文 | 穆胜 写下这个题目，预料到会有很多人诧异——难道不是吗？人力资源部不就是管理人的？人的效能（投产比）他们总应该负责吧？不然他们管什么呢？ 穆胜咨询《2024中国企业人力资源效能研究报告》的数据显示，57%的企业将人力资源部作为人效管理的主责部门，而在两年前（2022年），这项数据仅 为45.2%。 但现实是，人力资源部在实施人效管理时，并没有得心应手的感觉。他们除了下派一些人效指标外，作用相当有限。不仅如此，下派的高难度人效指标 （通常是"人效提升10%-30%"）还引起了业务部门的强烈不满，加剧了职能和业务之间的矛盾。 这不由得让我们产生一个猜想——也许，人效管理并不只是人力资源部的事。或者说，仅凭人力资源部，不可能做好人效管理。 01 人力资源部掌握信息吗？ 管理，在很大程度上是由若干个关键决策来组成的，进行决策的前提就是掌握充分的信息。不掌握充分信息进行的决策，就是瞎指挥，在简单执行之后就 会形成巨大成本，而后会被高高挂起，决策部门也会失去权威性。 人效管理，在很大程度上就是在不同业务之间、甚至前中后台之间放置人力筹码（人员编制和人工成本）的决策。要做好人效管理，显然也应该掌握充分 的信息。 其 ...

Core Viewpoint - Sally's has managed to grow and expand rapidly in a challenging consumer environment by offering affordable yet quality dining options, akin to the "Uniqlo" of the restaurant industry [1][3]. Group 1: Pricing Strategy - From the 1990s to 2020, the price of baked rice decreased from ¥30 to ¥18, and Italian ham dropped from ¥36 to ¥18, showcasing a significant reduction in menu prices [2]. - Despite lower prices, Sally's has increased its net profit to 8.1 billion yen in 2024, a 58% year-on-year growth, with annual customer traffic reaching 200 million [3]. Group 2: Product Quality and Localization - The concept of "quality" at Sally's refers to being a value-for-money restaurant rather than gourmet dining, offering dishes that are enjoyable but not overly rich or small in portion [4][5]. - The company adapts its menu to local tastes, such as introducing spicy pasta dishes unique to China [7]. Group 3: Supply Chain and Cost Control - Sally's maintains control over its supply chain by producing its own ingredients, such as lettuce, corn, and rice, ensuring quality and cost efficiency [8]. - Innovations like the "Sally's No. 18" lettuce allow for more servings per head of lettuce, and strategic farming practices have reduced rice costs by 5,000 yen per bag [9]. - The integration of logistics, cold chain transport, and central kitchens minimizes logistics costs and reduces the need for extensive kitchen staff training [9][10]. Group 4: Operational Efficiency - The company has streamlined operations, reducing the preparation time for opening a store from one hour to 45 minutes, saving significant costs across its numerous locations [11]. - Instead of using traditional KPI metrics, Sally's employs a flexible reward system that encourages employees to focus on beneficial operational practices [12]. Group 5: Lessons for Other Companies - Key takeaways for Chinese companies from Sally's success include the importance of extreme cost-performance ratios, effective offline store strategies, and high execution efficiency to maintain low prices [13].

Core Insights - The economic downturn is driving companies to undergo organizational changes to reduce costs and improve efficiency [1][3] - There is a noticeable shift in demand for organizational transformation consulting, with companies showing strong commitment to change [1][2] - Companies that previously attempted innovative organizational structures are now reverting to traditional models due to practical challenges [3] Group 1: Organizational Change Trends - This year has seen a resurgence in demand for organizational transformation consulting, indicating a shift from previous years focused on employee efficiency management [1][2] - Companies are increasingly interested in "platform-type organizations," demonstrating a basic understanding and prior attempts at similar transformations [1][2] - The disparity in organizational capabilities among companies becomes more evident as they face the challenges of the economic environment [1][3] Group 2: Performance Disparities - Many companies are experiencing setbacks in their organizational structures, reverting to pyramid models and abandoning innovative practices [3][4] - A minority of companies are excelling by refining their organizational strategies and creating interconnected initiatives across various sectors [4] - Successful companies are characterized by a culture of learning and adaptation, contrasting with those that struggle and revert to outdated practices [4][5] Group 3: Challenges and Solutions - The difficulties of organizational change are apparent, with companies needing to build a solid understanding and take actionable steps to differentiate themselves in a challenging economic climate [5] - The fourth China Enterprise Platform Organization Forum aims to provide solutions for companies navigating these challenges [5]