  5. Recruitment Should First Seek the Virtuous I know well that many enterprises have a common problem in recruitment: they set many restrictive conditions even for ordinary positions. Why? Because they design the position based on the template of the most outstanding talent. As a result, the position becomes an "impossible position" or a "trap position." Drucker proposed a very important job design principle: "If a position has been filled by two or three people in succession and all have failed, it is certain that the position is one that ordinary people cannot handle and must be redesigned." When employees are not competent for their positions, most enterprises train employees, but this is very difficult. A simpler approach is to redesign the position so that ordinary people can handle it. More important than execution is the enterprise's management and control capabilities. The original intention of execution was to make management simple and execution complex, which does not align with modern management trends. The real trend is that organizational processes become increasingly complex, while frontline execution actions become increasingly standardized.
  6. Execution is King The popularity of execution implies a basic logic: employees lack execution, so performance does not improve. But where can you find subordinates who are morally like Lei Feng and capable like Lieutenant "Rowan"? The premise of management should be: morally, imagine employees as ordinary people who are "self-interested"—this is human nature; in terms of ability, imagine employees as ordinary people—ordinary positions cannot retain high-level talent. Under this premise, enterprises should use effective management to ensure that employees' "self-interest" does not harm the enterprise or others, and that ordinary people achieve extraordinary results.
  7. Innovation Means Transcendence CCTV once held a program with the theme "Innovation Frontier." The host proposed 30 words related to innovation, including betrayal, abandonment, transcendence, improvement, subversion, discovery, compromise, imitation, practice, learning, integration, execution, no break no build, successful destruction, being different, etc. More than 100 entrepreneurs, economists, and professional managers present clicked on their preferred words. As a result, transcendence, being different, and breaking the frame became the most popular words, with click rates of 60%, 40%, and 40%, respectively. This is another glorious mistake. If this is innovation, then innovation can only be the "patent" of a few technicians, managers, and "smart people," and ordinary people are forever excluded. What they are talking about is actually creation, not innovation.
  8. The Most High-Tech Product is the Greatest Product Why can't innovation be imitation, integration, improvement, compromise, or trial? Drucker proposed creative imitation and the sources and processes of innovation, believing that innovation is not the "darling of the Muses," but rather turning innovation into the work of ordinary people from the perspectives of concepts, systems, and processes. Such innovation is the most valuable. A great product does not depend on whether it is high-tech; high-tech products do not necessarily have a large market. It depends on whether it brings well-being to people's lives. For example, the zipper brings convenience to people's lives almost everywhere. Isn't it a great product? New Distribution's "Seventh B-end E-commerce Study Tour" is now recruiting! Activity Process:

June 19-23, Suzhou · Shanghai · Hangzhou 19th: Check in at designated hotel in Suzhou; 20th: Visit Suzhou Medline; 21st: Visit Shanghai Hd; 22nd: Visit Hangzhou Wangcang; 23rd: Return or free time for sightseeing; Introduction to the Platforms to Visit: Medline Youshang Software, a well-known domestic information system provider, launched the "Medline" brand in 2015. Based on Youshang Software products, with artificial intelligence technology as its core and efficient operations as a breakthrough, Medline helps distributors build new B2B business models. It has provided software technical services to distributors in more than 50 cities nationwide. Hd Company Shanghai Hd Information Engineering Co., Ltd. (hereinafter referred to as Hd Company) is a domestic first-class management consulting and software development company for commercial circulation, e-commerce, and modern logistics solutions. Since its establishment more than 20 years ago, it has been committed to creating modern commercial management models for customers. The systematic products and solutions with independent intellectual property rights developed by Hd have strong competitiveness in the three business formats of chain retail, commercial real estate, and warehousing logistics. It currently supports more than 500 well-known large and medium-sized commercial enterprises and group users across 30 provinces and cities nationwide. It is the largest retail software provider in China. Wangcang Zhejiang Wangcang Technology Co., Ltd. was established in June 2011. It is the earliest and currently the only large-scale independent fourth-party smart warehousing and distribution service provider in China. Wangcang has been committed to the innovation, implementation, and daily operation of refined and collaborative solutions for e-commerce enterprise warehousing and distribution. Today, Wangcang has the capability to provide solutions from B2C e-commerce warehousing and distribution to B2B+B2C full supply chain integration (warehousing and distribution). Relying on its self-developed adaptive warehousing and distribution integrated management system, combined with years of warehouse construction and management experience, as well as self-developed equipment, Wangcang has formed comprehensive competitive advantages. Wangcang's system can seamlessly connect with all sales platforms, enterprise ERP, logistics and express resources, and in-warehouse operational resources (such as equipment, labor, warehouse area application, etc.). Through our services, single-warehouse efficiency can be greatly improved, achieving resource interaction and allocation between warehouses. Through big data, we provide value-added services such as supply chain optimization and supply chain finance for cargo owners. At the same time, through open systems and management advantages, we provide franchise business for warehouse owners. Organization Form

  1. Company visit
  2. Actual market case visit
  3. On-site explanation
  4. One-on-one communication Participating distributor friends only need to pay a registration fee of 200 yuan Other expenses are self-paid Long press this QR code or click "Read Original" to register Long press the QR code to add WeChat for registration Group Photos from Previous Tours: Group photo of the 6th B-end e-commerce tour, from top to bottom: Zhongke Shangruan, Shuhai Supply Chain, Yunmei Co., Ltd., Yishang Logistics. Group photo of the 5th B-end e-commerce tour, from top to bottom: Huiwangxing, Beiquan, Tongying Tianxia, Quanshihui, Zhongke Shangruan. Group photo of the 4th B-end e-commerce tour, from top to bottom: Alibaba Retail Link, Qianmi Network. Click "Read Original" to register -END-