刘润 . 以下文章来源于刘润 ，作者点这里关注→ 降低商业的认知门槛。刘润，润米咨询创始人，战略咨询顾问，"5分钟商学院"课程主理人。曾为海 尔、中远、恒基、百度等企业提供过战略咨询服务，每年10月举办"进化的力量·年度演讲"，为创业者 企业家们提供年度规划的参考方向，一起更早看到未来。 来源 | 刘润（ID：runliu-pub) 观点 | 刘润 主笔 | 二蔓 责编 | 歌平 预计阅读时间：6分钟 | 润米咨询原创了一个"战略六变量"： | | --- | | 1）价值。这是你存在的根本理由； | | 2）稀缺。能让你卖得更贵。因为你有，别人没有； | | 3）壁垒。能让你做得更久。比如专利壁垒。比如生态壁垒。比如特许经营权； | | 4）资产。能让你赚得更容易。比如品牌资产。比如粉丝资产； | | 5）杠杆。能让你做得更大。比如产品杠杆。比如资本杠杆； | | 6）飞轮。能让你越发展越快。比如价格飞轮。 | | 但是，经常会有伙伴说，道理我都懂，可咱这不是没有嘛。尤其是壁垒。又是专利，又是生态，又 | | 是特许经营权。哪有这么容易。 | | 我很想说，就是因为难得，就是因为不容易，所以才能帮你建立优势 ...

Core Viewpoint - The article discusses the differences between "grassroots teams" and "regular armies" in business, emphasizing the importance of strategic thinking, structured management, and data-driven decision-making to avoid chaos and inefficiency in organizations [10][12][54]. Group 1: Characteristics of Grassroots Teams vs. Regular Armies - Grassroots teams rely on ideas rather than models for strategy, leading to inconsistent and reactive decision-making [12][14]. - Management in grassroots teams is task-oriented, while regular armies focus on achieving specific goals [48][54]. - Goals in grassroots teams are often based on wishes rather than organizational structure, whereas regular armies utilize structured planning [55][58]. Group 2: Decision-Making Processes - Grassroots teams make decisions based on intuition, while regular armies depend on data to inform their choices [84][97]. - The reliance on intuition can lead to inconsistent outcomes, whereas data-driven decisions provide a clearer path to success [85][88]. Group 3: Performance Evaluation and Accountability - In grassroots teams, performance assessments are often based on appearances and subjective evaluations, while regular armies implement structured rules for evaluation [98][110]. - A well-defined evaluation system connects organizational goals with employee incentives, ensuring accountability and fairness [110][116]. Group 4: Strategic Planning Models - The article introduces the "5-3-1" model for strategic planning, which involves looking five years ahead, planning for three years, and executing for one year [22][38]. - The "PEST+I" model is recommended for analyzing macro trends and industry dynamics over a five-year horizon [27][28]. - The "Strategic Six Variables" model helps organizations identify competitive advantages and areas for improvement over a three-year period [30][37]. Group 5: Importance of Structured Management - Structured management practices, such as regular meetings and clear goal-setting, are essential for executing strategies effectively [66][80]. - The article emphasizes that successful organizations must evolve from informal, chaotic structures to more organized and systematic approaches to sustain growth [141][142].