01 高层、中层、基层，该为什么负责？ 高层对"长期与变化"负责 高层管理者对策略性目标负责，包括企业的长期发展、投资回报以及市场占有率的增长等。由此我们可 以得出，高层管理者要对长期和变化负责。换个角度说，公司是否有未来，能否不断地变革，取决于高 层管理者的能力和水平。 （原标题：2026计划管理系列（四）| 陈春花：高层、中层、基层，目标怎么定、怎么落？） 在《优秀的管理者，一定会做计划管理》中，我们了解到，企业发展过程中有三对必须面对的矛盾：长 期与短期、变化与稳定、效率与效益。 通过做好计划管理，当高层、中层和基层管理者这三组人，能够各自承担相应责任并协同工作时，企业 就可以健康发展。那么，他们分别应该承担的目标和责任是什么？ 中层对"稳定与效率"负责 中层管理者对功能性目标负责，包括企业的中期发展、生产力水平的提高以及人力资源的发展等。由此 我们可以得出，中层管理者需要对企业的效率和稳定负责。 也就是说，公司是否具有高效率，是否拥有合适的人才队伍，取决于中层管理者的能力和水平。 基层对"短期与效益"负责 基层管理者对日常操作性目标负责，包括企业的短期发展、工作安排(以任务为主)、销售定额、成本控 制 ...

（原标题：2026计划管理系列（三）| 陈春花：计划有效，关键在目标、预算、激励合一） 经常会听到管理者说，我们公司的文化不行、我们的执行力不够、我们的效率不够、我们人的能力不 够…… 想提醒大家的是，这些理由可能不是真的，问题的背后，可能是整个公司没有从头到尾贯穿计划管理。 如果从头到尾贯穿计划管理，每一个管理者都是愿意承诺的，都是为了实现目标孜孜以求的，都是希望 跟人合作的，相信企业的执行力、效率和文化都会很好。 要做到从头到尾贯穿计划管理，就必须得保证计划是有效的。下面，我们就来看看影响计划有效性的关 键因素有哪些？ 01 "计划有效性"为什么打折扣？ 观察很多企业，会发现一个现象：管理者在制定计划时，往往会先让分公司或者部门确定各自的计划， 再汇总到总公司，然后确定总公司的计划。 这种方式会使计划的有效性大打折扣，因为人们确定计划的目的不同。如果考核是完成计划就给予奖 励，分公司可能就会想办法让自己的计划目标小一些；而如果资源分配是和计划目标挂钩，分公司就可 能会想办法提高自己的计划目标，不管最后目标能否实现，先获得资源再说。 所以，这种制定计划的方式需要纠正过来，要记住：目标设定不做授权，目标要从上 ...

Core Insights - The implementation of goal management systems like KPI and OKR is essential for enhancing corporate efficiency, yet many companies struggle with execution, leading to a disconnect between ambitious goal-setting and practical outcomes [1][3] Group 1: Issues in Goal Management - Companies often face "misalignment" in goal-setting, where top management sets targets without considering frontline feedback, resulting in unrealistic expectations [3] - Over-centralization can lead to rigid targets that do not account for market realities, while excessive decentralization may cause divergent departmental goals, ultimately harming overall performance [4] - A lack of dynamic tracking mechanisms during execution can result in significant delays and failures, as companies may only assess progress at quarterly or annual intervals [4] Group 2: Solutions for Improvement - Establishing a "full-link closed-loop" practice system is crucial, which includes a three-tier consensus mechanism involving executives, middle management, and frontline employees to ensure goals are both strategic and feasible [5] - Implementing regular review processes, such as weekly retrospectives and monthly adjustments, can facilitate better tracking and cross-departmental collaboration [5] - Utilizing a dual-dimensional assessment approach that evaluates both results and processes can enhance the quality of goal execution, as demonstrated by successful practices at companies like Huawei and ByteDance [6]

Core Insights - The essence of a company's structure is reflected in the daily habits of its leader, emphasizing that a disciplined leader fosters a clear direction for the team [1][11] - Self-discipline in leadership is crucial for maintaining stability and preventing chaos within the organization [1][7] Group 1: Self-Discipline and Leadership - A disciplined leader exhibits stable energy, clear decision-making, and a clean mindset, which prevents emotional fluctuations from affecting the company [3][4] - Self-discipline manifests in self-management, goal management, and time management, allowing leaders to maintain focus and direction [3][6] - The ability to manage emotions and avoid impulsive decisions is vital for effective leadership, as emotional decision-making can lead to confusion within the team [3][4] Group 2: Goal and Time Management - Effective goal management involves setting clear objectives and maintaining a consistent rhythm in work, ensuring that efforts are directed towards the right tasks [4][6] - Time management is critical; a disciplined leader designs their time structure to maximize efficiency and minimize distractions [6][11] - The utilization of time directly impacts organizational efficiency, and leaders must manage their time effectively to lead larger teams [6][11] Group 3: Cultural Impact and Team Dynamics - A disciplined leader cultivates a strong organizational culture by implementing standardized processes and clear responsibilities, which helps in establishing a sense of order [6][9] - The leader's self-discipline serves as a model for the team, fostering a culture of accountability and responsibility [9][11] - A disciplined leader attracts like-minded individuals, creating a team that is focused on execution rather than complaints [9][11] Group 4: Long-term Sustainability - Self-discipline is essential for a company's long-term growth; while passion may initiate a business, discipline is necessary for its survival [7][11] - A disciplined leader ensures that the organization operates on systems rather than relying on individual capabilities, promoting sustainability [11] - The stability of a company is directly linked to the leader's ability to maintain discipline, which in turn influences the overall success of the organization [11]

Group 1 - The core viewpoint emphasizes the importance of control as a fundamental function in management to ensure performance achievement, despite the growing focus on empowerment and activation due to digital technology [1][2] - Control is essential for transforming corporate planning, organization, and leadership into performance, requiring measurement, verification, and correction throughout the process [3][4] Group 2 - Control serves five key functions: preventing crises, standardizing production, assessing employee performance, revising plans, and safeguarding organizational assets [5][6][7] - Control should be understood as a management behavior aimed at goals rather than a means of controlling individuals, focusing on continuous alignment with objectives and plans [8] Group 3 - The control process consists of four steps: establishing work goals and assessment standards, measuring actual performance, comparing actual performance with goals, and taking necessary corrective actions [9][10][11] - Effective control requires the establishment of standards, quantification of those standards, and a comprehensive approach throughout the management process [13][14][19] Group 4 - Effective control methods possess five important characteristics: economic efficiency, relevance to significant issues, timeliness, clarity, and the ability to clearly indicate necessary actions [20][21][22][23][24][25]

Group 1 - The core viewpoint of the article is about the trading journey of Sun Hui, who transitioned from a struggling trader to a successful one in the futures market, emphasizing the importance of experience, strategy, and adaptability [1][3][19] - Sun Hui started trading in the futures market in 2013 after losing his initial capital in the stock market, leading to significant financial struggles and personal challenges [5][6][19] - After years of losses exceeding one million yuan, Sun Hui developed a new trading strategy based on his observations, which led to a turnaround in his trading performance [6][7][19] Group 2 - Sun Hui's trading philosophy focuses on short-term trading with a principle of "running fast," which emphasizes quick exits and maintaining a flexible approach to market changes [11][15] - He primarily relies on technical analysis while using fundamental analysis as a supplementary tool, acknowledging the complexity and potential misinformation in fundamental data [13][14] - The strategy includes proactive profit-taking and rolling operations, which help mitigate losses during market downturns and maintain a steady growth trajectory [15][17] Group 3 - Sun Hui's experience highlights that retail traders can find opportunities in the futures market by identifying and leveraging their unique advantages [19][20] - He emphasizes the importance of self-awareness in trading, suggesting that traders should analyze their own performance rather than blindly following others [20][21] - The article illustrates that consistent, incremental gains are more sustainable than chasing large profits, advocating for a disciplined approach to trading [16][19]

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].

Core Insights - The article discusses the importance of aligning operational goals with strategic objectives in companies, highlighting the common pitfalls in setting performance indicators and the lack of comprehensive goal management software [1][2]. Group 1: Importance of Operational Indicators - Operational indicators are essential for the successful implementation of corporate strategies, yet many companies overlook their logical foundation and the ability to track and manage these indicators effectively [1][6]. - The absence of a complete goal management software leads to a significant disconnect between strategic goals and operational indicators, which can hinder performance [1][5]. Group 2: Features of 日事清's Operational Indicators - 日事清's operational indicators feature allows for the visualization, breakdown, and management of performance metrics such as sales and net profit, facilitating the tracking of OKR-related goals [3][10]. - The platform supports customizable dimensions for operational indicators, catering to different business types and management models, which enhances the management of various metrics [5][10]. Group 3: User Value and Application Scenarios - The operational indicators function provides significant user value by enabling the setting of specific actions related to achieving indicators, ensuring accountability through task assignments to responsible individuals [5][6]. - Various roles within a company, such as executives, OKR committees, and business directors, can utilize the operational indicators to monitor and drive performance towards strategic goals [12][15]. Group 4: Data Management and Monitoring - 日事清 allows for both manual and automatic updates of indicator data, ensuring real-time, accurate tracking of performance metrics [7][8]. - The system supports multi-dimensional data monitoring, enabling a comprehensive view of indicator achievement and facilitating timely adjustments to strategies [8][10].