三和一善 |「協力」と「競争」のバランスとフレームワーク

三和一善 | 「柔軟性」と「再想像」レジリエンス

 「柔軟性」と「再想像」レジリエンス

After the epidemic, most physical businesses have moved online, and user experience has become more important. A bad experience needs 6 good experiences to make up for. In an era when brand loyalty is quite low, once users have a bad experience, it is easy to find alternatives.

 

There are 3 trends in user experience in the post-epidemic era:

 

First, "safety and peace of mind" are more important than "intuitive and easy to understand" after the epidemic.

 

In the past, when we received the product, we would directly open the package and start using it; now when we receive the package, we would think: Should I open it for disinfection? In the post-epidemic era, it is necessary to ensure that consumers can feel safe and at ease, trust the brand, and agree with the service. Former Amazon CEO Bezos personally went to the sea to shoot promotional videos at the peak of the US epidemic last year and talked to consumers: Amazon attaches great importance to the quality of grassroots logistics.

 

Second, "clear communication" is far better than "fast and easy."

 

In the past, when facing products, we expected a quick and easy experience; now, people pay more attention to communication. Brands can use photos and videos to clearly convey product details to users. At the same time, they pay attention to user feedback and establish a two-way communication channel. For example, McDonald's in China promotes "deliverable with confidence" services during the epidemic. Use single-page posters to communicate epidemic prevention commitments and delivery details: restaurant disinfection, delivery service, and temperature measurement for all employees.

 

Third, the experience of "pleasure and unity" is greater than "smart and worry-free."

 

In the past, we pursued fast and smart services; after the epidemic, we have to consider whether the product is pleasant and cohesive (meaning that producers can emulate the feelings of users and create a common sense of pleasure).

 

For example, independent cafes jointly launched a lucky bag during the epidemic, recombining the experience of the cafe, so that consumers who like to drink hand-made coffee can drink good coffee from several cafes at home.

 

User surveys before the epidemic, such as data analysis and actual interviews, are still being done, but they can be done with new tools. Grasp this opportunity to rethink the brand. The more intimate the product and the more active the user is, the more it can enhance the brand's strength.

 

The most important thing in user experience is to observe, not to guess, but to interview, think about opportunities and pain points. After you have achieved the above basics, you must think about how to be stronger than other brands. For example, in the current epidemic, to be "happy and united", you must hit the good part in people's hearts, and follow the belief that the same island will die. The customer community is difficult, so your brand adhesion will increase.

 

三和一善

 

 

Chen Weiru, Professor of Strategy, China Europe International Business School

Live broadcast will account for 1/3 of sales, and its influence is greater than you think

In the future, the proportion of world sales may be 1/3 offline, 1/3 e-commerce, and 1/3 live broadcast. However, live broadcast is not only a sales channel, but also brings innovation in operation and management.

 

First of all, the live broadcast reconstructed the traditional distribution channel.

 

Dong Mingzhu, chairman of Gree Electric, sold goods live on JD 618 in Daqing, with a single sales of more than 10 billion yuan. The key is that she mobilized all the contacts of the offline distribution system, pulled offline dealers and users into different groups, and then turned them into live audiences, which led to a large number of conversions. How many people are brought online by salesmen to watch live broadcasts, and how many people are converted into purchases, can get a share. This makes live broadcast not only an online business, but also allows offline dealers to participate together, and the left and right hands will not fight each other, achieving the benefits of online and offline integration.

 

Second, operation and management innovation can be achieved through live broadcasting. For example, at this time, how many people join or withdraw online, what bridge segment will increase or decrease the audience rating, all sales processes, even the behavior of salespersons, can be quantified and optimized.

 

Third, live broadcast can realize a "flexible quick return" supply chain. For example, the biggest problem in the apparel industry is that they don’t know what consumers need, and inventory becomes a big pain point. Through the live broadcast, you can receive consumers’ responses and demands in real time. You can quickly gather small orders and produce quickly. Since you already know who you want to sell to, you can reduce inventory, which will make the brand willing to do more. Innovation. Eventually achieve the goal of "small batches, multiple batches, fast response, and frequent innovation" (small-volume collective production, rapid response to market demand, and instant innovation).

 

For example, Alibaba's rhinoceros factory can now achieve a minimum order of 100 pieces and 7 days delivery, shortening the delivery time by 75% and reducing the inventory by 30%.

 

Live broadcast is a way to participate in the digital revolution. The point is not to participate in the live broadcast, but to find a way for you to participate in the digital revolution in the future even if you are not involved in the live broadcast.

 

In 2019, Boston Consulting Group (hereinafter referred to as BCG) conducted a survey of companies with revenues of more than 50 million U.S. dollars and experienced four major crises since 1985, and found that only 14% of them were companies Revenue and profit both grew, but 44% of the company's revenue and profit both declined.

 

The difference between winners and losers is "flexibility" and "reimagine" (Reimagine).

 

"Resilience" refers to the organization's ability to respond quickly. In extraordinary times, to achieve organizational flexibility, the decision-making process must be faster. The key is that the company establishes a cross-departmental mechanism-"emergency response team". The headquarters has to control only Why (why do it) and What (what can't be done) Do), but not How (how to do), How should be authorized to people on the front line and let them decide.

 

 

The front-line commander must have a platform to report problems that occur on the front-line. For example, a large company can have a meeting once a week to bring the front-line commander and the head of the headquarters together, instead of discussing details, but directly talking about several decisions to be made, for example, the adjustment of supplier supplies. At the same time, it is necessary to change the decision to multiple-choice questions, so that the decision-maker can make a decision quickly.

 

As for "re-imaging", it tests how leaders view crises: see crises as crises or opportunities? There are two lines in the CEO's mind during a crisis: one is the future line, and the other is the current crisis management line. It is difficult to say which one is right and to maintain balance.

 

For example, many companies paid too much attention to cash flow during the first outbreak of the epidemic last year. It was clear that the company's situation was not very bad, and they still cut off mid- and long-term investment like inventory and digital transformation investment. As a result, demand came back in the second half of the year and there was no inventory , There are orders but cannot be supplied, and the second half of the year is even worse than the first half. Another type of company is that it finds that its financial resources are okay and still maintains active investment during the crisis. After the crisis, its profits have changed higher.

 

Crisis will definitely pass. In addition, when encountering a crisis, it is very important to be honest. If there is really no answer, just say I don’t know now. Please give me 3 days to reply to everyone (employees). Don’t let your trust be lost. Destroyed, once destroyed, it is difficult to lead (the team) afterwards.

 

Entrepreneur Brothers Chairman Guo Shuqi

Delete brainstorming meetings and add 30 minutes of one-on-one meetings, making remote and more efficient

The epidemic has changed many things for us, one of which is remote work. Long-distance work is easy to be disturbed by other things at the same time. How to make employees more focused is a very important issue. In remote work, the highest proportion is online meetings.

 

In my case, I queued 4 or 5 meetings a day before the epidemic, and now I have more than 10 meetings a day. How to make online meetings effective under the premise of being easily stunned requires different standards.

 

In the past, a meeting in an office space was easy for a dozen or twenty people and then discussed for two hours, but now to combat low concentration, I make two adjustments to the meeting.

 

One is to prepare before the meeting. In the past, there was a kind of "brain meeting" in physical meetings. Everyone used their brains only when they arrived at the scene. Now the "brain meeting" is cancelled. Before the meeting, the convener of the meeting must sort out the proposal and send it to all attendees.

 

The second is "meeting fragmentation": first, the big theme is divided into different sub-topics; second, the time of each meeting is limited to 30 minutes; third, the number of people is limited to 7 people; fourth, the format and frequency of the meeting, authorization Let each product manager decide; fifth, the meeting must have conclusions and records.

 

Water can carry a boat, and it can also overturn it. The meeting is accurate and efficient, but it also sacrifices the relationship and temperature between people. In order to reinforce this, every supervisor has to have a one-on-one meeting with subordinates every week. Although it is the same for 30 minutes, the content is not limited. You can talk more about soft topics for colleagues to express and ensure that there is no miscommunication. . The most important thing is that there is no record of one-to-one, and there is no need to return to the personnel, and it is completely free to verify.

 

In the past, they were all in the same office area, and some things could be decided by centralized power. The product managers and technical managers in each big project were responsible for threading the needle into the plan and then making a reward mechanism. Relatively speaking, there are 250 workplaces, and I tend to let the team of each smallest unit make the decision. I accidentally discovered that the ability to provide team members alone is invisibly provided. The product manager used to be not a department head. Long-distance work allowed him to cultivate cross-departmental communication skills.

 

This year's epidemic caused us to stop and do a lot of introspection. Compared with the entrepreneur brothers 1 or 2 years ago, we are now more like a brand new company.

讚美三明治和領導者常犯的其他 4 個錯誤

三和一善 | ローミングとイノベーション

三和一善 | 讚美三明治和領導者常犯的其他 4 個錯誤

 一位組織心理學家解釋說，公司文化不僅僅需要將負面反饋塞進正面評估中，還需要提供乒乓球和百吉餅。

大多數公司都認識到文化對員工敬業度、生產力和績效的影響。但是，雖然許多領導者認為他們正在培養一種有效的文化，但他們的一些行為實際上是文化錯誤。

 

以恭維三明治為例。這是通過將“負面”反饋夾在兩個讚美之間來提供反饋的時候。雖然這背後的意圖很好（提供更多的讚美和讚賞而不是批評），但實施可能存在缺陷。

 

想法是這種方法使員工更容易接受批評，但重要的是要記住，沒有兩個人是一樣的。這種一刀切的方法實際上可能會產生相反的效果。您的員工可能只關注負面或正面評論，而不是聽取完整的反饋。此外，因為它往往是人為的，當員工感覺到它的到來而只是等待另一隻鞋掉下來時，它會損害信任並建立負面預期。領導者可能希望與員工進行一對一的對話，了解他們對接收反饋的偏好。然後他們可以單獨尊重這些偏好。

 

還有許多其他例子說明領導者如何無意中造成文化失誤，這裡概述了其中的一些。如果您能及早認識到陷阱，您就可以調整您的領導風格和策略來創建您想要的文化。

 

 

三和一善

 

 

未能將文化與戰略聯繫起來

許多領導者未能認識到將他們的文化與戰略聯繫起來的重要性。最有效的方法是明確您對公司的未來願景以及實現目標的戰略。然後，考慮您的公司文化如何與該戰略的執行保持一致。您希望您的團隊採取哪些行為來實現該未來願景？這種將兩者聯繫起來的過程可以幫助您確保他們不會出於交叉目的而工作，相反，這種文化使您團隊中的人更容易完成工作並取得成功。

 

移動太快而無法實現真正的對齊

領導者最常犯的另一個錯誤是在思考未來願景和公司戰略時行動太快。然後，他們不僅無法達到有助於他們保持一致的清晰程度，而且無法確保領導團隊的成員真正參與其中，以解決他們遇到的任何困惑或阻力。有時您需要放慢速度才能加快速度。多花幾個小時與領導團隊討論戰略的真正含義，不僅可以對公司的未來做出更好的決策，還可以增強團隊凝聚力，這對於實現公司目標至關重要。

 

依靠文物

公司文化往往被誤解，人們喜歡將可見的工件視為文化。領導者經常試圖通過創建遊戲室或獲得乒乓球桌來為人們創造一個有趣的環境。或者他們認為他們可以通過為員工帶來百吉餅或在假期吃頓便飯來創造文化。真實的文化遠不止您在特殊場合或辦公室的佈置方式可能會看到的內容。真正的文化是與人類在日常工作中的互動有關的一切。有時，領導者過於依賴人工製品，並認為孤立的團隊建設活動會激發他們建立有效公司文化所需的士氣。他們只是沒有得到它。

 

三角測量（即使是出於好意）

組織中發生的最有害的事情之一稱為三角測量。三角關係是指當您與某人有問題時談論他們，而不是直接與他們交談。有時這可以通過八卦或某種討厭的方式來完成，這顯然是有害的。然而，即使領導者從積極意圖的地方進行三角測量，也會損害文化。

 

無論您談論某人時的談話內容是什麼，它都會侵蝕信任。它也無法識別人類的真正工作方式。人類有各種各樣的偏見和過濾信息的鏡頭。這意味著，即使有人試圖與您分享有關如何最有效地與 Susie 溝通的信息，您與 Susie 的關係也將始終與其他人與她的關係不同。正因如此，領導者最有效的做法就是鼓勵、邀請甚至堅持讓員工在遇到人際關係挑戰時直接與對方交談。這不僅會增加您的團隊成員之間的信任，而且可以讓您作為領導者騰出時間專注於更多的事情。

三和一善 | 如何贏得朋友並影響讀者

 當我年輕的時候，我發現了一個魔術。我發現通過耐心傾聽並保持冷靜，我可以在一次令人擔憂的電話交談中將憤怒的來電者從敵人轉變為朋友。

 

事實證明，我只是重新發明了輪子。 20 世紀最偉大的心理學家之一早在我出生之前就發現了這個把戲。他的名字叫戴爾·卡耐基。

 

然而，《如何贏得朋友和影響人們》——該書名本身已作為模仿和衍生作品的基礎進入了文化詞典——在其首次出版 85 年後仍在印刷中。翻譯已將其信息傳播到世界各地。修訂版已考慮到不斷變化的時代。甚至還有一個版本叫做如何在數字時代贏得朋友和影響人們。如此廣受詬病的文本如何能保持如此持久的吸引力？為了找到答案，我決定閱讀它——並追踪原著，或者盡可能接近，以便更好地掌握作者的初衷。

 

粉筆卡內基崇拜的另一個成員。 《如何贏得朋友和影響他人》是有史以來最暢銷的商業書籍之一，因為它是您將遇到的最好、最有用的書籍之一。今天它可能比 1936 年更有用。卡內基的見解是準確無誤的，他的民風風格令人無法抗拒。最重要的是，《如何贏得朋友和影響人們》有一個深刻的道德核心，它挑戰讀者通過成為更好的人在商業上做得更好。紐約大學斯特恩商學院的社會心理學家喬納森·海特 (Jonathan Haidt) 寫道：“你可能認為他的技巧膚淺且具有操控性，只適合銷售人員。” “但卡內基實際上是一位傑出的道德心理學家。”

 

當然，如何贏得朋友和影響人們是時代的產物。最早的版本包括一章婚姻忠告，這在當時是非常先進的，但不適合我們的時代。卡內基也是重複的，如果是引人入勝的話，也許是因為，像所有偉大的傳播者一樣，他明白除非我們一遍又一遍地聽，否則沒有任何東西會沉入其中。

 

這本書的中心思想在其簡單性中意義深遠。卡內基斷言，可能是正確的，與人打交道通常是商業中最大的問題。為了有效地與人打交道，我們必須了解他們。這意味著從他們的角度來看事情。為此，您必須與他們談論他們的生活和興趣，並且必須全神貫注地傾聽。

 

卡內基斷言，與人打交道通常是商業中最大的問題。為了有效地與人打交道，我們必須了解他們。

 

至關重要的是，卡內基的書建立在對人類是什麼樣的一個非常清晰的概念之上。早在行為經濟學興起之前，他就注意到人們是他們對關注和欽佩的迫切需求的非理性奴隸——而且，與當時和現在的普遍看法相反，除了金錢之外，他們還受到許多其他因素的推動。 “在與人打交道時，讓我們記住我們不是在與邏輯動物打交道。我們正在與情緒化的生物打交道，這些生物充滿偏見並受到驕傲和虛榮的驅使。”

 

然而，卡內基並不認為人們只是達到目的的手段。相反，他要求我們按原樣看待它們並在此基礎上接受它們。因此，他將人置於其價值體系的中心，其前提是人本質上是好的。因為人們想相信自己是好的，所以他們很容易受到更好的天使的吸引。監獄長在給卡內基的一封信中指出：“新新監獄中很少有罪犯認為自己是壞人。” “他們和你我一樣人性化。所以他們合理化了。”

 

 

三和一善

 

 

這本書最令人吃驚的方面之一是它對我們的要求有多高。卡內基一次又一次地要求我們在與他人打交道時不要判斷，要理解和克制，拋開我們狹隘的問題和利益，並通過超越自身利益，真正對我們的同胞感興趣。普通地段。他還堅持現在流行的認知謙遜——你可能錯了的可能性非常大，每當有人向你指出時，你應該迅速而愉快地承認這一點。 “我現在幾乎不相信二十年前我相信的任何東西，”他說，“除了乘法表。”

 

自始至終都隱含著一種激進的信念，即你最好把麻煩留給自己，因為幾乎沒有人真正關心它們。此外，對別人的麻煩感興趣可能是抵消自己的最有效方法。

 

任何負責管理人員的人都應該把這本書讀兩遍。其最有趣的觀點之一（自始至終都含蓄表達）是關係和成功建立在信任的基礎上。相信你的下屬會告訴你他們能完成什麼，你會驚訝於他們為實現自己的抱負而努力工作。

 

此外，專制經理的日子已經過去了。在自由富裕的社會中，高管們將越來越發現自己依賴於受過高等教育和自我中心的工人和消費者的複雜組合。如果卡內基的見解在 1930 年代有效，那麼它們今天可能會更有效。

三和一善 | 遠程工作的未來可能是什麼樣子

三和一善 | 幫助您決定是否真的要戒菸的 4 個因素

三和一善 | 如何（以及何時）解釋簡歷中與流行病相關的空白

三和一善 | 如何（以及何時）解釋簡歷中與流行病相關的空白: 與普遍看法相反，請假並不罕見或有害。無論您是花了六個月的時間周遊世界，還是花時間照顧所愛的人，或者只是尋找工作的時間比您預期的要長；我們中的許多人將在我們的生活中度過一段時間“失業”。   但是，當您更新簡歷以準備求職時，由此產生的就業差距可能會導致問題。一些雇主可能會因簡歷中的大空白而推遲，特別是如果他們沒有被考慮在內。   從我培養簡歷的經驗來看，我已經看到職業中斷不一定會破壞你的工作前景。如果它們在你的簡歷中得到了很好的解釋，它們實際上可以成為一些雇主眼中的一個很好的賣點，甚至可能會增加你入圍職位的機會。   ...

三和一善 | 遠程工作的未來可能是什麼樣子

 在 COVID-19 大流行開始時，世界各地的企業首先投入遠程工作，以保護員工並降低感染率。在許多情況下，大量員工離開辦公室是有效的：公司發現他們可以通過完全遠程工作模式保持生產力和緊密聯繫的文化。

 

現在，不斷上升的疫苗接種率和寬鬆的 COVID-19 限制意味著許多員工受到歡迎回到辦公室。但鑑於人們對遠程辦公的可行性及其提供的效率有了新的信心，遠程工作將繼續存在。

 

Upwork 和 Fast Company 召集了一個專家小組，討論遠程和混合工作模式的新現實，從它們的外觀到它們帶來的挑戰和機遇。這些是小組的關鍵要點。

 

這是一個實驗的時代

儘管在遠程工作中進行了長達一年的實驗，但仍有很多東西需要了解哪種遠程或混合模式適用於特定企業。這部分是因為大流行是如此特殊。 Upwork 總裁兼首席執行官海登·布朗指出：“這並不代表在我們沒有同時經歷全球大流行的世界中，遠程工作會是什麼樣子。” “就遠程工作條件的孤立、孤獨和壓力得出大量結論是危險的，而遠程工作條件實際上與遠程工作的情況大不相同。”

 

在某些情況下，過時的想法可能會減慢進度。哈佛商學院管理實踐教授、全球諮詢公司 Monitor 的創始人約瑟夫·富勒 (Joseph B. Fuller) 表示，企業在確定遠程工作政策時，應該超越職位和薪酬等級。 “工作如何適應偶爾或基本上永久的偏遠地區更多地取決於工作過程，”他說。例如，高級客戶支持可能適用於遠程工作，而產品構思等更具協作性的工作可能會受益於面對面的互動。

 

管理將需要復雜性和同理心

混合方法會使管理者的生活變得更加複雜，迫使他們在保持遠程和麵對面工作人員之間的凝聚力的同時兼顧異步工作流程。 Automate首席執行官兼 WordPress 聯合創始人馬特表示，無需肢體語言和眼神交流就能在電子郵件中傳達同理心和溫暖的經理將會茁壯成長：“隨著人們身處世界各地的時區，書面交流確實是，真的，真的很重要。”

 

 

三和一善

 

 

但也需要表現出溫暖和同理心。如今，員工開始期望他們的工作能夠以大流行前沒有預料到的方式與他們產生共鳴。最近，富勒注意到越來越多客戶的員工要求靈活的工作模式來照顧他們的寵物。富勒希望這種新的員工同理心能夠持續下去。 “在所有這一切開始時，公司說，‘我們同事的健康和福祉是一個不容商量的上級目標，’”他說。 “你不能說，‘好吧，我們只是針對 COVID 這樣做。’”

 

遠程工作不必在家中進行

遠程工作對員工的吸引力在於能夠單獨定制他們的工作體驗。雖然許多人選擇在家庭辦公室外工作，但有些人可能更喜歡將筆記本電腦帶到當地的咖啡館或聯合辦公空間。例如，Automate 提供每月 250 美元的聯合辦公津貼，員工可以根據自己的意願消費。 “如果他們願意，他們可以在咖啡店使用它，如果他們不得不購買咖啡以免被踢出去。”穆倫韋格說。 “他們可以在 WeWork 類型的地方使用它。”

 

與此同時，布朗表示，公司正在重新考慮如何支持員工重組工作的能力。有些人甚至提供 Upwork 預算，讓團隊成員聘請自由職業者來更好地管理他們的工作流程。 “我們的許多客戶都在關注這些工作負載並說，‘我們如何重組其中的一些工作？我們如何為您提供預算，不僅用於您的桌椅或顯示器，還用於更靈活的員工隊伍，以幫助您更有效地完成這項工作？ ' “ 她說。

 

技術工具可以提升比賽場地

技術工具有助於營造更溫馨的工作環境——即使您是在餐桌旁參加電話會議。例如，視頻會議平台消除了會議桌座位的隱含層次結構，並允許用戶個性化他們的體驗。協作工具還可以幫助員工更好地控制他們的工作日程：布朗指出，Upwork 正在錄製更多會議並使用 Loom 等專門應用程序，它允許用戶錄製產品演示或演示的畫外音，讓員工在需要時消化這些材料對他們來說最方便。

 

“這些類型的事情真的很有益，”她說。 “因此，即使我們的辦公室重新開放，我們仍堅持這些做法，因為它們為勞動力中的每個人提供了更好的服務。”