Group 1 - The core issue in many companies is the misalignment between the aggressive efficiency standards set by HR and the operational realities faced by business departments, leading to resistance and conflict [1][2][3] - Companies often initiate efficiency management without a clear understanding of its complexity, resulting in a one-size-fits-all approach that fails to consider the unique circumstances of different departments [2][3][4] - Effective efficiency management should involve tailored performance indicators based on a deep understanding of the company's strategy and operations, rather than imposing uniform standards [3][4] Group 2 - Many companies mistakenly attempt to shortcut the efficiency management process, which can lead to pitfalls; a thoughtful approach is necessary [4][5] - Errors in efficiency assessment include treating it as a separate initiative or simply adding it to existing performance metrics without proper integration, which can undermine its importance [5][6][7] - Efficiency indicators should hold an independent status within the performance management system, acting as a "red line" that guides overall business performance [8][9] Group 3 - Companies should approach efficiency management reforms gradually, avoiding unrealistic expectations for immediate results [10][11] - Pilot programs are recommended to identify areas with potential for efficiency improvement, utilizing a mixed team of HR, business, and financial personnel to drive results [11][12] - The pilot team should focus on enhancing efficiency through collaboration and innovation, addressing operational bottlenecks and aligning financial metrics with restructured processes [12][13] Group 4 - Successful pilot projects can lead to the development of effective methods and the cultivation of talent, which can then be expanded across the organization [15]