谢泓/文 最近，笔者参加了一家企业的内部战略研讨会，发现一个令人担忧的现象：在讨论明年战略目标时，这家规模中等的企业，决策流程竟堪比大企业。一些简 单的市场活动也需要经过多个层级的审批，导致企业对市场变化的响应速度极为迟缓。 会上，笔者直言不讳地指出："小企业容易犯大企业病，当前的决策机制已无法适应快速变化的市场需求。小企业的核心优势在于灵活性，一旦失去，企业 将丧失重要的竞争力。" 决策链条过长，小企业患上大企业病，唯有划小经营单元，才能让组织重焕活力。由此，笔者联想到明代名将戚继光所创的鸳鸯阵——一种将大型兵团划分 为12人作战单元的革命性军事编制。这一阵法在浙闽山地成功抵御了倭寇的侵袭，其蕴含的组织管理智慧，对当今企业仍有启示意义。 嘉靖年间，倭寇频繁侵扰东南沿海，其机动灵活的战术，让明朝传统大兵团屡吃败仗。戚继光洞察到了问题本质：在复杂地形下，大规模兵团行动迟缓、协 调困难。于是，他创立"鸳鸯阵"，以12人为一个基本作战单位。队伍最前为队长，其后两人分别执长牌与藤牌，再两人为狼筅手，接着是四名长枪手，最后 是使用短刀的短兵手。 鸳鸯阵的精妙之处在于，通过划小作战单元，实现了指挥效率的最大化。每个小单元 ...

继日航的危机重生与7-11的持续领先之后，新易咨询赴日研修团的第四天行程，进入了一场关于经营系统的深度对话。我们走进京都，探访京瓷株式会 社，从理念到实践，全面拆解被誉为"日本经营之魂"的阿米巴经营模式。 而将这些理念落地的桥梁，正是阿米巴经营。 第五站：京瓷阿米巴经营课堂 小单元里的大智慧 上午，研修团走进京瓷旗下专业阿米巴咨询机构执行董事堀直树老师的课堂，开启一场关于"组织活力"的系统性思考。 日本长寿企业的三大特征，成为课堂起点： 三方好的经营目的：卖方好、买方好、世间好——唯有贯彻利他之心，才能实现真正可持续的高利润； 浓厚的人际关系：企业与员工、顾客之间建立家人般的信任，长期雇佣成为组织韧性的基石； 明确的经营方针：如京瓷哲学，不是贴在墙上的口号，而是融入行为的准则。 1 0 原理原則 - 超級-超3 2-6小里元决算制度的管理指导 REAL 它远非一套分账系统，而是一套让全员成为经营主角的机制： 它源于稻盛和夫从技术人到经营人的转变，意识到企业必须为员工的物质与精神幸福而存在； 它通过小单元核算，把组织划分为10人以下的"阿米巴"，让每个单元像一家小公司般独立运作； 它借助每小时附加价值这一指标， ...

Core Viewpoint - The company, Qinghai Salt Lake Industry Co., Ltd., has reported stable production and sales of its core products, including potassium chloride and lithium carbonate, while implementing effective cost control and operational efficiency measures to enhance its competitive edge and resilience against risks [6][7]. Financial Data - The company confirmed that its quarterly report is accurate and complete, with no need for restatement of previous financial data [2][4]. - The third-quarter financial report has not been audited [9]. Production and Sales Performance - In the reporting period, the company produced 3.2662 million tons of potassium chloride and sold 2.8609 million tons, while lithium carbonate production reached 31,600 tons with sales of 31,500 tons, indicating efficient production and sales alignment [6]. - The company has adopted an "Amoeba" management model to enhance cost control, optimizing logistics and warehousing to significantly reduce logistics costs [6]. Strategic Initiatives - The company’s actual controller, China Minmetals, has initiated a share buyback plan, acquiring 248 million shares (4.69% of total shares), increasing its total control to 1.587 billion shares (29.99% of total shares) [7]. - A new integrated lithium salt project with an annual capacity of 40,000 tons has successfully entered the trial production phase, enhancing the company's lithium salt production capacity and market competitiveness [7].

Group 1 - The core concept of "盛和塾" is to provide a platform for entrepreneurs to learn and practice the management philosophy of Inamori Kazuo, focusing on sustainable business growth [1][2] - "盛和塾" originated in 1983, initially named "盛友塾," and was renamed in 1989, symbolizing the integration of business prosperity and human virtue [2] - Inamori Kazuo, the founder of Kyocera and KDDI, is recognized as a significant figure in management philosophy, having successfully rebuilt a bankrupt airline at the age of 78 [2] Group 2 - "盛和塾" operates legally in China, with a structured corporate governance model and independent legal entities managing its operations [4] - The organization adheres to national market regulations and has a clear decision-making process involving a board of directors [4] - In January 2019, Inamori announced the continuation of "盛和塾" in China, ensuring compliance with corporate decision-making protocols [4] Group 3 - The learning content at "盛和塾" includes three main areas: life philosophy, management philosophy, and practical management skills [6] - Life philosophy emphasizes values such as "respect for heaven and love for people," while management philosophy focuses on contributing to societal progress alongside employee well-being [6] - Practical management skills provide actionable methodologies, including the Amoeba Management model and accounting principles [6] Group 4 - Entrepreneurs interested in "盛和塾" should choose legitimate learning channels to engage in activities organized by the platform [7] - The learning approach emphasizes the combination of theoretical knowledge and practical application through experience sharing among entrepreneurs [7] - "盛和塾" aims to be a trustworthy platform for those seeking to deepen their management knowledge and exchange practical experiences [9]

Group 1 - The core issue for many entrepreneurs is the lack of effective management methods, leading to difficulties in profitability despite increased scale [1] - Many entrepreneurs face challenges due to a family-style and loose management approach, which becomes less effective as the business grows [1] - The mindset and vision of entrepreneurs are crucial for success, as seen in the case of Yu Minhong from New Oriental, who adapted innovative management practices to scale his business [3][4] Group 2 - Companies need to cultivate talent that understands business operations to enhance overall organizational capability [8] - Organizational capability is defined as the ability to convert various inputs into products or services with higher efficiency or quality compared to competitors [10] - The successful e-commerce company, Handu Yishe, exemplifies effective organizational capability through its independent operational model [10] Group 3 - Establishing a scientific and effective incentive mechanism is essential for motivating employees and enhancing performance [11][12] - The Amiba management model promotes high profits by encouraging employees to take ownership of their work and results, leading to precise performance assessments [14] - Many companies struggle with data management, resulting in isolated data systems that do not provide actionable insights; the Amiba accounting reports can integrate these data for better decision-making [15]

Core Insights - The company has achieved a contract pipe production of 1 million tons by July 24, marking the fastest record in the past 12 years and surpassing last year's milestone by 73 days [1] - This achievement continues a trend of exceeding 1 million tons in contract pipe production for nine consecutive years since 2016 [1] Group 1: Production and Management - The company has implemented a "1+N" management system to enhance coordination across production, supply, sales, storage, and transportation [1] - Regular coordination meetings are held to focus on key projects and customer supply demands, improving the efficiency of order execution [1] - The company has adopted a "production is efficient" organizational model, with leadership conducting over 10 grassroots investigations to support production supply [1] Group 2: Performance Metrics - The company has supplied over 200,000 tons to the national pipeline network and nearly 400,000 tons to major domestic oil fields [2] - Internationally, the company has provided over 60,000 tons to projects in Saudi Arabia and the UAE [2] - Year-on-year production growth includes a 37.7% increase in transmission pipe output, a 22.9% increase in specialized pipe output, and a 6.8% increase in continuous pipe output, with the latter surpassing 10,000 tons [2]

Core Insights - China National Petroleum Corporation's Baoshi Pipe Industry Co., Ltd. has achieved a contract pipe production of 1 million tons by July 24, 2023, setting a record for the fastest time to reach this milestone in nearly 12 years [1] Production and Supply - As of July 24, 2023, Baoshi Pipe Industry has supplied over 200,000 tons of steel pipes for the national pipeline network and nearly 400,000 tons of oil casing for major domestic oil fields such as Changqing and Xinjiang [1] - The company has also provided over 60,000 tons for international projects in Saudi Arabia and the UAE [1] Product Performance - The production of transportation pipes has increased by 37.7% year-on-year, specialized pipes by 22.9%, and continuous pipes by 6.8% [1] Operational Efficiency - The company's steady production growth is attributed to the flexible application of lean production strategies [1] - Baoshi Pipe Industry implements a "1+N" management system to enhance coordination across production, supply, sales, and storage, ensuring efficient execution of orders [1] - The company has adopted a "production is efficient" organizational model, establishing a production service supply model that is led by management, flexible in organization, and accountable [1] Internal Management - Each production unit follows the Amoeba management model to refine internal accounting units, which has led to improved production efficiency, enhanced quality control, and significant cost savings through positive employee incentives [1]

Core Insights - The implementation of the "Amoeba" management model at China Petroleum's Changqing Oilfield has led to increased productivity, reduced costs, and improved efficiency among the teams involved [1][3][7] Group 1: Operational Efficiency - The "Amoeba" model encourages proactive management and accountability, transforming traditional roles into innovative and efficient practices [3][6] - The first team developed a "Multi-Dimensional Matrix Gas Well Management Method" to enhance efficiency and address operational challenges, demonstrating a culture of continuous improvement [2][3] - Daily inspections and maintenance have resulted in a nearly 10% decrease in equipment failure rates compared to the previous year [4] Group 2: Resource Management - The team has successfully eliminated 142 outdated instruments and valves, saving 773,000 yuan, while optimizing inventory management through a systematic approach [5] - The integration of equipment management responsibilities has led to the establishment of 17 major repair technical documents, aiding in maintenance and reducing inventory costs [4][5] Group 3: Employee Engagement and Development - The "Amoeba" model fosters a culture of shared responsibility and collaboration, enhancing employees' sense of ownership and awareness of efficiency [6][7] - The implementation of the "Four Consistent Actions" framework integrates party-building efforts with operational goals, promoting a culture of continuous improvement and innovation [7]

Core Insights - The article discusses the challenges of inter-departmental collaboration within companies and introduces the Amoeba Management Model as a potential solution to enhance efficiency and competitiveness. Group 1: Rapid Market Response - The Amoeba Management Model features a flat organizational structure and flexible operating mechanisms, enabling companies to quickly sense market changes and adjust strategies accordingly [3] - Each Amoeba unit directly engages with the market, allowing for timely acquisition of customer needs and competitor dynamics, which facilitates swift decision-making [3] Group 2: Enhanced Responsibility - By dividing the company into multiple Amoeba units, each with clear operational goals and responsibilities, employees are empowered to act as "managers," fostering a sense of ownership and engagement [3] - This shift in identity encourages employees to actively participate in business operations, leading to increased enthusiasm and creativity in their work [3] Group 3: Marketization of Internal Transactions - The Amoeba Management Model breaks down traditional departmental barriers, fostering close collaboration among different Amoeba units [4] - Each Amoeba understands its role and responsibilities while being aware of the processes and needs of other units, promoting mutual support to achieve overall business objectives [4] Group 4: Cultivating a Shared Philosophy - The model emphasizes the concept that "everyone is a manager," encouraging employees to understand the company's business philosophy and values through training and meetings [4] - This collective mindset helps dissolve departmental barriers, as employees focus on the overall interests of the company rather than individual gains [4] Group 5: Precision Management - The Amoeba Management Model advocates for independent accounting for each Amoeba, allowing for precise analysis and control of costs, revenues, and profits [5] - By analyzing cost data, companies can identify wasteful practices and implement cost-reduction measures, while revenue and profit analysis helps assess the profitability of each business unit [5] - This precision management enhances operational efficiency and strengthens the company's competitive position in the market [5]

Core Viewpoint - Panasonic announced a global layoff of 10,000 employees, reflecting its struggle and transformation in the face of changing market dynamics and a 17.5% year-on-year decline in net profit for the fiscal year 2024 [2][13]. Group 1: Company Performance and Strategy - The net profit for Panasonic in the fiscal year 2024 was 360 billion yen, significantly impacted by underperforming consumer electronics segments such as televisions and kitchen appliances [2]. - The company is shifting its focus towards high-growth areas, with its home appliance business now accounting for only 40% of total revenue, while 60% comes from B2B sectors like electric vehicle batteries and residential security [7][19]. - Panasonic's proactive adjustments indicate a commitment to optimizing its business philosophy in response to contemporary challenges [2][18]. Group 2: Historical Context and Business Philosophy - Panasonic was founded by Konosuke Matsushita, who emphasized a philosophy of "selfless service" and "water-like" pricing strategies, aiming to provide affordable products to enhance societal well-being [6][20]. - Matsushita's principles, including the "self-creation" philosophy and the importance of nurturing talent, have been foundational to Panasonic's growth from a small workshop to a global giant [4][9]. - The company has historically prioritized employee welfare, exemplified by its commitment to not laying off workers during economic downturns, fostering a strong organizational culture [10][11]. Group 3: Corporate Culture and Social Responsibility - Panasonic's corporate culture is built on principles such as social responsibility, integrity, teamwork, and continuous improvement, which guide its operations and employee relations [14][15]. - The company promotes a philosophy of "coexistence and co-prosperity," emphasizing the importance of mutual benefit among stakeholders [14][20]. - Matsushita's legacy continues to influence modern corporate practices, highlighting the significance of human-centric management and corporate social responsibility in achieving long-term success [20].