以下文章来源于刘润 ，作者点这里关注→ 刘润 . 降低商业的认知门槛。刘润，润米咨询创始人，"5分钟商学院"课程主理人，著名商业顾问，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 企业家提供年度规划的参考方向，一起更早看到未来。 来源丨 刘润 （ID： runliu-pub ） 作者丨二蔓 编辑丨歌平 一觉醒来。 咦？怎么有这么多的人，都在讨论"理想放弃学习华为"的事儿？ 仔细一查。才知道，最近的理想，确实有挺多动作。比如，创始人李想亲自接管人事工作。比如，几 位华为系高管相继离职。比如，放弃华为特色的PBC绩效模式，重启OKR管理。 要知道，过去的几年里，理想一直在认真学习华为。华为系高管，PBC绩效模式，也都是"学习华 为"的产物。据说，理想还会要求管理团队，阅读至少十本关于华为的书。 这种感觉，就 像是一位优秀的学生 ，突然说"以后我不来了"。 所以一时间，很多人都在说，理想正在"放弃学习华为模式"，正在"去华为化"。 那么，理想为什么突然不学华为了？是因为学不会吗？还是因为华为的模式不够好？ 有人说，是因为华为的狼性文化，种不到理想的土壤里。有 ...

Core Insights - HeyGen has achieved an Annual Recurring Revenue (ARR) of $100 million within 29 months, starting from $1 million [2] - The company's philosophy emphasizes speed and adaptability in product development, focusing on what changes and what remains constant in the AI landscape [3][11] Group 1: Company Philosophy - The core principle is to embrace uncertainty and act quickly, ensuring that products can evolve with AI advancements without compromising quality [12] - The company aims to build flexible products that improve as models upgrade, rather than relying on a stable technological foundation [12][13] - HeyGen's approach contrasts with traditional software development, which assumes a stable technology base; instead, it focuses on rapid adaptation to frequent technological changes [14] Group 2: Product Development Strategy - The development cycle is structured around a two-month rhythm, aligning with AI model upgrade cycles to maintain focus and flexibility [18][22] - The company prioritizes quick experiments and learning, with a framework for conducting effective experiments that yield actionable insights [20][23] - Decisions are made rapidly, with a clear distinction between reversible and irreversible choices, promoting a culture of swift action [24][31] Group 3: Team Collaboration - All team members must understand the rationale behind their tasks, fostering a unified vision for product development [47][70] - The team structure includes product managers, engineers, designers, and data scientists, each with defined roles to enhance collaboration and efficiency [48][56] - Emphasis is placed on rapid prototyping and iterative testing, allowing for quick validation of ideas before extensive design efforts [74] Group 4: Quality and User Experience - The company strives for zero bugs in its products, recognizing that reliability is crucial for user trust and continued engagement [78] - User experience is paramount, with a focus on delivering high-quality video content that meets user needs rather than just aesthetic appeal [43][49] - The goal is to ensure that any user can create high-quality videos, regardless of their experience level [49] Group 5: Growth and Innovation - The growth team operates as an experimental engine, focusing on speed and learning to drive product iterations [79] - The company encourages a culture of learning from failures, viewing experiments as opportunities for rapid improvement rather than just a means to achieve success [83] - Innovation is tied directly to user value, with a commitment to solving real problems through creative solutions [43][110]

Core Insights - The e-commerce industry is characterized by rapid changes in user demands, competitive features, platform rules, and emerging technologies, making traditional development models inadequate for maintaining competitiveness [1][3] - Agile development is identified as a scientific methodology that enables rapid iteration and continuous delivery, allowing e-commerce platforms to respond swiftly to market changes and enhance user experience [1][4] Traditional Development Model Challenges - Slow system updates lead to missed market opportunities and inferior user experiences compared to competitors [3][6] - The linear waterfall model results in long cycles for feature deployment, high risks of obsolescence, delayed feedback on user experience issues, and inflexibility in adjusting requirements [6] Agile Development as an Accelerator - Agile development focuses on iteration and incremental progress, breaking down large tasks into smaller, independently deliverable sprints, typically completed every 1-2 weeks [4][8] - Key principles of agile development include prioritizing user value, continuous delivery, cross-functional collaboration, embracing change, and ongoing integration and automation [5][8] Practical Applications of Agile Development - Each iteration targets specific user pain points or business goals, with prioritization based on user feedback and data analysis rather than technical difficulty [7][10] - Examples include addressing high cart abandonment rates by prioritizing features like "one-click payment" and "automatic coupon pop-ups" over complex developments [7] - Agile practices involve starting preparations for major sales events 2-3 months in advance, with weekly iterations to optimize various aspects of the platform [8][10] Key Factors for Successful Agile Implementation - A cultural shift from perfectionism to rapid validation is essential, accepting iterative results that may not be perfect but are usable [8][9] - Establishing cross-functional teams and daily stand-up meetings enhances communication and decision-making efficiency [10] - Continuous integration and deployment (CI/CD) practices, along with automated testing, significantly reduce release cycles and risks associated with new features [10][11] Tools and Support for Agile Development - Project management tools like Jira and Trello, along with code management systems such as Git, facilitate agile processes [11] - A data-driven approach, small team dynamics, and rapid testing enable quicker responses to market opportunities and ongoing optimization of user experience [11]

Core Viewpoint - The article discusses the challenges faced by a senior full-stack developer in a startup environment, highlighting issues related to team dynamics, code management, and security vulnerabilities, ultimately leading to the developer's dismissal despite identifying critical problems within the team [1][3][13]. Group 1: Team Dynamics and Management - The developer joined a startup and was tasked with building a SaaS product from scratch, achieving a project size of 300KB, which included optimized images and bundled files [3]. - Upon joining another team, the developer discovered severe issues, including the misuse of git with frequent force pushes, leading to overwritten work and a lack of accountability among team members [5][6]. - The team exhibited unprofessional behavior, with a QA process that was inefficient and had been unresolved for six months, indicating poor task management [6]. Group 2: Security Vulnerabilities - The developer identified a significant security flaw where backend errors could leak sensitive information, including private API keys, and communicated this to the CTO [8]. - The proposed fix by the backend developer was inadequate, only addressing a specific route and failing to resolve the underlying issue, which the developer attempted to clarify with examples and code demonstrations [10][11]. Group 3: Dismissal and Aftermath - The developer was ultimately dismissed by the CTO, who acknowledged the validity of the concerns raised but claimed that the developer's presence was detrimental to team morale [13]. - The developer expressed frustration over being labeled as an outsider and faced backlash for attempting to improve the team's practices, leading to a sense of injustice regarding the situation [12][13]. - The article concludes with reflections on the experience, emphasizing the importance of moving forward and avoiding emotional entanglement with the toxic environment [16][17].

Core Points - The article discusses the experience of a senior full-stack developer who faced challenges in a startup due to poor team practices and ultimately was dismissed despite identifying critical issues [1][3][14]. Group 1: Team Issues - The team exhibited unprofessional behavior, including the misuse of git with frequent force pushes, leading to overwritten work and conflicts among team members [6][4][6]. - The quality of code was poor, and the task management system was ineffective, with one QA member managing an overwhelming number of issues without proper resolution [7][4]. Group 2: Security Vulnerabilities - A significant security vulnerability was identified, where backend errors could leak sensitive information, including private API keys, but the proposed fixes were inadequate [9][10][11]. - The developer provided a correct solution to the security issue, but it was dismissed by the backend developer, who instead blamed the developer for causing unnecessary pressure [12][14]. Group 3: Dismissal and Aftermath - The developer was ultimately dismissed by the CTO, who acknowledged the validity of the concerns raised but claimed that the developer's presence was detrimental to team morale [14][17]. - The developer expressed a desire to highlight the team's security flaws without causing harm, reflecting a sense of frustration over the situation [14][17].

Core Viewpoint - The article discusses the evolution of software engineering in China, emphasizing the need for a localized methodology that integrates agile principles with the unique cultural and organizational context of Chinese enterprises [5][12][14]. Group 1: Historical Context and Evolution - Wu Qiong, a key figure in the software engineering field, introduced Rational Unified Process (RUP) to China, significantly impacting the development practices of many companies [5][6]. - After experiencing the agile development wave in the U.S., Wu Qiong recognized the cultural mismatch when applying Western agile methodologies in Chinese companies, leading to the realization that a tailored approach was necessary [6][7][12]. Group 2: Challenges and Adaptation - The article highlights the contradictions between Western agile practices, which promote self-organization and flexibility, and the more controlled, hierarchical nature of Chinese corporate culture [7][12]. - Wu Qiong's transition from merely importing methodologies to creating a localized framework, known as Adapt, reflects the need for a more suitable approach for Chinese enterprises [8][14]. Group 3: The Impact of AI - The introduction of AI into software engineering is seen as a transformative force, with the potential to disrupt traditional practices and create new challenges in productivity and management [9][21]. - The article discusses the dual perception of AI tools as both productivity enhancers for management and distractions for employees, highlighting the need for a balanced approach to AI integration [9][36]. Group 4: Future Directions - The future of software engineering is expected to involve a more specialized and differentiated approach to AI agents, moving away from a one-size-fits-all model to tailored solutions for specific tasks and industries [24][25]. - The concept of managing AI agents as team members is proposed, suggesting a shift in organizational structures to accommodate this new dynamic [35][38]. Group 5: Methodology and Tools - The Adapt methodology emphasizes the importance of aligning organizational structures, task management, and data flow to enhance efficiency and effectiveness in software development [30][32][49]. - The "Zhiwei" platform is introduced as a flexible management tool that can adapt to the unique needs of organizations, contrasting with rigid off-the-shelf software solutions [52][53].

FY25 Performance Highlights - CACI achieved 16% underlying revenue growth, with 10% being organic[12] - The company secured $10 billion in contract awards, representing a 1.1x TTM book-to-bill ratio[12] - CACI reported an EBITDA margin of 11.2%[12,26] - Free cash flow reached $442 million, demonstrating efficient management of working capital and capital expenditures[12,26] - Adjusted EPS increased by 26% year-over-year[26] FY26 Guidance - CACI anticipates revenue growth of nearly 8% at the midpoint, with a range of 6.6% to 8.9%[22] - The company expects an EBITDA margin in the "mid 11% range"[22] - Free cash flow and free cash flow per share are projected to grow by more than 60%[22] - CACI forecasts free cash flow of at least $710 million[33] Capital Deployment and Balance Sheet - CACI repurchased 436,000 shares at an average price of $344 per share[12,32] - The company closed a $1 billion upsized offering of 6.375% senior unsecured notes[32] - CACI has a strong balance sheet with 2.9x leverage[32]

Core Viewpoint - The article discusses the bureaucratic rigidity of the Tang Dynasty as exemplified by the story of Li Shande, who faced overwhelming challenges in delivering lychees to the emperor, highlighting the pitfalls of top-down decision-making without practical feasibility [6][8][10]. Group 1: Bureaucratic Challenges - The decision-making process in the Tang Dynasty was often disconnected from reality, driven by the whims of powerful leaders without consideration for feasibility or data [9][10]. - Middle management became a "black hole," transferring pressure downwards without providing necessary resources or support, leading to organizational paralysis [10][11]. - The bureaucratic system, designed for stability and efficiency, became a hindrance when faced with new challenges, resulting in significant internal inefficiencies [11][12]. Group 2: Agile Entrepreneurship - Li Shande transitioned from a bureaucratic role to an entrepreneurial mindset, forming a cross-functional team to tackle the lychee delivery challenge [16][21]. - He employed an agile approach, conducting rapid experiments and iterations to find viable solutions, embodying the principle of "minimum viable product" [22][23]. - This shift from a rigid structure to a more flexible, trust-based team dynamic allowed for innovative problem-solving in a constrained environment [16][22]. Group 3: The Aftermath of Success - Despite successfully delivering the lychees, Li Shande received no recognition or reward, illustrating the indifference of the ruling class to individual contributions [26][27]. - His survival after the project was not due to merit but rather a random act of mercy from the emperor, highlighting the chaotic nature of the bureaucratic system [28][29]. - Ultimately, Li Shande's fate serves as a microcosm of the larger decline of the Tang Dynasty, where individual efforts were overshadowed by systemic failures [31][32].

Group 1 - The article discusses the challenges faced by project managers in bureaucratic systems, using the historical example of Li Shande in the Tang Dynasty, who was tasked with delivering lychees to the emperor under impossible conditions [6][10][41] - It highlights the disconnect between high-level decision-makers and the practical realities of project execution, emphasizing that decisions often stem from personal whims rather than data-driven analysis [12][13][19] - The narrative illustrates how middle management can become a "black hole," transferring pressure downwards without providing necessary resources or support, leading to organizational inefficiency [17][18][21] Group 2 - The article emphasizes the importance of adaptability and innovation in overcoming bureaucratic obstacles, as demonstrated by Li Shande's shift towards an entrepreneurial mindset to solve the lychee delivery problem [23][25][28] - It describes how Li Shande formed a cross-functional team to tackle the project, embodying principles of agile development and iterative testing to find solutions [26][36][37] - The narrative concludes with the notion that success in such a rigid system is often not recognized or rewarded, as seen in Li Shande's experience after successfully delivering the lychees [40][44][56]

Group 1: Organizational Change Demand - The current demand for organizational change among companies is driven by the need to survive and develop in an economic downturn, emphasizing a "lighter and more agile" state [1] - The concept of organizational change is characterized by extreme front-line pressure, project-based operations, and performance-driven management [1] Group 2: Project Economy - The rise of the project economy is evidenced by the increasing share of projects in Germany's GDP, which reached 41% in 2019 [2] - Only 35% of global projects are deemed successful, indicating significant waste of resources, time, and opportunities [2] Group 3: Shift from Operations to Projects - Traditional operational organizations are seen as rigid, while project-based organizations are linked to long-term value and organic growth [3] - Companies are increasingly shifting to project-based work to seek breakthroughs, as traditional roles hinder innovation [3] Group 4: Conditions for Project Value - For projects to generate business value, they require adequate resources and supportive policies [4] Group 5: Organizational Structure and Resource Allocation - Many companies' projects are under-resourced, lacking the necessary support from middle and back-office functions, which remain bureaucratic [5] - Successful companies are restructuring to empower middle-office functions and deploy business partners to frontline operations [6] Group 6: Incentivizing Project Contributions - The shift towards project roles raises questions about compensation, necessitating a new incentive structure based on contribution rather than traditional salary models [8][9] - The complexity of compensation in project-based organizations requires innovative approaches to ensure fair distribution of rewards [9] Group 7: Project Management Evolution - Traditional project management methods are outdated, focusing too much on standardization and process rather than results [11] - Agile development has emerged as a more effective project management approach, emphasizing customer engagement and iterative progress [12][13] Group 8: Organizational Transformation Challenges - Many companies claim to have adopted project-based structures, but their understanding often differs from the true essence of project management [10] - Successful organizational change requires top-level commitment and careful planning, rather than just enthusiasm from project managers [13]