Core Viewpoint - The article discusses the dissatisfaction of Ding Yanhui, the chairman of Aibisen, regarding the company's governance structure and compensation mechanisms, leading him to vote against the chairman election due to concentrated shareholding issues and ineffective incentive systems [1][3]. Group 1: Governance Structure - Ding Yanhui expressed concerns about the serious issues within the company's governance structure, highlighting the concentrated shareholding that hinders optimization through negotiation [1]. - He has communicated repeatedly with the company regarding the concentrated shareholding problem but has not seen any results, which prompted his dissenting vote during the chairman election [1]. Group 2: Compensation Mechanism - Ding criticized the company's profit distribution mechanism as being inadequate and the compensation distribution mechanism as unscientific and unreasonable [1]. - In 2024, Ding Yanhui received a total pre-tax compensation of 4.3556 million yuan, which includes 1.7399 million yuan from the employee stock ownership plan, marking a 51% increase from his 2.8845 million yuan salary in 2023 [3]. Group 3: Personal Philosophy - Ding Yanhui stated his commitment to reform, emphasizing his motto of contributing more taxes to the state and providing better compensation to employees [1].

12月2日，记者致电丁彦辉了解反对票背后的更多情况。关于为何以薪酬为理由投出本次反对票，丁彦辉称，"这是董秘的笔误"，自己其实是对公 司的激励机制不满。 丁彦辉表示，股票是上市公司最重要的资产，股权结构是上市公司治理的根基。但目前来看，艾比森的股权结构非常集中，且难以通过协商进行优 化。"针对股权结构过度集中的问题，我已与公司反复沟通却无果。两位股东始终不愿意减持，公司治理结构无法得到优化。因此，我在董事长选 举环节投出反对票。" 另据每日经济新闻，记者就此事对丁彦辉进行了专访，他在给出的回应中提到三点："公司的治理结构存在严重问题；公司的利益分配机制很不健 全；公司的薪酬分配机制不科学、不合理，不完善。"他还表示，要从自己开始，下决心改革。"'给国家多交税，给员工多发钱'，这是我的座右 铭。" 资料显示，丁彦辉1973年出生，中国国籍，无境外永久居留权，1996年毕业于甘肃陇东学院中文系，2004年至2010年在清华大学深圳研究生院 EMBA班、金融投资班、市场营销班学习。2001年8月创业成立艾比森，一直担任公司董事长、法定代表人至今（其中有十八年兼任总经理），现 并任惠州艾比森董事，艾比森投资公司董事长 ...

A股上市公司艾比森的一则《第六届董事会第一次会议决议公告》近日引发广泛关注。公告透露，审议 通过《关于第六届董事会董事长的议案》，但在相关补充信息中显示，丁彦辉投了1票反对，反对理由 是"对董事长岗位薪酬不满意"。对此，记者联系艾比森求证，对方回应称"这是董秘的笔误"，实际是董 事长对公司激励机制不满。艾比森方面还表示，董事长想要做一些改革创新，例如，公司治理结构不健 全，要优化公司治理结构；利益分配机制不健全；薪酬激励机制不合理。 (蓝鲸新闻) ...

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 ...