（原标题：陈春花：实现协同增效，管理者需要做出4个改变） "经理人员的职能，重在维持一个庞大而复杂的协作努力的体系。"——切斯特·巴纳德 我很喜欢巴纳德给经理人职能的界定，也就是说，作为一个职业经理人、一个管理者，你要做的不是证 明自己做得多好，而是能够让所有的组织成员都愿意为协作去做努力。 巴纳德的定义告诉我们，经理人员有三项重要职能：第一，提出和界定目的，就是告诉大家做一件事情 的目的是什么，价值和意义是什么。第二，发挥促进作用以便获得必要的努力，让大家因为你真正发挥 努力，能够为整个公司的目标绩效和之前界定的目的贡献价值。第三，提供沟通的体系，让大家能够对 话，上下同欲，能够解决问题。 企业想真正拥有协同的效应和行为，管理层必须很清楚地知道，自己对协同管理的行为其实是有影响 的，它至少涵盖以下四个方面。 01 刷新协同管理假设 在管理层的主要假设中，主要是看你自己的价值取向是什么，如何通过沟通促进必要的努力，怎么理解 激励与协同行为之间的关系。 第一，要有明确而清晰的价值取向。 吉姆·柯林斯在《选择成就卓越》一书提到，选择成为卓越的企业，管理层要有"10倍领先的领导力"， 其第一个特征就是"高度自律"。 ...

很多技术出身的团队，甚至一些行业里的「老大哥」，都有这么一种委屈： 自己最早布局了某个赛道，技术文档写得比谁都早，产品做得比谁都全。但在大众和客户的认知里，自 己却莫名其妙变成了「第二梯队」。 反观后来的入局者，可能只讲对了一个故事，瞬间就抢走了话语权；这种错位，本质是「事实」输给了 「叙事」。 尤其在今天，AI 让内容生产成本几乎归零，信息泛滥成灾；在垃圾内容的洪流里，默默做事甚至可能 是一种风险。 因为如果不主动建立「信号」，你就会被当成「噪音」处理掉。 所以，到底该如何在现在的舆论场里，建立有效的信号？ 心里装的都是大词：什么是「公众」，什么是「用户」，什么是「Z世代」。 这些词听起来很大，但其 实非常虚。 01 我跟不少企业传播者做沟通时，经常发现一个特别有意思的现象：不管写公关稿，还是做产品发布，大 家下意识的第一反应往往是：我要对所有人说话。 当试图对着一个模糊的「大众」说话时，你的内容为了照顾所有人，必然会变得小心翼翼、四平八稳； 结果，说了很多正确的废话，但对方根本不觉得你在跟他说话。 真正有效的表达，起点一定是具体的。 也就是，必须能在脑子里画出那个具体的"人"。 他可能是客户公司内部专门挑 ...

Risk Management in Cryptocurrency Trading - The cryptocurrency industry should use a "value correction device" to convert cryptocurrency values into tangible everyday items like iPhones or cars to better understand the stakes and potential gains in trading [1] - The tool helps traders to perceive the real value of their investments and profits by converting abstract numbers into relatable terms [1] Investor Behavior and Financial Perception - Some cryptocurrency investors may have a detached perception of money, potentially leading to high-risk investments [1] - An investor mentioned being frugal in daily life, feeling little impact from millions of dollars, and impulsively investing 600,000 units of a cryptocurrency called "giggle" at an average price of 100 million, obtaining it before it was listed on exchanges [1]

Cryptocurrency & Market Sentiment - The market introduces $OKB option based on user demand [1] - The tweet implies a high risk associated with investing in "dog coins" (meme coins), suggesting caution [1] - The author equates 4 $OKB to the price of one iPhone17, providing a relative value comparison [1] - The author claims to have lost the equivalent of 50 iPhone17s due to meme coin investments, highlighting potential financial risks [1] - The author developed a "value correction device" website aimed at correcting the distorted values of gamblers in the crypto space [1]

Group 1 - The article discusses the European Union's involvement in the Russia-Ukraine conflict, highlighting that former President Trump criticized the EU for meddling in matters that do not concern them [1][4] - It points out the declining economic performance of the EU over the past 20 years, particularly in new sectors like the internet and AI, while also emphasizing the EU's struggles in the renewable energy sector compared to China [3] - The article mentions that EU politicians are more focused on political correctness and moral high ground rather than improving the economic conditions for their citizens, which has led to a loss of opportunities [3][4] Group 2 - The EU's reliance on expensive American liquefied gas instead of cheaper Russian energy is criticized, suggesting that political correctness has taken precedence over economic rationality [3] - Trump's return to the political scene has led to a stark realization for the EU, as they are now being told that their involvement in the Ukraine situation is irrelevant, which undermines their previous efforts and investments in the region [4] - The article concludes that the EU's previous sense of superiority has been shattered, leaving them in a precarious position without a clear path forward [4]

Core Insights - The article discusses the rise of jealousy in the context of social media, highlighting how it can serve as a signal to identify personal values and desires [1][2][4] Group 1: Jealousy as a Reflection of Values - Jealousy is portrayed as a messenger that indicates what individuals truly care about, similar to physical pain signaling danger [4] - The article differentiates between genuine needs, which stem from personal values, and superficial desires driven by social comparison [5][6] - By analyzing feelings of jealousy, individuals can clarify their core values and priorities in life [6] Group 2: Practical Steps to Manage Jealousy - The article suggests creating a "value list" to categorize non-negotiable values, important but adjustable goals, and desires that are nice to have but not essential [7] - It emphasizes the importance of understanding the sacrifices behind others' successes, encouraging individuals to assess their own willingness to make similar sacrifices [9] - Writing a "reverse comparison declaration" can help individuals reaffirm their choices and reduce feelings of jealousy [10] Group 3: Transforming Jealousy into Motivation - The article recommends unfollowing accounts that only showcase idealized lives and instead following those who share authentic experiences [11] - Visual reminders of personal values, such as family photos, can help individuals stay grounded and focused on what truly matters to them [11] - Acknowledging that jealousy can serve as a reminder of personal values can lead to a decrease in anxiety related to social comparison [12]

Group 1 - The core message emphasizes the importance of having a clear set of values in a rapidly changing technological landscape, as individuals can easily be swayed by external influences if they lack self-awareness [5][6][8] - Eric Schmidt highlights the necessity of self-reflection, suggesting that individuals should regularly assess their goals and values to maintain direction in their lives [9][14] - He discusses the concept of life stages, where individuals accumulate resources in their youth, build influence in mid-life, and focus on giving back to society later on, indicating that values evolve over time [10][11][13] Group 2 - Schmidt points out the generational shift in work habits, noting that the rise of services like Uber has changed perceptions of efficiency and productivity [18][19][20] - He expresses concern over the loss of attention control in the digital age, where social media competes for user attention, often leading to negative emotional responses [24][26][28] - The discussion includes the impact of "disposable algorithms" that prioritize immediate engagement over sustained focus, resulting in a fragmented attention span [30][32][36] Group 3 - Schmidt stresses the need for critical thinking in education, arguing that future workplaces will require individuals who can think independently and solve problems rather than just follow instructions [39][42] - He warns that traditional programming jobs may be automated, but emphasizes the importance of understanding and innovating with AI tools [43][44] - The need for interdisciplinary education is highlighted, where future professionals must bridge gaps between fields, such as medicine and AI [45][46][47] Group 4 - Leadership must adapt to rapid changes, with Schmidt advocating for term limits in leadership positions to ensure organizational vitality [49][52][53] - He introduces the concept of "cross-stage leadership," where leaders must transition roles as they progress through different life stages [55][56] - The ethical responsibilities of leaders in the age of AI are underscored, emphasizing the need for clear value frameworks and accountability [59][60] Group 5 - Schmidt raises concerns about the future of decision-making in a world increasingly influenced by AI, suggesting that individuals may unknowingly relinquish their autonomy [62][66][68] - He warns of the risks associated with AI development, particularly the potential for future generations to inhabit a world they did not help design [69][70] - The importance of involving younger generations in shaping the future is emphasized, as it is crucial for sustainable societal development [71][72][73]

Core Viewpoint - The article reflects on the transformation of Alibaba from a mission-driven company focused on societal impact to one that prioritizes KPIs, salaries, and stock options, raising concerns about the sustainability of its original mission and vision [1][6][7]. Group 1: Historical Success Factors - Alibaba's success was attributed to four main factors: the era's trends, Jack Ma's vision, strong values, and institutional support [13]. - The economic growth from 1999 to 2024 saw GDP increase from $1 trillion to $18 trillion, creating vast opportunities [14]. - The internet user base grew from 8.9 million in 1999 to nearly 1 billion by 2020, facilitating the rise of mobile internet and numerous applications [15]. - Strategic decisions such as the establishment of Taobao, Alipay, and Alibaba Cloud were pivotal in capturing market opportunities [17][18]. Group 2: Signs of Decline - Since 2017, Alibaba has shown signs of fatigue, with internet user growth rates declining to single digits and strategic acquisitions largely failing [20][22]. - Notable failed acquisitions include Koubei, Ele.me, and Lazada, which did not yield the expected market impact [22][28][29]. - Internal innovation has been scarce since 2015, with successful new ventures primarily linked to existing e-commerce operations [32]. Group 3: Internal Issues - There is a consensus among employees about increasing internal issues since 2017, categorized into three areas: people, finance, and operations [35]. - The company has seen a rise in external hires who may not align with Alibaba's culture, leading to short-term thinking and a lack of historical context [37][38]. - Performance metrics have become overly focused on short-term results, undermining long-term strategic thinking [42]. Group 4: Cultural Erosion - The company's core values have weakened, with a shift from customer-first to boss-first mentality, impacting teamwork and collaboration [62][64]. - The culture of embracing change has led to strategic ambiguity and a lack of continuity in business direction [68][69]. - Trust and integrity have diminished, with a rise in unethical practices becoming normalized within the organization [72][73]. Group 5: Recommendations for Improvement - The company should restore its core values and implement transparent performance evaluations to foster a healthier organizational culture [97]. - HR needs to refocus on employee support and cultural integrity rather than solely on performance metrics [81][86]. - A reduction in redundant roles and business lines is necessary to streamline operations and enhance efficiency [98].

Core Viewpoint - The article reflects on the transformation of Alibaba from a "value-driven idealistic organization" to a "short-term KPI-driven bureaucratic organization," attributing this shift to failures in both values and systems, and proposes a "seven-step remedy" to restore culture, systems, and combat effectiveness [1][2]. Group 1: Position and Initial Intent - The author voluntarily resigned with good performance and no grievances against supervisors, aiming to provide feedback to the company [2]. - Initially attracted by the mission of "making it easy to do business anywhere," the author notes a decline in respect and internal morale over time [2][3]. Group 2: Past Successes - Alibaba's past success is attributed to four pillars: macroeconomic trends, strategic vision from Jack Ma, value-driven team selection, and institutional safeguards [2][3]. Group 3: Signs of Decline - Since 2017, Alibaba has experienced a slowdown in growth, with multiple acquisitions failing to maintain industry leadership [2][3]. - Internal innovation has stagnated, with few successful new initiatives since 2015, leading to low collaboration efficiency and a culture of short-termism [2][3]. Group 4: Internal Issues - Three major internal issues are identified: inflated job levels, lack of transparency in rewards and punishments, and a culture of short-termism [2][3]. - The organization has seen a rise in "wild dogs" (high performers with poor values) and "white rabbits" (low performers with good values), leading to increased distrust and collaboration costs [2][3]. Group 5: Root Causes - The failure of the slogan "people with feelings and righteousness working together on valuable things" indicates a collapse of values, leading to ineffective HR practices and a focus solely on KPIs [3][4]. Group 6: Recommendations - The proposed remedies include restoring collective values, returning HR to a service and oversight role, breaking down hierarchical cultures, and increasing transparency in performance and promotions [3][4]. Group 7: Cultural and Value Issues - The discussion highlights that cultural values often serve as a control mechanism rather than genuine motivators, especially when companies face difficulties [3][4]. Group 8: Evaluation and Maintenance Costs - As companies grow, inefficiencies and maintenance costs increase, leading to a need for ongoing cost optimization despite not lacking financial resources [3][4].

Core Viewpoint - The article discusses the internal challenges faced by Alibaba, highlighting a decline in its core values and culture, which has led to a phenomenon referred to as "big company disease" [1][38]. Group 1: Historical Success - Alibaba's past success is attributed to four main factors: the era's trends, Jack Ma's vision, strong values, and institutional support [4][39]. - The economic growth from 1999 to 2024, with GDP increasing from $1 trillion to $18 trillion, created significant opportunities for Alibaba [5]. - The rise of internet users from 8.9 million in 1999 to nearly 1 billion in 2020 facilitated the growth of Alibaba's business [5]. Group 2: Current Challenges - Since around 2017, Alibaba has shown signs of fatigue, with the growth rate of internet users declining to single digits [11][41]. - Many strategic acquisitions have failed, such as the purchase of Koubei and Ele.me, which did not yield the expected results [12][41]. - Internal innovation has been scarce since 2015, with few successful new business ventures outside of e-commerce-related initiatives [15][41]. Group 3: Internal Issues - There is a consensus among employees about increasing issues in three areas: people, finance, and operations [16][41]. - Recruitment practices have shifted towards hiring external talent, often leading to a lack of alignment with Alibaba's culture [17][41]. - Financial issues include grade inflation and unclear performance rewards, resulting in a lack of motivation among employees [19][41]. Group 4: Cultural Decline - The company's core values have weakened, with a shift towards prioritizing short-term results over long-term vision [28][41]. - HR has failed to uphold the company's values, focusing more on performance outcomes rather than cultural integrity [34][41]. - The middle management has become bloated, leading to ineffective decision-making and a lack of accountability [36][41]. Group 5: Recommendations for Improvement - The author suggests restoring core values, restructuring the HR system, and reforming management practices to enhance team effectiveness [38][41]. - Specific recommendations include making performance evaluations transparent, reducing redundancy, and focusing on genuine operational improvements [38][41].