早在2015年11月，他就在个人微博写下"像打造产品一样做公司"这句话，当时字节跳动还只是创业中的公司，但随后今日头 条、抖音等爆款不断涌现，公司估值飞速攀升，这句理念也广为流传。 大多数人只记住"做公司像做产品"，却忽略了这句话背后更重要的逻辑：如果公司是产品，文化就是产品的底层架构。 真正决定一个组织能否规模化、创新不衰、效率不断提升的，不是战略、不是KPI，而是——文化作为"系统级产品"，是否被 设计、试错、迭代。 企业文化之父 埃德加·沙因（Edgar Schein）曾指出：文化是一套组织为适应环境而逐渐形成的、用于解决问题的共同假设体 系。 当企业文化无法引发员工共鸣，甚至产生对立时，企业该如何审视文化本身的价值与构建逻辑？ 可以说说，企业文化不是抽象空谈，而是管理实践的产物；好的管理方式会培育出良好的文化氛围，进而推动员工的行为朝着 期望方向发展。 所谓文化好，就是当没有流程、没有例外、没有上级指示时，员工自然会做出符合公司期望的决策方式、沟通方式和取舍方 式。 它才是组织解决问题的底层"算法"。从这个角度来看，文化不是软性的，而是企业发展出的"结果"。 羚川商学百亿增长总裁班 新东方 32 周年 ...

Prope p 200 STR 0 2017 r 10 2010 Sep 11 11 Val . 111 11 475 a 200 dits (2 PARTY CARTER STERNET e ter of the p PA III ST 2 12 y t and the 2017 res STERE PA al 219 165 CASS NEW YORK THE the state 2 Rea in tell the state pp of e 275 Andress the state and to gener the state 65.62 1 1 1 2 3 2 2 2 1 2020 700 - P 1 CAND France AUV LEAST 1 256 call contr SID ad Van 215 融资不是卖产品，是"翻译"给投资人听 在融资咨询领域摸爬滚打多年，我见过太多创业者的挣扎—— 有人带着解决真问题的好产品，却在融资路上屡屡碰壁； 有人熬了几个通宵写BP，递出去后就石沉大海。 其实融资从来不是单纯的"找钱"，而是一场精准的"认知翻译"： 把你埋首打磨产品的产品思维，翻译成投资人关 ...

当前的市场环境正在影响着企业的数字化转型进程，要么不断压缩数字化投入以应对短期生存压力，要 么持续投入资源以数字化技术驱动长期增长。总之企业数字化也是一个极其复杂、内卷的过程，无论是 企业信息部门还是业务部门，或者软件公司都深陷于技术堆栈冗余、系统孤岛林立的困局之中，对于企 业而言投入大量资金、人力、物力却难以看到预期的业务价值提升，反而加重了运营负担；而对于软件 公司而言，将价格一打到底，却仍难赢得客户信任，数字化项目还是频频烂尾，而信息部门面对的却是 各种复杂的技术与管理难题，在数字化的迷局中大家越来越难，进入了"系统性的干旱"，如何破局？是 否需要一场彻底的"大迁徙"？ 什么是"大迁徙"？ 这是各方首先需要明确的问题，"迁徙"原指生物为适应环境变化而进行的周期性、大规模移动，而获得 新的生存空间与发展机遇。那么对于数字化而言"大迁徙"意味着什么？ 老杨认为： 第一，首先重新思考数字化是什么？ 这是重新确定方向，贸然的行动只会让我们在错误的道路上越走越远。随便的口号只会加剧内耗，企业 管理者唯有真正的理解数字化的本质，才能摆脱传统的惯性思维，否则只能是从一个坑跳入另一个坑。 第二，数字化改变的是什么？ 这 ...

Core Insights - The article discusses how Feishu (Lark) has transformed its management practices to maintain agility and innovation as it scales, emphasizing a "de-bureaucratization" approach to overcome growth challenges [3][4]. Group 1: Management Challenges - Rapid employee growth led to increased collaboration costs, with a 200-fold increase in personnel from 2019 to 2020 [4]. - External perceptions of Feishu include a high-pressure work environment, with employees averaging under 30 years old, indicating a rejection of traditional competition [5][6]. Group 2: Solutions to Management Issues - Feishu's management strategy involves learning from global leaders like Amazon, Google, and Netflix to enhance core asset management [9]. - The company adopts a product-oriented mindset, focusing on improving its own organizational "product" rather than just external offerings [10][12]. Group 3: Cultural Leverage - Feishu's culture, termed "Feishu Style," emphasizes entrepreneurial spirit, diversity, transparency, and collective growth [38][40]. - The culture is developed through employee feedback and is not solely dictated by management, ensuring it resonates with the workforce [41][42]. Group 4: Talent Density and Innovation - The company aims to increase talent density by reducing bureaucratic rules, fostering an environment conducive to innovation [66][70]. - Feishu defines excellent talent as individuals with curiosity, optimism, and the ability to delay gratification, rather than strictly based on professional expertise [71][72]. Group 5: Managerial Fundamentals - Effective management at Feishu is based on four key elements: setting clear goals, recruiting the right people, utilizing talent effectively, and providing appropriate incentives [75]. - The use of OKR (Objectives and Key Results) helps align individual contributions with the company's strategic goals [95][96].

"《乔布斯传》中提到'伟大的艺术家和工程师相似，都渴望自我表达'。我选公司时也在找'有产品力的 企业'——要么技术能落地，要么管理层能把战略变成持续的业绩。"吴海宁的投资方法，始终围绕产业 阶段与公司质地两大核心，"产品思维"是贯穿其中的主线。 回顾这些年的变化，吴海宁表示，过去，在私募就职时，她管理的小组合较少受限于仓位与行业配置， 核心在于"在硬科技领域抓个股阿尔法"，这段经历让她练就了对科技标的的敏锐判断力。但进入公募 后，更广泛的客户需求与更大的管理规模，推动她重构投资认知——私募能承受高回撤，但公募持有人 更关注赚钱的体验，这要求她把过去的"进攻力"装进"风控框架"里。 2 "《乔布斯传》中提到'伟大的艺术家和工程师相似，都渴望自我表达'。我选公司时也在找'有产品力的 企业'——要么技术能落地，要么管理层能把战略变成持续的业绩。"吴海宁的投资方法，始终围绕产业 阶段与公司质地两大核心，"产品思维"是贯穿其中的主线。 在产业判断上，她最青睐"1—10"的成长阶段。"'0—1'是概念期，可能面临技术失败、落地不及预期的 风险；1—10则是兑现期，产业逻辑已验证，公司业绩能持续超预期。"吴海宁说。 在公司 ...

Core Viewpoint - The investment philosophy of Wu Haining emphasizes "product thinking" and focuses on companies with strong product capabilities, aiming for long-term value rather than short-term gains [3][4][10]. Investment Strategy - Wu Haining prefers investing in companies at the "1-10" growth stage, where the industry logic is validated and companies can consistently exceed performance expectations [3][8]. - The investment approach combines individual stock selection with portfolio management, integrating insights from private equity and public fund management [5][6]. Selection Criteria - Three product-oriented standards guide company selection: 1. Industry quality with large potential and high demand, such as the energy storage sector [8]. 2. Competitive barriers, focusing on technology and manufacturing capabilities for manufacturing firms, and brand loyalty for consumer companies [8]. 3. Management alignment with company interests and ability to execute strategies [8]. Performance and Market Outlook - Wu Haining's fund achieved a remarkable return of 124% over the past year, demonstrating effective risk management and dynamic portfolio adjustments [7]. - The current market is viewed as a short-term correction, but the long-term growth trend for technology stocks is believed to be only halfway through [10][11]. Focus Areas - Three main technology investment themes are highlighted: 1. The AI industry chain, with domestic hardware companies expected to compete globally [10]. 2. The acceleration of semiconductor localization, enhancing certainty in chip and equipment materials [10]. 3. Energy storage, driven by overseas electricity shortages and domestic economic viability [10]. Investment Philosophy - The philosophy stresses the importance of technology-driven growth and the need for companies to have solid performance backing, aligning with the belief that great products lead to long-term value [10][11].

Core Viewpoint - The departure of Zhao Changjiang, former general manager of BYD's Tengshi brand, raises questions about the brand's future direction and the challenges it faces in maintaining momentum after the success of the D9 model [3][5]. Group 1: Leadership Changes - Zhao Changjiang announced his departure from BYD on October 24, 2023, after being reassigned from the sales division to oversee direct sales for Tengshi and Fangchengbao [3]. - He has been with BYD since 2009 and played a significant role in the sales strategy, particularly noted for leading the D9 model to success in the MPV market [3][5]. Group 2: Sales Performance - Tengshi's cumulative sales reached 116,000 units in the first nine months of the year, marking a year-on-year increase of 28.2%, with average monthly sales around 10,000 units, which is below earlier projections [5][6]. - The D9 remains Tengshi's best-selling model, with stable monthly sales between 8,000 and 10,000 units, but subsequent models have struggled to replicate this success [5][6]. Group 3: Brand Strategy and Development - BYD has positioned Tengshi as a key player in balancing sales and brand presence in the high-end market, alongside its other brands like Fangchengbao and Yangwang [5][6]. - The company has established brand research institutes for its various brands to enhance product planning and management, although the fundamental engineering-driven product development logic remains unchanged [6][7]. Group 4: Market Challenges and Future Directions - The shift in market dynamics, with the mainstream market nearing saturation, places pressure on high-end brands to innovate and enhance brand image, limiting their room for error [7]. - BYD is adjusting its product development approach by empowering product departments to lead innovation, moving away from a purely engineering-driven mindset [7].

Core Insights - The article emphasizes the importance of breaking cognitive boundaries and learning from successful experiences to thrive in a competitive environment [2] - Tencent is highlighted as a legendary company with a strong focus on technology and user orientation, having been studied extensively over its 24-year history [2] - The article suggests that there are valuable management secrets and underlying logic in Tencent's operations that can be learned from [2] Tencent's Learning Opportunities - The 2024 course "Learning Growth from Tencent" aims to provide insights into Tencent's management system and business growth strategies, focusing on digital transformation challenges faced by governments and enterprises since 2020 [5] - The course will cover key themes from Tencent's historical development, emphasizing the most valuable lessons from each stage [5] Key Learning Themes - Participants will learn about Tencent's internet thinking and management innovation, focusing on its underlying logic and principles [8] - The course will explore Tencent's product philosophy, emphasizing a user-centric approach and the importance of user value in business operations [8] - Marketing strategies and methods employed by Tencent will be discussed, particularly in relation to private traffic operations [8] Course Schedule Highlights - The first day includes sessions on Tencent's innovation and product strategies, covering topics such as internet development logic, different thinking models, and business innovation management [9] - The second day focuses on Tencent's user-centric thinking and internet marketing strategies, including private traffic operations and the evolution of digital marketing [9] Tencent's Market Position - Founded in 1998, Tencent is currently the highest-valued internet company in China with the largest user base [10] - As of 2022, WeChat had 1.309 billion monthly active accounts, and QQ had 574 million monthly active accounts, showcasing Tencent's vast user engagement [10] - Tencent's diverse business model has enabled rapid growth, leveraging its extensive user traffic [10][11][12]

Core Viewpoint - The article discusses the transformative impact of AI on the job market, particularly in the tech industry, highlighting the shift in roles and the emergence of new skill sets required for future employment. Group 1: AI's Impact on Employment - The role of software engineers is diminishing as AI tools like vibe coding allow non-programmers to create software without coding skills [9][11][12] - AI can replace junior software engineers, leading to a significant change in the job landscape for new graduates [11][17] - The demand for top-tier AI experts is increasing, while traditional programming roles are being automated [16][21] Group 2: Skills for the Future - There is a growing need for individuals with product thinking who can effectively communicate with AI to develop products [12][13] - New roles termed "builders" are emerging, requiring a combination of product design, AI collaboration, and business acumen [21][22] - Soft skills, such as interpersonal communication and understanding market needs, are becoming increasingly valuable in the AI era [30][41] Group 3: Economic and Social Implications - The article suggests that AI will lead to greater wealth disparity, with top technical experts and hybrid talent becoming more sought after [25][26] - A potential future scenario is proposed where AI handles most productive work, leading to a reevaluation of wealth distribution [27][29] - The traditional notion of work may change, with fewer people needing to engage in conventional jobs as AI takes over repetitive tasks [28][29] Group 4: Education and Personal Development - The article emphasizes the importance of adapting educational philosophies to focus on soft skills and emotional intelligence for children [51][54] - Parents are encouraged to foster curiosity and a love for learning in their children, rather than strictly adhering to traditional educational methods [57][62] - The future workforce will require individuals who can navigate and lead in a society increasingly influenced by AI [56][60] Group 5: Entrepreneurial Opportunities - AI is creating new business opportunities by optimizing traditional processes, such as recruitment, through automation [66][70] - Successful AI projects often focus on replacing inefficient manual tasks with automated solutions [69][70] - Entrepreneurs are advised to seek out pain points in existing workflows that AI can address, presenting significant opportunities for innovation [70][71]

Core Insights - The conversation highlights the transformative impact of AI on the job market, particularly in programming roles, and emphasizes the need for individuals to adapt by developing product thinking and soft skills [2][3][4]. Group 1: AI's Impact on Employment - AI is reshaping the employment landscape, with traditional programming roles being increasingly replaced by AI-driven solutions like vibe coding, which allows non-programmers to create software [7][9][10]. - The demand for software engineers is polarizing, with top AI experts becoming more valuable while entry-level positions are diminishing, leading graduates from prestigious institutions to seek unpaid internships for experience [23][24][25]. - The trend of companies preferring AI over training new employees is growing, particularly in the context of economic downturns and layoffs in large firms [25][27][28]. Group 2: Skills for the Future - The future job market will favor individuals with a combination of technical and soft skills, termed "builders," who can design products and collaborate effectively with AI [33][35]. - The traditional notion of "working for a living" may be challenged as AI takes over repetitive tasks, allowing humans to focus on more meaningful pursuits [38][40]. - The importance of personal branding and unique human experiences is emphasized, as these qualities cannot be replicated by AI [55][56]. Group 3: Education and Development - The educational approach should shift towards fostering soft skills, emotional intelligence, and adaptability, rather than solely technical skills [76][78]. - Parents are encouraged to prioritize their own development to create a supportive environment for their children, focusing on cultural literacy and social skills [84][88]. - The integration of AI tools in education can enhance creativity and curiosity in children, preparing them for a future where AI plays a significant role [101][104]. Group 4: Entrepreneurial Opportunities - There are significant opportunities for startups to leverage AI in traditional sectors, such as recruitment, by automating processes that were previously labor-intensive [106][110]. - Successful AI projects often focus on simplifying and optimizing existing workflows, making previously unfeasible business models viable [116][118]. - Entrepreneurs are advised to seek out pain points in current processes where AI can provide efficiency and cost savings, identifying lucrative opportunities for innovation [119].