野识推介368：华人首富黄仁勋剑桥大学重磅观点——"末位淘汰"是错的！不敢犯错才是最大的"错" 原创 回归光明 回归光明 2025年11月28日 19:08 山东 在剑桥大学技术交流会上，英伟达创始人黄仁勋指出："末位淘汰"会"杀死"未来的"天才"。真正的创新从不诞生于恐惧，当团队"不敢犯错"，便永远无法创 造超越时代的技术。 黄仁勋分享：英伟达早年研发GPU时，无数次"失败"与"重来"。若按"末位淘汰"逻辑，那些看似"低效"的试错者，正是后来撑起AI时代的架构师与算法专 家。 黄仁勋强调：AI接管重复劳动后，人类唯一竞争力是创造力，而创造力需要允许"试错"与"慢思考"。"末位淘汰"能训练员工，却培养不出"未来"。 从黄仁勋的谈话中我们可以窥见。 第一：关于创新 1. 创新从不诞生于恐惧。 2. 创新的非恐惧土壤。真正的创新需要安全容错环境，而非在恐惧淘汰的压力下产生。 第三：未来人的素养 1. 创新力为首。未来创新是人的核心素养，ai无法替代。 2. 勇于试错。未来社会企业需要敢于试错，不怕失败，探索未知的人。 3. 能抗压有韧性，创新就会有失败。面对失败。需要有抗压能力和韧性，持续前进。 4. 一人一文明 ...

Core Viewpoint - The recent appointment of Liu Peng, a former Alibaba executive, as the new president of Sam's Club China has sparked significant backlash from members due to changes in the app's product display, which many perceive as adopting an "Alibaba flavor" [1][19][27] Group 1: Leadership Changes - Liu Peng is the first Chinese national to hold the position of president for Sam's Club China, reporting directly to Walmart China's CEO [1][19] - His appointment coincided with a controversial redesign of the Sam's Club app, leading to member dissatisfaction [1][19] Group 2: App Redesign and Member Reactions - The app's product images have been altered to include more promotional content and stylized presentations, moving away from the previous simple white-background images [3][5][10] - Members expressed confusion and frustration over the new design, which they feel complicates the shopping experience and increases selection time [5][10][13] - The redesign has been criticized for resembling tactics commonly used by e-commerce platforms, leading to concerns about transparency and product information [10][18][19] Group 3: Business Strategy and Market Position - Sam's Club is undergoing a digital transformation, with a focus on enhancing member experience and operational efficiency, as indicated by Liu Peng's background in e-commerce [19][21] - Walmart China reported a significant increase in net sales, with Sam's Club's transaction volume growing at a double-digit rate, highlighting the importance of maintaining member satisfaction [18][19] - The company aims to balance its traditional membership model with evolving digital strategies to retain its core customer base [19][27]

Core Concepts - The article discusses the military-inspired management strategies implemented by companies like Huawei, China National Chemical Corporation (Sinochem), and Vanke, emphasizing the importance of power balance, results-oriented assessments, and agile organizational structures [1][4][9]. Group 1: Power Balance and Management Structures - Huawei's "three powers separation" system (nominating, reviewing, and impeaching rights) is designed to prevent personal biases from harming the company, similar to military management mechanisms [1]. - Vanke's "weak relationship culture" utilizes digital approval processes to eliminate personal interference, ensuring accountability through automated monitoring [2][3]. Group 2: Results-Oriented Assessment - Sinochem's balanced scorecard approach breaks down strategic goals into four dimensions, including financial growth and customer satisfaction, akin to a military operations map [4][5]. - The implementation of military-style KPIs has led to significant operational improvements, such as a 15% profit growth target and a customer complaint rate of less than 0.3% [5][6]. Group 3: Focused Strategies - Huawei's "needle-point strategy" concentrates resources on key areas like 5G and chip development, with 70% of R&D budget allocated to these sectors, resulting in a 16% share of global 5G patents [6][8]. - Sinochem's "full industry chain" model controls every aspect of the food supply chain, achieving over 90% self-control in critical processes [7][8]. Group 4: Agile Organizational Structures - Huawei has established multiple "legion" teams that operate like special forces, allowing for rapid decision-making and project execution, significantly reducing project initiation times [9][10]. - The "heavy-duty brigade + marine corps" model at China Resources enables quick integration of acquired companies, reducing the average integration period from nine months to about three [10]. Group 5: Performance and Accountability - Huawei's "bottom-line elimination" policy, inspired by Jack Welch's "721 vitality rule," ensures that underperforming employees are removed to maintain organizational vigor [11][12]. - The company employs a rigorous self-criticism mechanism within its executive management team to ensure high standards and accountability [21][23]. Group 6: Strategic Resilience - Huawei's "backup plan" during the global supply chain crisis exemplifies a robust risk management system, with significant investments in technology and supply chain redundancy [14][15]. - The company has achieved a fourfold increase in its share of the global semiconductor market, demonstrating the effectiveness of its strategic resilience [16]. Group 7: Talent Development and Promotion - The "merit-based promotion" system at Huawei ties executive advancement to battlefield performance, with nearly half of its executives coming from challenging markets [17][18]. - China Resources employs a "merit point system" for promotions, fostering a closed-loop ecosystem of acquisition, integration, and advancement [18]. Group 8: Cultural and Philosophical Integration - Huawei's "striver agreement" aligns individual interests with corporate goals, fostering a collective mindset among employees [19][20]. - The military-inspired management practices of these companies reflect a blend of Eastern wisdom and military philosophy, contributing to a new commercial civilization [34][35].