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].