Core Insights - The concept of "big company disease" refers to large, once-successful enterprises that gradually lose vitality and competitiveness, leading to stagnation or decline [2][14] - The article discusses the symptoms of "big company disease," including strategic misalignment, organizational dysfunction, and innovation stagnation [2][11] Strategic Misalignment - The first symptom of "big company disease" is strategic misalignment, where companies lose focus on their core mission and begin to expand into unrelated markets without a unified strategy [2][5] - Frequent changes in strategic direction can lead to confusion and resource misallocation, as seen in companies like HTC and Meituan [3][5] - Companies that maintain a clear strategic focus, like Nintendo, are more likely to succeed [2][5] Organizational Dysfunction - The second symptom is organizational dysfunction, characterized by slow decision-making processes and a lack of effective communication within the organization [7][8] - As companies grow, their decision-making structures can become cumbersome, leading to missed opportunities, as illustrated by Giordano's slow response to e-commerce challenges [7][8] - Internal competition for resources can create inefficiencies, as seen in companies like Vanke and Wang An Computer, where departments operate in silos [8][9] Innovation Stagnation - The third symptom is a decline in innovation capabilities, where companies become risk-averse and fail to pursue groundbreaking ideas [11][12] - Companies may continue to release new products, but these often lack true innovation and merely extend existing lines, as demonstrated by Blackberry and Sony [11][12] - The article emphasizes that true innovation requires a willingness to explore new possibilities rather than relying solely on past successes [16][21] Underlying Mechanisms - The article identifies three interrelated mechanisms that contribute to "big company disease": success traps, internal drive imbalance, and short-termism [14][18][21] - Success traps occur when companies become overly reliant on past successful strategies, leading to a decline in adaptability [15][16] - Internal drive imbalance arises from bureaucratic structures that prioritize risk avoidance over value creation, resulting in a lack of responsiveness to market changes [18][19] - Short-termism manifests as a focus on immediate financial performance at the expense of long-term strategic goals, stifling innovation and growth [21][23] Conclusion - The article concludes that while "big company disease" is a real phenomenon, it is not insurmountable. Companies can still become great by embracing self-renewal, maintaining customer sensitivity, and fostering a culture of innovation [23][24]

还记得当年荷兰人疯抢郁金香的场景吗？现在WkeyDAO这玩意儿就跟那会儿一个德行。震哥观察这项目半年多了，从90刀跌到30刀就用了五个月，眼瞅着 就要奔着归零去了。可邪门的是，居然还有60万韭菜往里冲，真是太阳底下没新鲜事。 一、WkeyDAO的三阶段套路 这帮搞WkeyDAO的玩得可太花了，咱们来捋捋他们的骚操作： 第一阶段（2024年底）：装逼期 整一堆"算法稳定币""DePIN物联网"这种高大上名词，再搞个699美金的区块链手机当幌子。震哥当时一看就笑了，这不就是给旧酒换新瓶嘛，专骗那些不 懂装懂的小白。 第二阶段（2025年初）：拉人头期 搞了个12级传销体系，拉一个人头抽15%。最骚的是他们用机器人刷数据，硬是把日交易量造假到800多万。这操作就跟菜市场给烂苹果贴有机标签一个套 路，专门忽悠那些想暴富的冤大头。 吹什么"每12小时复利0.2%-0.83%"，算下来年化608%，意味着项目规模每4个半月就得翻一倍。全球加密货币总市值才2.3万亿，它这是要上天？地球经济都 撑不住这种增长。 2. 硬件就是幌子，代币才是真货 卖699美元的"Web3手机"，成本不到200，所谓的"加速挖矿"功能纯属扯淡。 ...

一、事件回顾：区块链外衣下的庞氏骗局坍塌 近日，Web3领域再爆惊天骗局。号称"全球首个区块链移动生态"的WkeyDAO项目被证实跑路，涉及资金超12.8亿元人民币，波及投资者逾27万人次。 这场打着"年化收益600倍"旗号的资本游戏，在维持了短短97天后轰然倒塌，留给市场的不仅是成堆的虚拟货币泡沫，更有1.2万台未交付的所谓"区块链手 机"堆积在浙江某保税仓库。 据杭州余杭区经侦部门通报，WkeyDAO运营方杭州维链科技通过32个资金账户进行多层嵌套式洗钱，涉案账户日均流水峰值达4300万元。 值得注意的是，该项目曾获得某海外基金会"战略投资"背书，后经查证该基金会实为壳公司，注册资金仅1万美元。 二、资金盘运作模式深度拆解 1. 复合型传销架构 项目方构建了"硬件销售+代币质押+推荐返佣"三位一体的收割体系： 首层：以699美元/台的Web3手机为入口，承诺"挖矿加速""空投优先"等权益 二层：设置WKD代币质押池，宣称每12小时复利0.2%-0.83%（实际年化518%-1982%） 三层：12级金字塔推荐体系，下级投资收益的3%-15%作为上级奖励 1. 奥林巴斯道模型变异 引入动态质押惩罚机制：提前 ...