拓竹2024年营收55-60亿元，净利润近20亿元。最近，已接近完成新一轮融资，腾讯参投，估值将达到100亿美元。 同时期，智能派2024年营收16亿元，预计2025年营收突破25亿元。大疆直指拓竹，在投资协议中明确：未来三年内营收要超过50亿元。 ©️懂财帝出品 · 作者｜嘉逸 1600亿估值，全球消费级无人机巨头大疆，盯上了300亿市场规模的3D打印生意。 近期，大疆前员工、拓竹科技创始人陶冶，"炮轰"老东家。 陶冶在朋友圈发"小作文"爆料：大疆投资了一家3D打印公司（智能派），协议中特别安排了拓竹相关的条款。 据悉，拓竹2024年营收超过55亿元。大疆要求，未来三年内智能派营收要超过50亿元。目标很明确，直指拓竹。 但，大疆为何特殊针对拓竹？ 此外，值得注意的是，2024年大疆营收约800亿，净利润约120亿。今年，大疆继续"跨界"进击，久谦咨询称，2025Q3其在全球全景相机市场的占有率达 到43%，逼近影石（49%）。 大疆，充满前景。但似乎确如陶冶所言，核心员工也在流失。2025年内，大疆至少有8位研发和销售重要员工离职，他们为何出走？ | | | | 大疆离职员工创业情况 | | | | --- ...

以下文章来源于i黑马 ，作者i黑马 我每个星期只去公司半天时间，是怎么管理公司的？ i黑马 . 让创业者不再孤独@i黑马 大多数老板管理公司，都是从早到晚都待在公司，是公司里面最辛苦的人。 我平均一周在公司的时间只有两个小时，甚至一个月不去公司也没有事情。 身边很多的老板都羡慕这一点，所以我今天把这些经验跟大家分享出来。 第一，中层项目负责人的选人和薪酬。 我是蒋晖，创业19年，公司现有团队人数500人+。 薪酬 方面，我们都会比其他同类公司高出 20%到50%。 因为我自己想少干活，必然要让他们干更多的活。 所以，我在选项目负责人的时候，都会更看重这个人的 责任心、团队协作能力和稳定性。 宁可这个人贵一点，或者说我就需要他们更贵一点。 这样，他们就能够比大多数公司的运营，更快更好的自立。 这种人不需要我亲自盯着干活，虽然增加 20%到50%的成本。 但我认为，这是在买的我的时间，而我的时间是非常贵的。 这里跟大家分享一个经验： 很多老板是不给自己的时间去定价的。 给大家讲一个定价的例子，假如说一个年利润 500万的老板，他单个工作日的定价是2万块 钱，也就是说，一个小时是2000块钱的定价。 这是我不去公司 ...

Core Viewpoint - Jiangsu Zhongyan Industrial Co., Ltd. Xuzhou Cigarette Factory emphasizes the importance of talent as the primary resource, implementing a comprehensive talent development strategy aligned with the "14th Five-Year Plan" to foster both individual and corporate growth [1][5]. Talent Selection - The factory has established a fair selection mechanism that prioritizes ability and performance, breaking down barriers related to identity and hierarchy to create a transparent talent pool [1][4]. - The selection process for management positions adheres to principles of openness, equality, competition, and meritocracy, utilizing a third-party evaluation system to ensure fairness [1][4]. Talent Management - The factory focuses on retaining talent through a management system that emphasizes respect and recognition, creating an environment where employees feel secure and valued [2][5]. - A dynamic management mechanism allows for flexible career progression, enabling employees to move vertically and horizontally within the organization [4][5]. Talent Development - A multi-layered talent cultivation system is in place, aimed at aligning employee skills with organizational needs, ensuring that every employee has a clear path for growth [5][6]. - New employees undergo a dual-track training program that includes mentorship and pre-job training to facilitate a smooth transition into their roles [7]. Innovation and Growth - The factory promotes an innovative culture by encouraging participation in technology projects and providing platforms for employees to experiment and learn from failures [7]. - The focus on digital transformation and innovation is supported by various initiatives, including workshops and collaborative projects, to enhance employee skills and drive technological advancements [6][7].

Core Insights - The company aims to build a "domestically leading tight gas field" by deploying five core strategies to activate new momentum for high-quality development in the natural gas sector [1][2][3] Resource Development - The company has established a professional geological research team to utilize advanced exploration technologies and data analysis methods to understand resource distribution and enhance single well output and recovery rates [1] - Optimization of well location planning and well network layout is being implemented, along with collaboration with other gas fields for technical research and resource allocation [1] Technological Innovation - The company has developed a collaborative innovation system involving industry, academia, and research, investing annually in research funds and establishing joint research centers with renowned domestic universities and research institutions [1] - Focus areas include low permeability reservoir transformation and efficient gas extraction, with an emphasis on cultivating core technologies with independent intellectual property rights [1] Lean Management - The company integrates refined, standardized, and intelligent management throughout its operations, optimizing processes to reduce redundancy and ensuring standardized operations and management systems [2] - A digital management platform is being established for real-time monitoring of gas well production data and equipment status, promoting a transition to digital and intelligent gas field development [2] Talent Management - A multi-level and multi-channel talent training system has been constructed, addressing new employee onboarding, skill enhancement, and career development [2] - The company has set up a talent reward fund to recognize outstanding contributions in technological and management innovation, fostering a supportive environment for talent development [2] Green Development - The company has established comprehensive environmental management systems, utilizing advanced equipment for wastewater treatment and waste gas purification to control emissions [3] - A "three-step" development path has been outlined, aiming for initial breakthroughs in the domestic market by 2025, enhancing international market influence by 2030, and competing with global developers by around 2035 [3]

Core Insights - The strategic value of human resources consulting is increasingly recognized as companies face digital transformation and global competition, necessitating effective talent management to support strategic goals [1] Group 1: Foreign Human Resources Consulting Firms - Foreign consulting firms leverage global methodologies, best practice libraries, and data-driven models, making them suitable for multinational companies seeking standardized and mature management systems [2] - Notable firms include Mercer, Aon Hewitt, Accenture, and IBM, each excelling in areas such as human capital analysis, recruitment process outsourcing, HR digital transformation, and AI-driven decision support systems [2] Group 2: Domestic Human Resources Consulting Firms - Domestic consulting firms are favored by Chinese companies due to their deep understanding of local policies, cultural fit, and ability to implement customized solutions [3] - Leading domestic firms include Best Consulting, KeyLogic, and Hongri Consulting, specializing in strategic HR management, leadership development, and equity incentive design [3] Group 3: Specialized Service Providers - Specialized consulting firms can significantly enhance return on investment by addressing specific enterprise needs [5] - Key players include Korn Ferry and Career International for executive search, FESCO for HR outsourcing, and Northstar and Workday for HR digital systems [5][6] Group 4: Selection Guide for Consulting Firms - Companies should assess potential consulting partners based on strategic alignment, service capability, and compliance risk management [7] - For multinational operations, firms like Mercer and Accenture are recommended, while local firms like Best Consulting are better suited for domestic transformations [7][8] Group 5: Future Role of Consulting Firms - By 2025, human resources consulting is expected to evolve from a service provider to a strategic partner, essential for enhancing talent management effectiveness and driving sustainable competitive advantage [13]

Core Insights - SF Holding's Chairman Wang Wei emphasizes the importance of employees and talent in the company's growth strategy, showcasing a commitment to shared success with staff [3][6] - The company reported impressive financial results for the first half of 2025, with revenue reaching 146.858 billion yuan, a year-on-year increase of 9.26%, and net profit of 5.738 billion yuan, up 19.37% [3] - SF Holding introduced a "Shared Growth Stock Ownership Plan" that allows employees to receive up to 200 million A-shares without any investment, highlighting the company's focus on long-term talent engagement [5][6] Financial Performance - In the logistics sector, SF Holding achieved a significant growth rate, with its express logistics business handling 7.85 billion packages, a year-on-year increase of 25.7%, surpassing the industry average growth of 19.3% [3] - The company's revenue growth is attributed to its strategic focus on "expansion" and "consolidation," with instant delivery revenue increasing by 38.86% year-on-year [5] Employee Engagement and Incentives - The "Shared Growth Stock Ownership Plan" is characterized by a long vesting period of 9 years, no employee investment required, and broad participation among key personnel, covering 7,177 individuals [5] - Wang Wei's personal initiative to distribute gratitude bonuses to employees with over 10 years of service reflects a culture of appreciation and long-term commitment to staff [6] Corporate Culture and Management Philosophy - SF Holding's corporate culture emphasizes respect for employees and equality, aiming to create a supportive environment for staff [6][12] - The company has upgraded its cultural values to focus on customer-first, integrity, and love, indicating a holistic approach to both internal and external relations [12] Growth Strategy - SF Holding's growth strategy involves not only external market expansion but also internal talent management, recognizing employees as the most valuable asset [9][13] - The company aims to create a positive feedback loop where employee satisfaction leads to customer satisfaction, ultimately driving business success [12][13]

Financial Data and Key Metrics Changes - Consolidated fee revenue for the fourth quarter was $712 million, growing 4% year over year at constant currency [15] - Adjusted EBITDA grew 8% to $121 million, with an adjusted EBITDA margin increase of 70 basis points to 17% [15] - Adjusted diluted earnings per share increased 5% to $1.32 [15] - Estimated remaining fees under existing contracts totaled approximately $1.7 billion, up 12% year over year [16] Business Line Data and Key Metrics Changes - Executive Search grew 15% year over year at constant currency, marking the fourth consecutive quarter of growth [14] - Digital subscription and license new business grew to 40% of total digital new business, up from 37% in the prior year quarter [14] - RPO (Recruitment Process Outsourcing) secured $119 million in new business awards, with 77% attributed to new logos [14] - Average hourly bill rates in consulting and interim portions remained strong at $454 and $131, respectively [14] Market Data and Key Metrics Changes - Fee revenue in The Americas was flat year over year at constant currency, with growth in Executive Search and RPO [17] - EMEA fee revenue grew 9% year over year at constant currency, driven by growth in Executive Search and Professional Search [18] - APAC fee revenue grew 8% year over year at constant currency, primarily due to growth in Executive Search and RPO [18] Company Strategy and Development Direction - The company is focused on extending its offerings and solutions, particularly in technology and AI, to drive organizational performance for clients [8][10] - The strategy emphasizes synergistic fee revenue sources, with 77% of clients purchasing two or more solutions [7] - The company aims to innovate and enhance its TalentSuite product, which is expected to create a significant impact in the market [9][14] Management's Comments on Operating Environment and Future Outlook - Management acknowledged the ongoing economic challenges, including a cost of living crisis and its impact on client spending [33][34] - Despite the challenging environment, the company remains optimistic about future growth opportunities and its ability to drive performance for clients [19] - The leadership team is focused on adapting to changing market demands and the need for different leadership qualities in the current economic climate [50][51] Other Important Information - The company returned $173 million to shareholders through share repurchases and dividends in fiscal year 2025 [18] - The company invested $44 million in M&A and $62 million in capital expenditures focused on technology platforms and product enhancements [18] Q&A Session Summary Question: Insights on new business trends and revenue trends by month - Management noted that May was stronger than April, indicating a positive trend despite ongoing uncertainties [23] Question: Executive Search growth specifics - Management indicated that long-term growth has been consistent, with quarterly fluctuations expected [26] Question: Update on sales cycles and client spending behaviors - Management highlighted a cost of living crisis affecting client spending and overall economic growth [33][34] Question: Performance of consulting and digital segments - Digital business grew 4% year over year, while consulting remained flat, reflecting larger engagements taking longer to implement [41] Question: Impact of international news on business confidence - Management expressed uncertainty about the impact of geopolitical events on business confidence, emphasizing the ongoing cost of living crisis [58][59] Question: Headcount productivity and revenue generation - Management discussed the importance of monetizing intellectual property and the scalability of their offerings [73][74] Question: Changes in leadership qualities sought by boards - Management emphasized the need for leaders who can embrace ambiguity and adapt to rapid changes in the market [50][51]

Core Insights - Many leaders spend excessive time supporting low-performing employees while failing to accelerate the development of high-performing employees, leading to talent loss and a lack of skill enhancement [1][7] - Companies should foster a culture centered around high performers, focusing on retaining and developing new high-performing talent [8][16] Group 1: Challenges Faced by High Performers - High performers, like Elodie, face immense pressure due to their past successes, often being assigned the most complex and high-risk projects [3] - They are overwhelmed with meetings, which limits their time for impactful work [4][8] - There is a lack of guidance from leadership, as the focus is on addressing problem areas rather than supporting high performers [5][6] Group 2: Ineffective Retention Strategies - Current retention strategies are ineffective because they focus on managing low performers rather than developing high performers [6][14] - Traditional performance evaluations often deter high performers instead of providing constructive feedback for growth [7][13] Group 3: Recommendations for Improvement - Reduce the number of meetings to allow high performers more time for meaningful work, suggesting a streamlined weekly meeting structure [9][10] - Measure team engagement to identify areas for improvement and foster a culture that encourages high performers to take responsibility [12] - Provide regular skill development discussions to help high performers grow and prevent them from feeling stagnant in their roles [13][14] Group 4: Benefits of a High-Performance Culture - Investing in a high-performance culture can lead to significant improvements in sales, product quality, customer satisfaction, employee retention, and engagement [15][16]

Core Insights - Research indicates that hiring star employees often does not enhance performance and can even have the opposite effect. However, under specific conditions, such as joining a team of stars or a top-performing business area, positive outcomes may occur [1][4][11]. Group 1: Challenges of Hiring Star Employees - The difficulty in replicating past performance in a new environment is a significant challenge for star employees. Their previous success is often supported by a network of colleagues and organizational culture that may not transfer to the new setting [3][5]. - Existing employees may react negatively to the arrival of star employees, fearing for their own career prospects and feeling undervalued. This can lead to decreased morale and performance among current staff [6][9]. - The tendency for star employees to struggle with collaboration can hinder team dynamics, as competition for resources and recognition may arise, leading to a lack of cooperation [6][7]. Group 2: Conditions Favoring Successful Hiring of Star Employees - Hiring star employees is more effective when they join a team that already has other star performers. This environment can foster collaboration and support, enhancing the integration of new talent [12]. - The performance of top teams can be further improved by adding star employees, as these teams are better equipped to absorb the disruptions that new hires may bring [13]. - Introducing star employees into teams experiencing long-term performance decline is generally ineffective and may worsen the situation. Existing processes and relationships may already be strained, making it difficult for new hires to integrate successfully [14][10].

Core Viewpoint - The leadership of Shanghai Bank emphasizes the need for transformation and high-quality development, focusing on three key areas: technology innovation, green finance, and inclusive finance [1] Financial Performance - In 2023, Shanghai Bank achieved a net profit of 23.56 billion yuan, a year-on-year increase of 4.5%, with operating income of 52.99 billion yuan, up 4.79% [2] - In Q1 2024, the bank reported operating income of 13.60 billion yuan, a 3.85% increase, and a net profit of 6.29 billion yuan, growing by 2.3% [2] Liability Management - Shanghai Bank has optimized its liability structure, reducing the cost of liabilities, with a decrease in interest-bearing liabilities' interest rate by 15 basis points in 2024 and 43 basis points in Q1 2025 [3] - The bank aims to reduce high-interest deposits by 50 billion yuan in 2024, with a 4.1 percentage point decrease in the proportion of three-year and above personal deposits [3] Sustainable Development Strategy - The bank plans to enhance its sustainable development capabilities by focusing on serving the real economy and improving professional service capabilities [4] - Talent management is highlighted as a key resource, with a focus on training and team building to enhance employee motivation and operational vitality [4] Risk Management - Shanghai Bank has accelerated the resolution of existing risks, with over 20 billion yuan in risk asset resolution maintained for three consecutive years, reaching 24.6 billion yuan in 2024 [5] - The bank has implemented a differentiated management approach for real estate risks, focusing on stabilizing total volume, strengthening post-loan management, and optimizing structure [6] Credit Growth Targets - For 2025, Shanghai Bank aims for a credit growth target of around 5%, with a focus on maintaining quality while achieving reasonable growth [7] - The bank plans to increase corporate credit issuance to over 600 billion yuan in 2025, with a growth rate of over 6% [7] - In retail lending, the bank targets a positive growth rate of 5-6% in 2025, with a focus on housing and automotive loans, particularly in the new energy vehicle sector [7]