北汽全新概念车正在肩负着重要的战略使命。 "未来汽车市场的竞争，是'设计力'的竞争，我们将通过设计实现差异化。北汽设计团队将打造一套完 整的设计方法，着眼长远、保持一致、有的放矢。着力于全面提升北汽集团设计体系的广度和深度，培 育协作共赢的团队文化。"近日，首届北汽设计沙龙举办。在此次沙龙上，北汽集团全球设计VP、首席 设计官罗伟基携加入后的首款作品——极狐 ARCFOX 77°概念车亮相并致辞。 据了解，这是一场以"FASTER BUT BETTER更快但更好"为主题的设计理念交流与展示。契合北汽集团 的"三年跃升行动"。北汽集团方面表示，北汽设计团队始终致力于打造更具竞争力的产品，并传递以用 户为中心的价值。以创新的设计风格，秉承集团的中长期发展愿景，以设计驱变，为品牌带来全面的创 新跃升。 记者注意到，极狐ARCFOX 77°概念车是ARC-FLOW（极智源流）设计哲学的首次具象呈现。在前瞻设 计领域，概念车不仅仅代表未来造型——更重要的是它承载着战略功能，为参与整体汽车设计流程的团 队指引方向。 根据北汽集团方面介绍，"77°"的名称源自广大网友的智慧，灵感源于北极圈核心纬度——北纬77°，这 里是北 ...

Core Viewpoint - The focus of companies in recent years has shifted towards "increasing efficiency," with a particular emphasis on "human efficiency" as a key indicator for survival, competitiveness, and sustainable development [1][6][12]. Group 1: Human Efficiency - Human efficiency is defined as the total benefits (numerator) divided by the total number of employees (denominator), raising questions about accountability for the results [1][5]. - The distinction between "knowledge workers" and "manual workers" is crucial, with knowledge workers being those who think, innovate, and create value, while manual workers follow set standards for time and effort [3][5]. Group 2: The Role of Knowledge Workers - Knowledge workers are essential for innovation and value creation, yet many are currently engaged in manual tasks rather than utilizing their cognitive abilities [6][21]. - The need for knowledge workers is heightened during periods of organizational change, where strategic design and planning become critical [12][15]. Group 3: Standards and Organizational Design - The lack of established standards leads to confusion and inefficiency within organizations, necessitating the creation of new standards to support current and future development [14][19]. - The management structure can be categorized into decision-makers, business promotion teams, and operational support teams, each playing a vital role in organizational efficiency [14]. Group 4: The Shift from Execution to Design - There is a growing emphasis on design capabilities over mere execution, with organizations needing to engage more individuals in the design process to adapt to changing environments [15][16]. - The "4D integration" model (Business Development, Talent Development, Organizational Development, Learning Development) is proposed as a framework for organizational growth [16][17]. Group 5: The Risks of Manualization of Knowledge Workers - The phenomenon of knowledge workers becoming manualized is increasingly evident, leading to a disconnect between strategic design and daily operations [20][24]. - Middle management plays a crucial role in bridging high-level decisions and grassroots execution, and their failure to do so can result in organizational misalignment [24][25]. Group 6: Core Competencies for Knowledge Workers - Knowledge workers must develop two core competencies: scientific problem-solving abilities and philosophical reflection skills to maintain a balanced work-life state [26][30]. - A structured approach to problem-solving, defined by principles such as results orientation, system thinking, value creation, and partnership, is essential for effective knowledge work [29][30].