Core Viewpoint - Global economic uncertainty is increasing, yet foreign institutions are raising their economic growth forecasts and stock index targets for China, highlighting a resilient outlook for the Chinese economy and assets [4] Group 1: Economic Resilience - The term "resilience" has been frequently used by various foreign investment institutions to describe the performance of the Chinese economy [4] - Companies across different sectors, including state-owned, private, and foreign enterprises, are showing a clearer and more optimistic strategic direction compared to the previous year [4][19] - The adaptability and innovative spirit of Chinese enterprises are crucial for overcoming challenges and discovering new growth points, especially in active economic regions like the Yangtze River Delta and the Pearl River Delta [20] Group 2: Strategic Planning - Companies are increasingly focusing on short-term, medium-term, and long-term strategic goals, with many now developing five-year economic plans [7][19] - Short-term goals often involve cost reduction and quick profitability, while medium-term goals include business adjustments and organizational changes to adapt to future developments [7] - Long-term planning may involve seeking new growth avenues, including international expansion [8] Group 3: International Expansion - The trend of Chinese companies going abroad has shifted from an optional strategy to a necessary one, with Southeast Asia being a popular destination [9] - Companies are advised to conduct thorough market analysis before entering new regions to avoid pitfalls and unnecessary investments [11] - A comprehensive evaluation of costs, logistics, manufacturing, sales, and taxation is essential for successful overseas expansion [11] Group 4: Market Dynamics - The North Asia region, particularly China, is seen as a key area for growth, with a shift from prioritizing speed of economic development to focusing on quality [12][13] - The ongoing economic transformation in China is driven by three main factors: economic transition, digitalization, and geopolitical dynamics [13] - The rise of artificial intelligence and digital technologies is providing new momentum for innovation and development within Chinese enterprises [19]

Group 1 - Huawei has become a model for large company management, but faced internal strife in 1998, leading to a significant investment in consulting services from IBM costing 2 billion [1][25] - McKinsey has laid off over 10% of its workforce in the past 18 months, reducing its employee count from 45,100 to approximately 40,000 [1][2] - The consulting industry is experiencing a downturn, with McKinsey's layoffs marking one of the largest in its history, reversing previous expansion plans [2][3] Group 2 - McKinsey's layoffs included 1,400 employees in March 2023, representing 3% of its workforce, and new hires' salaries have been frozen [5][6] - The company has faced legal challenges, agreeing to pay $650 million and $122 million in fines related to opioid marketing and bribery allegations [6] - McKinsey's revenue reached $16 billion in 2023, but it did not disclose revenue figures for 2024, marking a significant change in its reporting practices [6] Group 3 - The consulting industry is undergoing significant changes, with predictions of disruption affecting traditional business models [8][28] - The economic downturn in 2008 led to reduced consulting budgets, and clients are now more focused on short-term, targeted projects rather than large-scale consulting engagements [28][30] - The average fee rates for consulting projects have decreased by 15%-20% from 2015 to 2020, impacting profit margins and consultant salaries [29] Group 4 - The rise of AI and the availability of information have diminished the traditional value of consulting services, necessitating a redefinition of the industry's value proposition [30][34] - Scandals and failures have led clients to question the value of consulting, with notable cases involving McKinsey and Accenture highlighting performance issues [32][33] - The consulting industry is at a crossroads, facing challenges that require adaptation to survive in an era of information abundance [35][36]

Core Insights - A recent study by Boston Consulting Group indicates a rising pessimism among European consumers regarding their domestic economies [1] Economic Sentiment - 54% of surveyed consumers across nine European countries expressed a pessimistic view of their domestic economy, an increase of 7 percentage points compared to a previous survey in July 2024 [1] - The most pessimistic consumers are from the UK and France, with approximately 70% of respondents in these countries concerned about economic prospects [1] - In contrast, Scandinavian countries show the most optimism, with only about one-third of consumers expressing a negative outlook on their domestic economy [1] Personal Financial Outlook - A quarter of respondents reported feeling "bad" about their personal financial situation, which represents a 3 percentage point increase year-on-year [1]

Core Insights - The global economic landscape is undergoing significant changes, prompting discussions on cross-border opportunities in the era of regional trade [1] Group 1: Event Overview - The "Entering Europe" seminar was held in Shanghai, co-hosted by Lyon Business School and Amway Consulting, focusing on new cross-border opportunities [1] - The event featured experts and scholars discussing practical strategies and insights for businesses looking to expand internationally [1][5] Group 2: Key Speakers and Contributions - Notable speakers included Wang Hua, Vice President of Lyon Business School, who emphasized the importance of brand strategy and globalization for Chinese automotive companies [8] - Lin Haori, Managing Director of Amway Consulting China, highlighted the need for Chinese companies to adapt to the European market's unique regulatory and labor environments [9] - Wang Yang, Executive Deputy Director of the Global Human Resources and Organizational Innovation Center at Lyon Business School, discussed the dual challenges of globalization and localization faced by Chinese enterprises [12] Group 3: Strategic Insights - The seminar underscored that expanding overseas is no longer optional for Chinese companies but a necessity in a competitive environment [5] - Companies are encouraged to shift from a China-centric approach to a global-oriented management system, focusing on data-driven decision-making [9] - Financial management strategies for investing in Europe were discussed, emphasizing cost structure mastery and proactive planning [15] Group 4: Interactive Discussions - A roundtable forum allowed experts to share insights on financial management, human resource localization, and compliance strategies for entering the European market [16] - The discussions provided actionable insights for Chinese companies aiming to navigate the complexities of international expansion [16] Group 5: Future Outlook - Lyon Business School aims to continue empowering businesses in their global development journey, leveraging over 150 years of innovative educational philosophy [16]

CCI：以客户任务为核心的创新落地引擎 将"客户说的"当成"客户真正需要的"； 将"客户满意"等同于"客户成功"； 将"以客户为中心"停留在口号层面，缺乏落地抓手。 SEEKWAVES咨询总监姜昊玮表示："很多企业说以客户为中心，其实是用自己的逻辑定义客户需求，或者仅在服务流程中做'锦上添花'。但真正的客户导 向，是要深刻理解客户的业务场景，识别他们未被满足的关键任务，并围绕这些任务进行系统创新。" 在"以客户为中心"几乎成为企业战略共识的今天，如何将理念真正转化为业务成果，仍是众多B2B企业面临的核心挑战。近日，深耕B2B创新的管理咨询公 司SEEKWAVES（森舞韬略）正式对外发布其多年创新实践体系——CCI（Customer-Centric Innovation），以成熟的方法论与实战陪跑服务，帮助企业实现 真正的客户导向式创新落地。 破解客户导向的三大迷思 SEEKWAVES在长期服务工业、医疗、高科技等领域的咨询项目中发现，大多数企业在推进客户导向时面临三大典型误区： 作为SEEKWAVES多年客户洞察与创新咨询经验的系统化总结，CCI方法论强调从客户任务出发，推动价值主张重构、产品与服务协同创新、 ...

Core Viewpoint - The article emphasizes the importance of leaders updating their personal work modes, akin to updating operating systems, to enhance their effectiveness and adaptability in a rapidly changing business environment [1][26]. Group 1: Personal Work Mode Drivers - Personal work modes consist of four drivers: work focus, role, time allocation, and energy, which can either hinder efficiency or enhance adaptability depending on the executive's circumstances [3][15]. - Leaders must continuously assess their practices in these areas, especially during significant transitions in their careers or organizations [3][26]. Group 2: Assessing Work Focus - Effective leaders start by clarifying their work priorities, identifying critical issues to address, and recognizing key opportunities [4]. - Understanding stakeholder expectations is crucial for establishing clear work priorities, which involves identifying both internal and external stakeholders [5][6]. Group 3: Role Clarity - Leaders should determine which tasks require their direct involvement and which can be delegated, focusing on areas where their unique skills can make a significant impact [10][11]. - Engaging in meaningful dialogues with stakeholders can help clarify expectations and enhance organizational alignment [13][14]. Group 4: Time Management - Leaders need to strategically manage their time by setting boundaries and creating a rhythm that allows for flexibility while focusing on high-priority tasks [16][17]. - Restructuring meeting processes can improve efficiency, as many executives find that a significant portion of their decision-making time is wasted in unproductive meetings [19]. Group 5: Maintaining Energy Levels - Maintaining physical health and strong interpersonal relationships is essential for leaders to sustain high energy levels and effectively manage stress [20][21]. - Building a supportive network of trusted advisors can provide valuable perspectives and help leaders navigate challenges [22]. Group 6: Expanding Personal Work Modes - Leaders are encouraged to reflect on their personal work modes regularly and consider how to implement these practices organization-wide to enhance overall productivity [25][26]. - The article suggests that fostering a culture where every individual understands how to manage their work focus, role, time, and energy can lead to significant improvements in organizational performance [25][26].

Group 1 - The core point of the article is that McKinsey has laid off over 10% of its workforce in the past 18 months, marking one of the largest layoffs in its nearly 100-year history [1]

麦肯锡裁员超过10%。（英国金融时报） ...

Core Insights - The first live course of the "Practical Training Camp for Overseas Engineering Talents under the New International Situation" was successfully held on May 20, 2025, focusing on the "Seven-Step Method for International Engineering Market Development" [1][17] - The course was led by industry expert Wang, who provided a comprehensive analysis of the core logic and practical processes involved in international engineering market development [2][17] Group 1: Professional Instruction and Knowledge Framework - Wang, a professor-level senior engineer with over 30 years of project experience, emphasized the "2W1H" (What, Why, How) framework to outline the core logic of international engineering market development [2] - The course established foundational concepts, defining the international engineering market and its development as essential for meeting market demands and securing international engineering orders [3][4] Group 2: Detailed Seven-Step Process - The course detailed the "Seven-Step Method" for international engineering market development, which includes setting up market development offices, understanding local market conditions, and establishing market relationships [6][12] - Key steps include: 1. Setting up market development offices with compliance to local laws and company needs [6] 2. Familiarizing with local market conditions through political, economic, and competitive analysis [6] 3. Building relationships with various stakeholders to enhance market presence [6][7] 4. Acquiring project information through various development methods [7] 5. Identifying target projects based on credibility and feasibility assessments [8] 6. Tracking and developing target projects through a structured approach [8] 7. Participating in bidding and pricing strategies tailored to project types [8] Group 3: Practical Value and Student Feedback - The course integrated numerous real-life case studies, enhancing the practical applicability of the theoretical content [12] - Feedback from participants indicated that 95% found the course content practical and relevant to their work, with many appreciating the clarity and applicability of the "Seven-Step Method" [14] Group 4: Future Course Structure - This course serves as a foundation for subsequent sessions that will cover international engineering contract management, design control, cost management, HSE management, and cross-cultural communication [15] - The upcoming courses aim to create a comprehensive knowledge system that spans market development to operational support [15] Group 5: Conclusion and Opportunities - The successful launch of the "Seven-Step Method for International Engineering Market Development" marks the beginning of a series of training sessions aimed at equipping professionals with actionable methodologies for navigating the international engineering landscape [17] - The program is designed to help individuals and companies effectively position themselves in the overseas engineering market, leveraging expert knowledge and practical insights [17]

Core Insights - The favorable business environment, abundant talent resources, strong policy support, and vast market space are key factors for multinational companies to establish a presence in China [1] Group 1: ABeam Consulting - ABeam Consulting has experienced rapid growth since establishing its presence in Shanghai in 2003, with branches in multiple cities including Beijing, Shenzhen, and Hong Kong [4] - The company employs over 1,100 staff in China, with more than 600 based in Shanghai, and offers two main business brands: management consulting and technology development [7] - ABeam has expanded its services beyond manufacturing and retail to include sectors like semiconductors and renewable energy, increasing its client base significantly [7] Group 2: Danaher Corporation - Danaher has established a comprehensive industrial layout in China, with a focus on local R&D and manufacturing, supported by nine local R&D and manufacturing bases [9] - The company launched the QPix FLEX microbial cloning screening system, marking a significant step in its localization strategy [12] - Danaher aims for 80% of its products sold in China to be produced locally and to source 80% of materials domestically, reflecting its commitment to localization [14] Group 3: Investment Trends - Numerous multinational companies, including Roche Pharmaceuticals, are increasing investments in China, signaling confidence in the Chinese economy [15] - Roche announced a 2.04 billion RMB investment to build a new biopharmaceutical production base in Shanghai, enhancing its local supply chain and production capabilities [15]