公司容易受到误解、偏见和谎言的影响，但并非完全没有可能。 一家大型跨国公司的首席执行官正试图决定是否进行一项规模巨大的并购——这项并购不仅会改变公司的发展方向，还会重塑整个行业。他召集了核心团 队进行最终讨论。该交易最积极的支持者——公司最大部门的负责人——极力推崇其所谓的战略优势，这或许并非巧合，因为如果并购成功，他将掌管一 个更大的部门，从而巩固自己作为首席执行官无可争议的继任者的地位。相比之下，首席财务官则认为，相关的预测存在高度不确定性，并购的战略逻辑 在财务上缺乏说服力。其他核心团队成员则鲜有发言。如果给他更多的时间来做决定，并且不必担心交易消息泄露，首席执行官无疑会要求进行更多分析 并征求意见。然而，时间紧迫，最终首席执行官还是站在了这位部门负责人（他多年的得意门生）一边，并将并购方案提交给了董事会，董事会最终批准 了该方案。战略协同效应未能实现，导致价值遭受巨大损失。 这些由多个真实案例组成的综合分析是否让你感到似曾相识？这些情况显然不利于基于客观数据和合理的商业判断做出战略决策。尽管企业投入大量资源 用于战略规划和其他决策流程，但首席执行官们常常不得不做出无法用无可辩驳的财务计算来衡量的判断。 ...

许多高管意识到，要想在未来十年取得成功，他们需要关注战略这一根本问题。那么，什么是战略？ 《经济学人》给出了一个简洁而有力的定义：战略回答两个基本问题："你想去哪里？"以及"你想如何 到达那里？"¹ 传统的战略方法侧重于第一个问题。它们包括选择一个有吸引力的市场、选择一个可防御的战略地位或 构建核心竞争力。高管们只有在后期（如果有的话）才会考虑第二个问题。然而，在当今高速发展、竞 争激烈的市场中，这些方法并不完善。它们过分强调高管分析和预测哪些行业、能力或战略地位可行以 及可行时间长短的能力，而忽视了制定有效战略的挑战。 许多成功企业的管理者都采用了一种不同的战略视角，我和肖娜·布朗称之为"边缘竞争"。这种方法的 核心在于认识到，战略结合了"在哪里"和"如何"两个问题，从而不断创造临时性和不断变化的竞争优 势。来自不同公司的管理者都认同这种观点。英国石油公司首席执行官约翰·布朗曾说过："任何优势和 成功都不是永恒的。赢家是那些不断前进的人。" 戴尔公司首席执行官迈克尔·戴尔评论道："我们行业唯一不变的就是一切都在变化。我们必须保持领 先。"然而，创造一系列不断变化的优势并非易事。这需要在多个层面进行有效的战略 ...

在不确定性加剧的今天，企业最稀缺的资源不是资金，而是高质量的决策。今天，混沌深度创新商业平台（ HDDI 企业智库）正式入驻飞书应用商店。我 们将混沌十年的商业案例与顶级 AI 推理能力，嵌入你最熟悉的协作流中。从此刻起，每一次点击，都有顶级战略顾问相伴。 在飞书不仅要 " 跑得快 " ，更要 " 跑对方向 " HDDI 企业智库能在飞书里为你做什么？ HDDI 旨在实现战略能力的普惠化，赋能不同角色的职场精英。请根据您的角色，找到最适合的使用方式： • 战略太贵且慢： 外部咨询动辄百万起步，周期长达数月，而市场变化按小时计算。 • 逻辑难以结构化： 面对复杂的业务难题，团队有大量碎片化想法，却缺乏成体系的分析框架。 • 共识难以达成： 战略规划停留在 PPT 里，缺乏可视化的逻辑支撑，团队执行时动作变形。 飞书极大地提升了组织的信息流转效率，但作为管理者和业务一号位，你是否依然面临这些核心挑战： 我们深知，飞书的企业用户崇尚效率与逻辑。因此，我们没有做一个普通的聊天机器人，而是为你带来了一位 拥有百万级咨询经验的虚拟首席战略官 。 HDDI 企业智库现已正式登陆飞书应用商店！ | 角色类型 | 核心痛点 | ...

经管AI探界 人工智能（AI）与商业的深度融合正在重塑现代企业的决策模式与运营效率。当经管世界注入AI基 因，这场重组将如何开拓数智时代的商业文明新边界？ 港中大（深圳）经管学院特此推出"经管AI探界"，探前沿之界、学科之界、未来之界，以多重视角重新 定位数智时代的经管坐标系，共同谱写经管学科与产业的交响，学术理论到落地的闭环，以及"懂模 型、更懂人性"的复合型人才培养。 引言 在人工智能浪潮席卷各行各业的今天，企业管理与战略决策也正经历着深刻的智能化转型。香港中文大 学（深圳）经管学院的姜翰教授以其跨学科视野，将机器学习算法与公司治理研究深度融合，开创了一 项基于语音与文本数据的CEO政治倾向识别的研究。该研究突破了传统依赖问卷调查或公开声明的局 限，为企业战略决策与风险预警提供了全新工具。 技术揭秘 文本预处理 文本预处理包含三个阶段：首先，进行记录筛选，保留有效发言并剔除低频高管以避免过拟合；其次， 使用GPT-4o-mini进行句子级筛选，保留具有意识形态含义的语句，过滤财务数据和填充内容；最后， 进行实体匿名化，将公司和人名替换为通用标记以增强模型泛化能力。 主题建模 采用BERTopic框架，通过 ...

Core Insights - The article emphasizes that leaders should focus on strategic direction and talent management rather than solely on sales targets [2][3][4] Group 1: Strategic Decision-Making - Leaders must prioritize setting the right direction and making strategic decisions to guide the organization [5][8] - A good idea is based on insight, foresight, and the ability to execute effectively [9][10][14] - Leaders need to possess a strategic vision to identify opportunities and risks that others may overlook [10][12][13] Group 2: Talent Management - Effective leadership involves selecting the right people for the right roles to ensure successful strategy implementation [24][25] - Leaders should recognize individual strengths and weaknesses to achieve optimal person-job alignment [26][28] - Motivation is crucial; leaders must create an environment that fosters intrinsic motivation and aligns individual goals with organizational objectives [30][31][33] Group 3: Responsibility and Authority - The principle of aligning responsibility, authority, and benefits is essential for effective talent management [33][35] - Empowering teams with decision-making authority while holding them accountable leads to better performance and engagement [35][36] - The interplay between strategic direction and talent management creates a positive feedback loop that enhances leadership effectiveness [36]

General Provisions - The company establishes the Strategic and Sustainable Development Committee to ensure the scientific nature of development planning and strategic decision-making, enhancing sustainable development capabilities [1] - The committee is responsible for researching and providing recommendations on the company's long-term strategy, major investment decisions, and sustainable development matters [1] Composition of the Committee - The committee consists of 5 directors [2] - Members are nominated by the chairman, more than half of the independent directors, or one-third of all directors, and elected by the board [2] - The committee has a chairperson elected by the board, and its term aligns with that of the board [2] Responsibilities and Authority - The committee's main responsibilities include researching and recommending on long-term development plans, operational goals, and strategic directions [2] - It also reviews major investment and financing plans that require board or shareholder approval [2] - The committee supervises sustainable development efforts and reviews related reports and disclosures [2] Work Procedures - The board office serves as the daily operational body for the committee, preparing necessary materials for decision-making [3] - The committee organizes meetings to discuss and submit results to the board [3] Meeting Rules - The committee holds at least one regular meeting annually and can convene temporary meetings as needed [4] - Meetings require the presence of at least two-thirds of the members to proceed, and decisions must be approved by a majority [4] Documentation and Confidentiality - Meeting records must be kept for at least ten years, and all members have confidentiality obligations regarding discussed matters [5]

Group 1 - The core idea of strategy is to "occupy a place," emphasizing the importance of making choices about what to pursue and what to forgo [2][3][4] - Companies should focus on large markets or sectors, as larger markets provide more growth opportunities and can accommodate multiple large enterprises [2][3] - Not all companies need to target large markets; specialized small and medium enterprises can thrive in niche industries [3] Group 2 - Effective management hinges on understanding and motivating employees, which is fundamental to successful leadership [4][5] - Key responsibilities of a chairman include strategic decision-making, selecting the right people for execution, and communicating the company's culture and strategy [5][6][7] - The concept of "bureaucratic disease" can affect both large and small companies, leading to inefficiencies and low morale [10][11] Group 3 - Leadership qualities essential for effective management include direction, affinity, responsibility, and decisiveness, with cultural differences influencing these traits [12][13] - Companies should foster collaboration across departments to avoid the "silo effect," which can hinder efficiency and communication [15][16][17] Group 4 - The phenomenon of "involution" in various industries, characterized by excessive competition and price wars, can be addressed through consolidation, industry self-regulation, and innovation [26][27][28] - Companies should focus on differentiation and high-end product offerings to escape the cycle of price competition and enhance profitability [29][30] Group 5 - Understanding pricing strategies is crucial for business success, as effective pricing can significantly impact profitability [31][32][33] - Companies should not solely pursue low prices, as this can lead to unsustainable business practices and hinder innovation [34][35][36] Group 6 - The balance between continuous and disruptive innovation is vital for companies to remain competitive, requiring distinct teams for each type of innovation [39][40][41] - Emphasizing the process of work and contribution over mere results can lead to a more fulfilling and productive corporate culture [44][45][46]

Core Insights - The direct cause of a company's failure is a cash flow breakdown, which is often rooted in strategic missteps made by the CEO years prior [1][2] - Effective strategic decision-making is crucial for CEOs, as it determines the company's direction and future viability [3][5] Group 1: Strategic Decision-Making - CEOs must focus on long-term strategic thinking rather than getting bogged down in daily operations, as this is essential for sustainable growth [3][5] - A CEO's time is the most valuable and irreplaceable resource, and they should prioritize high-impact decisions over minor tasks [3][4] - Companies with strong teams but poor strategic direction can suffer catastrophic losses, highlighting the importance of correct decision-making [5][6] Group 2: CEO Characteristics and Involvement - CEOs should align their strategic direction with their personal strengths and core competencies to ensure long-term success [7] - Direct involvement and commitment from the CEO are necessary for navigating the transition from 0 to 1, as relying solely on professional managers may not yield the desired results [8] - Successful CEOs have managed to solidify their existing businesses while also exploring new opportunities, demonstrating the importance of balancing current operations with future growth [9]