什么样的人，能在这个时代里活得很好？前段时间，我带领"问道中国"小组的企业家们，去了一趟贵州。在那里，我们见到了一位地产公司的创始人。因 为没有征得他的同意，所以我不能透露他和公司的信息。但是，我依然想和你分享一些他带给我的启发。因为在他的身上，我似乎看到了一个隐隐约约的 答案。 一句话总结。 这个时代，正在奖励稳健的人。 什么是"稳健"？ 我先给你讲个故事。 2006年。任天堂总部大楼。 在那之前，可能没人想到过，他们即将用一个白色的小盒子，和一根神奇的棍子，掀起一场家庭娱乐的热潮。 喏。就是这个东西。 那个时候，游戏世界的军备竞赛，已经进入了白热化。索尼有PlayStation。微软有Xbox。人们在比拼的，是谁的性能更强，谁的画面更逼真，谁的光影特 效更炫酷。但是，游戏，也因此成了一个由硬核玩家占领的，越来越小众的圈子。 可是，我们的父母呢。我们的爱人呢。我们的孩子呢。他们为什么不玩游戏？ 任天堂觉得，不是因为没兴趣，而是因为太复杂。 于是，Wii诞生了。你不需要记住大量的按键。你只需要像在现实生活中一样，挥动手臂，就能打出一个漂亮的全垒打。这个设计，瞬间就拆掉了游戏和 普通人之间的高墙。 结果，也是颠 ...

Group 1 - Nintendo's U.S.-listed equity faced a decline of over 3% following a downgrade by Wedbush Securities, while the S&P 500 index only slid by 0.1% [1] - Analyst Alicia Reese lowered her recommendation on Nintendo's Japan-listed equity from outperform to neutral, setting a price target of 14,000 yen ($95.36) per share [2] - The downgrade was influenced by high expectations for the recently released Switch 2 hybrid video game console, which has seen strong initial sales but faces challenges in meeting inflated sales estimates [3][4] Group 2 - The Switch 2 is priced 50% higher than its predecessor, making it difficult to surpass the sales records of the original Switch and the Wii, which are the top-selling consoles of all time [5] - The Motley Fool Stock Advisor has identified 10 stocks they believe are better investment opportunities than Nintendo, indicating a cautious outlook on Nintendo's future performance [6][7]

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]