Management Models and Their Limitations - The article discusses four common management models: personal management, delegation management, oversight management, and excessive institutional management, highlighting their limitations [2][3][6][7]. Personal Management - Personal management lacks standardization and replicability, as it relies on the charisma of an individual, making it difficult to sustain once that individual leaves the company [2]. Delegation Management - Delegation management has vulnerabilities due to the difficulty in accurately assessing the capabilities and character of those entrusted with responsibilities, which can lead to negative impacts on company development [3]. Oversight Management - Oversight management is limited in scope and can be arbitrary, as it relies heavily on the authority of individuals, potentially leading to a situation where the owner becomes overly involved in day-to-day operations, undermining the roles of functional departments [6]. Excessive Institutional Management - Excessive institutional management can lead to an overwhelming number of processes and regulations, resulting in inefficiencies and a bloated talent pool, which can hinder operational effectiveness [7][9].

Core Viewpoint - The article discusses the leadership transition at Wahaha under Zong Fuli, highlighting the challenges and changes that have occurred since the passing of Zong Qinghou, the founder. It presents a mixed view on whether Zong Fuli's leadership marks a positive or negative shift for the company, emphasizing the need for reform in a changing market environment [3][11][66]. Group 1: Leadership Transition - Zong Fuli has taken over Wahaha for over a year, and while the company reported a revenue of 72.8 billion yuan, matching its performance from a decade ago, there are significant internal challenges and employee dissatisfaction [14][21]. - The leadership change has led to a complete overhaul of the management team, with many of Zong Qinghou's core executives replaced by Zong Fuli's appointees, causing unrest among employees [18][20]. - Employee grievances have escalated, with reports of contract terminations and a shift to a new performance-based bonus system that has resulted in reduced year-end bonuses for many staff members [21][39]. Group 2: Operational Changes - Wahaha has begun outsourcing production, which contrasts sharply with the self-sufficient model established during Zong Qinghou's era, leading to consumer skepticism about product quality [6][22]. - The company has closed several factories as part of a strategy to optimize production and sales, resulting in significant employee protests, particularly among long-serving staff [9][39]. - Zong Fuli's management style emphasizes institutionalized processes and performance metrics, moving away from the familial culture fostered by Zong Qinghou [37][44]. Group 3: Market Position and Product Strategy - Despite a brief resurgence in sales, Wahaha faces long-term challenges due to brand and product aging, with a need to innovate and capture younger consumers [51][63]. - The company has attempted to diversify its product offerings but has struggled to create new hit products, with many of its past successes now facing stiff competition [60][61]. - Recent initiatives include the introduction of new products and a focus on improving distribution channels, such as the launch of smart coolers to enhance market presence [56][58].