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“反对的义务”,为什么在中国企业中落地这么难?
虎嗅APP· 2025-08-16 13:54
我在多家中国企业从事一线运营管理工作时,观察到一种普遍存在的组织生态:高层领导者往往扮演 着"皇帝"的角色,其决策不容置疑;中层管理者则倾向于"太监化",主要职责是迎合上级意图,而非 真正对经营结果负责;而基层员工则陷入"表演化",忙于表面工作,却鲜少创造实质价值。 在这种文化中,除了最高领导者,几乎没有人真正为企业的盈亏负责,所有人都为了"上级的满意 度"而努力。这种模式导致组织内部缺乏真正的责任感和效率,尽管每个人都看起来很忙碌,但整体 上却可能碌碌无为。很多企业靠着创业期的积累,在慢性消耗中惯性运行。 以下文章来源于张琨随笔 ,作者张琨 张琨随笔 . 勤于思考,勇于实践,乐于分享 本文来自微信公众号: 张琨随笔 ,作者:张琨,原文标题:《我最珍视的麦肯锡价值观"反对的义 务",为什么在中国企业中落地这么难?》,题图来自:AI生成 十几年前,一部名为《僵尸世界大战》的电影中提及的"第十人原则"深深触动了我的思考。电影中, 提到以色列文化中存在一种机制:如果一个十人小组中有九人意见一致,那么第十个人有义务提出反 对意见,即使这个意见看起来多么不可思议,也要假设其他九人是错的。 这种制度化的"魔鬼代言人"机制 ...
“反对的义务”,为什么在中国企业中落地这么难?
Hu Xiu· 2025-08-15 00:12
我在多家中国企业从事一线运营管理工作时,观察到一种普遍存在的组织生态:高层领导者往往扮演着"皇帝"的角 色,其决策不容置疑;中层管理者则倾向于"太监化",主要职责是迎合上级意图,而非真正对经营结果负责;而基层 员工则陷入"表演化",忙于表面工作,却鲜少创造实质价值。 在这种文化中,除了最高领导者,几乎没有人真正为企业的盈亏负责,所有人都为了"上级的满意度"而努力。这种模 式导致组织内部缺乏真正的责任感和效率,尽管每个人都看起来很忙碌,但整体上却可能碌碌无为。很多企业靠着创 业期的积累,在慢性消耗中惯性运行。 十几年前,一部名为《僵尸世界大战》的电影中提及的"第十人原则"深深触动了我的思考。电影中,提到以色列文化 中存在一种机制:如果一个十人小组中有九人意见一致,那么第十个人有义务提出反对意见,即使这个意见看起来多 么不可思议,也要假设其他九人是错的。 这种制度化的"魔鬼代言人"机制,旨在避免群体思维带来的灾难性后果,据称是以色列从1973年赎罪日战争等情报失 误中吸取的教训。这种主动寻求异见的做法,与此前经历的企业文化形成了鲜明对比,令人深受震撼并深感认同。它 清晰地揭示了,在面对高度不确定性和低概率高风险事 ...
当产品经理用约会的思路来解决问题 | 红杉汇内参
红杉汇· 2025-03-11 15:23
Core Insights - The primary role of product managers is to design, develop, and optimize products to solve user or market problems, ultimately creating value for both users and the company [1] - Product managers should focus on solving worthwhile problems and delivering value in the best possible way [1] Group 1: Evaluating Problems - Is the problem worth solving? This involves determining if the issue is merely a symptom of a larger problem [2] - Assess the impact of the problem on customers by considering reach, intensity, and user segment [4] - Consider the benefits of solving the problem for the company, including potential long-term impacts on trust and profitability [5][6] - Ensure the problem aligns with the company's long-term vision and strategy [6] - Evaluate opportunity costs associated with addressing the problem versus other potential projects [7] - Analyze the consequences of inaction, categorizing problems by urgency and potential future impact [8] Group 2: Identifying Key Issues - Understand the customer's Jobs-to-be-Done (JTBD) to identify their real needs beyond product usability [11] - Recognize that creating scale effects can help establish a competitive moat, particularly in social media and transaction platforms [12] - Stay vigilant against industry disruption, as innovation is crucial to avoid becoming obsolete [13] Group 3: Solution Discovery - Product managers should lead the solution discovery process, collaborating with engineers, designers, and stakeholders [16] - Determine the level of commitment to solving the problem, including resource allocation and time investment [17] - Solutions must be feasible, sustainable, and aligned with existing resources and constraints [18] - Identify the diminishing returns threshold to avoid overcomplicating solutions that may not meet customer needs [21] - Conduct "red team exercises" to critically evaluate solutions from the perspective of competitors and identify potential weaknesses [22] Group 4: Implementation Strategy - Focus on delivering the minimum viable product (MVP) to test user reactions and iterate quickly [23] - Assess whether the product manager is the best person to solve the identified problem, especially in a growing company [24]