从人效公式的分母，就能看出企业是如何降本增效的。高人效意味着在更短的时间内创造更大产值，这 体现企业的管理水平和组织能力，而不在于员工加班时间的长短。 ...

Core Viewpoint - Juguang Technology has faced challenges in fully granting stock incentives due to performance issues, leading to the introduction of a new stock incentive plan that focuses on "human efficiency" and adjusted sales and management expense ratios as performance targets [1][2][3] Group 1: Stock Incentive Plan Details - The new incentive plan proposes to grant 3.6 million restricted stocks, accounting for approximately 4.01% of the company's total share capital [2] - A total of 94 individuals, representing about 10.35% of the company's workforce, will be the initial recipients of the stock grants, including foreign employees from Singapore, Germany, and Malaysia [2][3] - The grant price for the restricted stocks is set at no less than 120.80 yuan per share, with the current stock price at 144.96 yuan, indicating a slight discount [2] Group 2: Performance Assessment Metrics - The performance assessment for the new incentive plan will focus on "human efficiency," defined as the company's revenue divided by the average number of employees at the beginning and end of the year, with target values set for 2025, 2026, and 2027 [2][3] - The sales and management expense ratio, excluding the impact of stock payment expenses, will also be evaluated, with target values of 22.00%, 19.00%, and 16.00% for the same years [2][3] Group 3: Historical Context and Challenges - Previous stock incentive plans primarily focused on conventional metrics such as revenue and net profit, but these plans were not fully executed due to unmet performance targets [4] - In 2024, the company reported a net loss of 175 million yuan, which contributed to the failure of the previous incentive plan [5]

最近，一位在广西阳朔某高星酒店工作的读者朋友阿澜加了我微信。 她称自己刚出院，但最难受的不是病情，是这几天发生的一些事情让她心灰意冷，开始考虑是不是得换 个工作。 我问她怎么了，阿澜发来一张超长的截图，吐槽近期的狗血经历。 她说自己是本地人，在这家酒店已经干了快10年，刚毕业就入职，一路做线上销售，也一路熬过来，虽 然本地员工没有住宿、交通补贴，每月比别人少近1000块，也没太计较。 直到前段时间天降横祸，阿澜才发现很多事情开始变了味。 当时，她骑车出了事故，拍了片子后，医生说尾椎骨疑似骨裂，建议立刻住院检查。 周日，她把住院的情况发到了工作群里，小部门和大部门的领导都在，部门领导表示理解和支持，表示 会协调分工，让她好好休息、配合治疗。 出于对工作的责任感，阿澜住院时还带了电脑。 但现实却是，周一一上班，小部门领导就开始艾特她，问她负责线上渠道的销量怎么跟进，阿澜想着已 经做完第一个治疗，就打开电脑把数据做完发过去了。 中午刚吃完饭，阿澜躺下来准备休息，小部门领导和大领导突然拎着水果出现在她病房，她形容自己那 一瞬间的感受不是惊喜，是惊吓。 大领导看到阿澜的病床边放着电脑和眼镜，第一反应是："你这是怎么回事 ...

Core Insights - The article emphasizes the distinction between "Process Efficiency" and "Human Efficacy" in the context of office software, highlighting that many companies fail to clarify their actual needs, leading to ineffective software utilization [1][10][23] Group 1: Definitions and Concepts - "Process Efficiency" refers to the digital extension of industrial management logic, focusing on speed and reliability in task execution, typically represented by traditional tools like OA, ERP, and financial software [2] - "Human Efficacy" is a requirement of the knowledge economy, emphasizing empowerment, creativity, and decision-making quality, supported by tools like collaborative documents and AI assistants [3] Group 2: Market Dynamics - The current market blurs the lines between "Process Efficiency" and "Human Efficacy," with many software vendors claiming to provide all-in-one solutions, resulting in overly complex and ineffective tools [4][8] - Vendors often pursue a "platform dream," aiming to create a comprehensive ecosystem, which leads to a focus on broad functionality rather than specialized, effective solutions [6][7] Group 3: Vendor and Enterprise Misalignment - Vendors emphasize product versatility to capture a larger market share, but this results in a lack of depth in functionality, failing to meet core enterprise needs [8][10] - Enterprises often prioritize control and measurable outcomes, leading to a mismatch in evaluating tools designed for empowerment, which can stifle innovation and creativity [10][12] Group 4: The Role of AI - The article critiques the notion of AI as a replacement for human labor, arguing instead that AI should enhance human capabilities, assist in decision-making, and stimulate creativity [19][20] - AI's true value lies in its ability to process vast amounts of data and provide insights, rather than simply replacing human roles [19] Group 5: Enterprise Needs and ROI - Companies are primarily concerned with return on investment (ROI) and whether software can effectively address their specific challenges, rather than being swayed by vendor competition or feature releases [21][22] - The article concludes that achieving cost reduction and efficiency is not about acquiring a comprehensive platform but understanding whether the focus should be on managing processes or empowering people [23][24]

Core Insights - The mother and baby industry is transitioning from a scale-driven competition to an efficiency-driven competition due to declining birth rates, rational consumer spending, and intensified online and offline competition [1][2] - Human efficiency is becoming the primary indicator for survival and development in the industry, focusing on backend efficiency, individual value extension, and overall business synergy [1][3] Industry Characteristics - The mother and baby industry is characterized by slow turnover, with core categories like formula milk and diapers having fixed repurchase rhythms [3][8] - Human efficiency in this sector is often misunderstood as low due to the nature of slow-moving products, but it reflects a stable and sustainable model when viewed positively [8][9] Backend Efficiency - Many mother and baby chains exhibit a lightweight backend structure, with streamlined management teams and multifunctional roles for staff [5][6] - Enhanced digital capabilities in backend operations, such as inventory management and data analysis, reduce manual labor and maintain controllable management costs [6][8] Human Efficiency Improvement Strategies - The industry is focusing on three main paths for improving human efficiency: 1. Organizational restructuring to enhance management radius and store flexibility [10][11] 2. Full-scale digitalization to create multiple values from a single workforce [14][17] 3. Upgrading product strategies to drive individual contributions through high-value categories [18][19] Future Competitiveness - The future competitiveness of the mother and baby industry lies in achieving "human efficiency compounding," where backend efficiency supports stable growth and front-end efficiency drives long-term benefits [21][22] - Companies that can successfully upgrade their organization, deepen digitalization, and enhance product value will emerge as winners in the evolving market landscape [22]

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].