链接报名 文｜中童传媒记者玄铠 过去十余年，母婴渠道一直在高速变化，但规则很简单：谁的门店多、铺货快、广告声量大，谁就能在竞争中胜出。 而今天，行业的底色已经彻底改变——出生人口连续下滑、年轻家庭消费更理性、线上线下竞争加剧，单纯"拼规模"的时代已过去，母婴渠道正式步入效 率竞争的时代。 在与多地母婴渠道商、连锁企业深度交流时，我们发现一个新共识正在形成： 人效，正在成为企业生存与发展的第一指标。 它不是单纯的"人均销售额"，而是一种复合能力——后台是否高效、前端能否延展单人价值、全域业务是否形成协同。 与消费品相比，母婴行业是典型的慢周转业态，奶粉、纸尿裤、营养品这些核心品类有着固定的复购节奏。在这样的行业里，人效提升不只是通过裁员来 完成的，更多是通过组织轻量化、数字化赋能、品类高价值化，让有限的人力实现复利式产出。 后台轻盈，人效是企业的"安全垫" 在这轮市场走访中，我们看到不少母婴连锁或区域代理型企业，后台呈现出高度轻盈的特征： 管理团队精简：总部人员维持在相对合理的规模，但可以覆盖全省或跨区域业务。 岗位复合化：财务、物流、品类等传统职能人员，往往同时承担数据分析、终端指导等复合型任务。 品类属性决 ...

Group 1 - The trend of deploying Business Partners (BPs) from functional departments to frontline operations is essential to address bureaucratic issues and improve relevance to business needs [1] - Business departments often resist the involvement of BPs, viewing them as threats to their established success, which complicates collaboration [1] - BPs have opportunities to collaborate with business leaders primarily during crises, which can serve as a catalyst for cooperation [1] Group 2 - Crises can be categorized into three levels: operational crises, management crises, and human resource crises [2] - Operational crises arise when business units face high market pressure, often triggered by organizational changes that require collaboration between business leaders and BPs [2][3] - Management crises occur when performance issues become evident, necessitating the involvement of HRBPs and financial BPs to address inefficiencies [3] Group 3 - Human resource crises manifest as team conflicts due to unclear personnel rules, which can be mitigated by establishing clear guidelines for promotions and rewards [4] - In emergency situations, business leaders may seek BPs to act as intermediaries to resolve internal conflicts, as they may be reluctant to confront team members directly [4] Group 4 - High-level crises foster deeper collaboration and camaraderie between BPs and business leaders, transforming their relationship from adversarial to cooperative [5] - Business leaders often prioritize short-term gains over long-term organizational development, making it crucial for BPs to seize crisis moments to demonstrate their value [5] Group 5 - Effective BPs must prepare their skill sets to address business challenges, including understanding business models, restructuring processes, and optimizing human resources [6][8][9] - BPs should be adept at performance evaluation and employee capability assessment, often requiring collaboration with financial BPs to enhance analytical accuracy [11] Group 6 - Knowledge management is vital for BPs, enabling them to extract and share best practices across projects to enhance organizational learning [12] - The relationship between BPs and business units is characterized by a cycle of initial resistance followed by eventual collaboration, emphasizing the importance of skill preparation and crisis readiness [13]

Core Viewpoint - The focus of companies in recent years has shifted towards "increasing efficiency," with a particular emphasis on "human efficiency" as a key indicator for survival, competitiveness, and sustainable development [1][6][12]. Group 1: Human Efficiency - Human efficiency is defined as the total benefits (numerator) divided by the total number of employees (denominator), raising questions about accountability for the results [1][5]. - The distinction between "knowledge workers" and "manual workers" is crucial, with knowledge workers being those who think, innovate, and create value, while manual workers follow set standards for time and effort [3][5]. Group 2: The Role of Knowledge Workers - Knowledge workers are essential for innovation and value creation, yet many are currently engaged in manual tasks rather than utilizing their cognitive abilities [6][21]. - The need for knowledge workers is heightened during periods of organizational change, where strategic design and planning become critical [12][15]. Group 3: Standards and Organizational Design - The lack of established standards leads to confusion and inefficiency within organizations, necessitating the creation of new standards to support current and future development [14][19]. - The management structure can be categorized into decision-makers, business promotion teams, and operational support teams, each playing a vital role in organizational efficiency [14]. Group 4: The Shift from Execution to Design - There is a growing emphasis on design capabilities over mere execution, with organizations needing to engage more individuals in the design process to adapt to changing environments [15][16]. - The "4D integration" model (Business Development, Talent Development, Organizational Development, Learning Development) is proposed as a framework for organizational growth [16][17]. Group 5: The Risks of Manualization of Knowledge Workers - The phenomenon of knowledge workers becoming manualized is increasingly evident, leading to a disconnect between strategic design and daily operations [20][24]. - Middle management plays a crucial role in bridging high-level decisions and grassroots execution, and their failure to do so can result in organizational misalignment [24][25]. Group 6: Core Competencies for Knowledge Workers - Knowledge workers must develop two core competencies: scientific problem-solving abilities and philosophical reflection skills to maintain a balanced work-life state [26][30]. - A structured approach to problem-solving, defined by principles such as results orientation, system thinking, value creation, and partnership, is essential for effective knowledge work [29][30].