The author's salt
The barrel theory is an important one in management. The idea is: how much water a barrel can contain depends on the shortest plate, which is applied in management, which means that the development of an organization or individual is limited to the worst of its abilities。
This theory is established under certain conditions. So a lot of people would look for their faults and correct them; a lot of companies would look for their own shortboards to make up for them。
But the barrel theory is no longer appropriate for cattle or cattle. What is more appropriate for them is the theory of "one trick at a time."。
As the flow of social information accelerates, all aspects of society are moving increasingly towards “winner-for-winner”. The winner eats it, which means that if you're 1% ahead of each other at the critical point, you're likely to eventually get more than 80% or more of the market。
So in competition, the key is to keep the long board longer, to use it to drag individuals and organizations forward, and to make the short board a pass line in the process of development。
We have recently studied several enterprises, each of which has great problems with certain aspects of management, not to mention even “a mess”. But they all keep moving forward. This is due to the fact that the key element of ensuring enterprise development is still working。
For example, one enterprise has a particularly strong online marketing capacity, a particularly strong marketing system, and industries entering are in the middle of a red fire, so that even the overall quality of the enterprise's staff is generally poor in terms of internal management, but does not hinder the pace of enterprise development。
Another company, which is a real estate business, has the key ability to have a particularly strong relationship with the owner, who always gets a better piece of land at a lower price, so that, no matter what happens within the enterprise, it can still earn 23 billion a year。
In fact, according to my experience with companies, every one of them is poignant. Even if it's a success like ali baba and hua, there are problems with internal management. Internal staff will feel that this business sucks, and they don't know how to live today。
But in practice, these enterprises have lived and will continue to live, supported by key success factors。
The same applies to individuals. A lot of great bulls, they've got problems. In the eyes of those who do not like those who are ill, it is a disgrace that such a person can succeed。
Jobs, for example, has no idea how to deal with relationships; ma yun, is a blunder of guns..
But they all have something they're good at. The innovative capacity of jobos and the great pursuit of products, mayun's grasp of future trends and the creation of an enterprise culture are within reach. Those factors determine their success, not those shortcomings。
So if you want to be a cow, or if your business wants to be a cow, don't focus on its shortcomings. What are my key success factors? Can you be more prominent in this? How can it be combined with general trends in social development
For those shortcomings, if they affect your personal or business development, they will be compensated to the pass line so that it is not too late. For those who do not affect your personal or business development, let him。
