将投中网设为"星标⭐"，第一时间收获最新推送 科研落地，团队升级，战略赋能 来源丨 投中网 日前，由浦东科创集团与投中信息联合主办的"浦东科创-海望登峰（二期）CEO特训营"第三模块课程圆满落幕。 本次课程汇聚科技成果转化、企业组 织管理与战略领导力领域的专家，包括中国科学院上海光机所所长张龙、壹念易简创始人及资深组织创新教练陈瑜，以及战略领导力专家、任天堂前资 深副总裁伏磊。 三位导师围绕科技创业全链条的核心痛点，系统传授从科研成果落地、团队心智建设到战略决策与组织领导的实战方法，为科技企业创始人提供了可落 地的管理工具与战略洞察，帮助学员在认知升级的同时，提升应对复杂商业环境和快速迭代挑战的能力。 在第一天的课程中， 中国科学院上海光机所所长张龙分享了他在帮助中国科技成果转化上"取势、明道、优术"的重要策略。 张所指出，科技创新已成 为国家竞争的核心，但科研成果"从实验室走向市场"仍存在诸多结构性难题。科研人员创业往往面临三大挑战：一是缺乏商业化思维和市场验证能力， 二是科研体系与资本、产业之间沟通不畅，三是在成果转化、团队建设和股权设计上缺乏系统规划，导致项目在"从0到1"或"从1到10"的阶段陷入瓶 ...

管理最大的痛点，不在于事，而在于人。 说白了，就是怎么点燃一群人，共同为一个目标而拼命干。 很多管理者一看到员工躺平、执行力差，第一反应是"这人不行，态度不好"，进而从员工身上找问题， 却很少反求诸己。 但其实，兵熊熊一个，将熊熊一窝。 一个团队有没有战斗力，业绩能不能打，氛围好不好，关键还真就看带头的那个领导。 那么，怎么判断一个领导到底会不会带人？ 我认为，做好以下4件事很重要。 把规则做硬，让执行有抓手 无规矩不成方圆。你的团队里，有老人，有新人，有精英，也有想躺平的人。 大家背景不同，能力各异，如果各行其是，团队很快就会变成一盘散沙。 怎么办呢？你要立规矩，把游戏规则摆到桌面上，让每个人都清楚知道什么能做，什么不能做，边界在 哪里。 毛主席当年是怎么改造工农红军的？不是靠喊口号，更不是靠人治，而是立规矩，提出了"三大纪律， 八项注意"。 所以，规则约束了人的行为，规则是做事的指南针。 你不用像防贼一样，事事盯着，只要把制定定好，规则做硬，把目标、标准、流程、责任讲清楚，所有 人都能自行运转起来，做对的事情。 关于规则，通常有3个重要原则： 第一个，规则要透明。 目标怎么定？事情怎么做？ 绩效的标准是什 ...

Core Insights - The article emphasizes that team success is determined by invisible factors such as culture, habits, collaboration modes, and leadership methods rather than quick fixes like personnel changes or increased pressure [1][3] - A structured, actionable plan is necessary to revitalize a struggling or nascent team within six months, tailored to the specific management realities of Chinese enterprises [1][4] Group 1: Initial Assessment and Understanding - The first month should focus on understanding the team's dynamics, business processes, and individual roles rather than making immediate changes [6][8] - Key questions to explore include the nature of work, team capabilities, and the effectiveness of current processes [7][10] Group 2: Establishing a Baseline and Future Vision - The second month involves creating a clear baseline of the current situation to serve as a reference for future improvements [9][23] - Gathering data on work quality, efficiency, and team dynamics is crucial for setting a future vision [10][21] Group 3: Action and Empowerment - The third month focuses on empowering the team, initiating training, and fostering a culture of continuous improvement [24][28] - Managers should facilitate open communication and trust to enable team members to take ownership of their roles [25][26] Group 4: Communication and Relationship Building - The fourth month emphasizes enhancing communication frequency and depth to drive team cohesion and clarity [32][34] - Building strong relationships within the team is essential for fostering a supportive environment [40][41] Group 5: Performance Optimization - The fifth month aims to amplify the results achieved so far and enhance team capabilities through targeted actions [45][46] - Identifying and addressing skill gaps within the team is critical for maintaining high performance [48][49] Group 6: Review and Future Planning - The sixth month is dedicated to reviewing progress, assessing the effectiveness of changes, and planning for the next phase [55][61] - Continuous improvement should be embedded in the team's culture to ensure long-term success [65][66]

Group 1 - The article discusses the role of a deputy leader, emphasizing the importance of delegating management tasks to focus on AI development and key project breakthroughs [1][6] - The deputy leader's primary responsibilities include internal management, project management, personnel metrics management, and improving work efficiency, while the leader focuses on external expansion and resource allocation [2] - Three types of deputy leaders are identified: the first type handles team miscellaneous tasks, the second type is project-oriented with strong capabilities, and the third type is for special situations requiring a balance of skills [17][20][18] Group 2 - The first type of deputy leader is often a trusted individual familiar with internal dynamics, while the second type excels in project execution but may lack communication experience with higher management [11][15] - The article highlights the potential risks of betrayal from deputy leaders, particularly those who share information but have different roles, suggesting that trust must be built on shared interests [26][32] - It concludes that strategic projects require direct involvement from the top leader to ensure alignment and mitigate risks associated with deputy leaders potentially acting independently [33][37]

Core Viewpoint - The article highlights the successful IPO of Insta360, led by founder Liu Jingkang, marking a significant milestone for the company and its employees, while emphasizing the importance of human resources and innovation in the company's growth strategy [2][3][6]. Group 1: IPO and Market Response - Insta360 debuted on the STAR Market on June 11, with its stock price soaring by 274% on the first day, resulting in a market capitalization exceeding 70 billion yuan [2]. - The IPO raised 1.938 billion yuan, which will be allocated for building a production base and a research center in Shenzhen, fulfilling commitments made by the founder to employees and investors [3]. Group 2: Company Culture and Employee Focus - Liu Jingkang emphasizes that "people" are the most important resource for the company, with a workforce exceeding 3,000 employees, predominantly born in the 1990s [5]. - The company has implemented an employee stock ownership plan, with 202 executives and core employees participating, representing 7.07% of the public offering shares, valued at approximately 500 million yuan based on the closing price on June 12 [5]. Group 3: Management Philosophy - Liu Jingkang aims to create a company culture that prioritizes employee development first, customer value second, and shareholder returns third, contrasting with mainstream corporate philosophies [6]. - The company encourages a playful and innovative work environment, including initiatives like a love fund for employees and unique office features to foster creativity [6][7]. Group 4: Innovation and Product Development - Employees are encouraged to engage in sports and activities relevant to their roles, leading to innovative product features that address user needs, such as a new camera function developed by product managers during skiing [7]. - Liu Jingkang has transitioned from a product-focused role to a management position, recognizing the complexities of organizational issues and the need for effective communication and alignment within a matrix organization [8]. Group 5: Recruitment and Talent Development - The company values qualities such as intelligence, responsibility, self-motivation, and curiosity in its recruitment process, with a focus on fostering a culture of exploration and improvement [9][10]. - Liu Jingkang believes that curiosity is a driving force behind innovation and is essential for the company's continued success and growth [10].