Core Viewpoint - The article discusses the challenges and strategies related to resource allocation and efficiency optimization in large organizations, emphasizing the importance of a well-defined governance framework and top-level design to address redundancy and improve operational efficiency [1][60][62]. Group 1: Organizational Structure and Efficiency - As business complexity increases, efficiency issues become prominent, and a common solution is to break down operations into smaller units such as subsidiaries or project teams [2][3]. - While this approach can lead to focused goals and manageable team sizes, it also creates overlapping responsibilities and areas of neglect, which can grow significantly as team sizes increase [5][6]. - The emergence of a governance framework that combines human and legal aspects is essential to address these efficiency challenges [6][8]. Group 2: Maintenance Costs and Resource Allocation - As companies grow, maintenance costs from redundant resources and outdated projects become a significant concern, leading to regular cost optimization efforts [14][19]. - Companies may not lack funds but still impose restrictions on headcount and costs to address perceived inefficiencies [20][21]. - Identifying and managing redundant resources is crucial, as excessive maintenance costs can lead to systemic issues that hinder overall performance [22][23]. Group 3: Top-Level Design and Resource Distribution - Effective resource distribution requires a macro perspective to understand where resources should be allocated, especially during restructuring or layoffs [36][38]. - Adjusting resource allocation ratios, such as shifting from maintaining old businesses to investing in new initiatives, is vital for long-term sustainability [41][42]. - A structured approach to identifying redundancies and prioritizing key business areas can lead to a dynamic balance and improved operational efficiency [42][64]. Group 4: Implementation Challenges - Implementing new mechanisms and processes often faces resistance, necessitating a strategic approach to promote acceptance and effectiveness [50][56]. - Creating successful pilot cases within influential departments can facilitate broader adoption of new systems across the organization [51][54]. - Continuous monitoring and adjustment of resource allocation and operational strategies are essential to maintain alignment with organizational goals and address emerging challenges [63][64].

以下文章来源于远川研究所 ，作者黎铮 远川研究所 . 刻画这个时代 一个冬天的童话。 作者 | 黎铮 编辑 | 李墨天 来源 | 远川研究所 （ID：YuanChuanInstitution） 把胖东来当作榜样的永辉超市，曾经也是前者的老师。 早年于东来去福州进货，永辉创始人张松轩兄弟俩带于东来参观门店，毫无保留地分享 生鲜供应链的整套流程——那是永辉赖以生存的身家性命。 2022年一次讲课，于东来感慨当年峥嵘岁月："你看，原来永辉多好[1]。" 巅峰时期，永辉的门店数量是胖东来的75倍。命运用又一个十年将两者的身份对调，时 过境迁，胖东来飞升零售教父，永辉成了教父的门徒，步步高、中百等商超上市公司， 于东来近日公布的2024年营收数据 胖东来是一本被零售行业长时间忽略，短时间翻烂的教材，但它的内核其实不复杂， 只 是反常识： 一不靠低价，二不做巨头，三不要增长。 不靠低价 线下消费至暗的2022年，想破脑袋的零售同行和深感赚钱毫无乐趣的于东来把酒言欢， 一场全国巡回帮扶之旅就此展开。 最先尝到甜头的是头戴ST帽子的步步高，梅溪湖店调改三天后，日均客流与销售额就分 别比改造前翻了6.5倍和6.7倍[3]。永辉 ...