Category: Op-Ed

Many of you have heard about the impact of the “Internet+ era” on business operations, or searched for “Internet+” on Google, and even there are countless related links. However, all this will only make business owners and executives more anxious, because the vast majority of business organizations do not know how to “concretely respond” to this wave of drastic changes, and furthermore, business executives do not know “how to play a competent supervisor in the Internet+ era”.

Through experiential learning, we integrate rationality and sensibility, and use team experience to solve problems and grow.

Author: Associate Professor, Institute of Human Resource Management, Chung-Ang University/Lin Wenzheng

I often use the past as a metaphor for the present to point out that modern business executives should learn from historical figures about leadership and wisdom, so which figures are exemplary? I would like to borrow a book to answer this simple but difficult question. “The 100 Most Influential People in History” is an easy-to-read and enlightening book in which the author selects the 100 most influential people from all types of historical figures in the world according to his personal opinion.

A middle-aged entrepreneur was deeply interested and anxious about the “Peter Principle” phenomenon mentioned by the professor in his EMBA class, that

“Talents” are self-centered, planning for individuals or small units they lead, regardless of the overall interests of the organization, and their contribution

The project manager has always been the crossbar within the enterprise organization – through all functional departments, combining tangible human and material resources with intangible intelligent resources to provide products that achieve clear goals. Playing the role of a project manager has different challenges from that of a functional supervisor of a department, first, there is no long-term command, second, there is no expert authority, third, there is no rich management experience, and fourth, there is no reference authority.

In the field of practical management, the company’s top management sets the company’s goals, and then expands them down into the goals of each business group and department, and finally translates them into personal goals, and then cooperates with the KPI assessment mechanism to form the so-called PDCA cycle. Then, that’s it, the boss just has to wait for the result!
Is that really the case? How many bosses can really smile and wait for performance to happen naturally with goal management? Almost one in 100? Why? Let’s think a little bit about the series of questions below, and then the answers will emerge naturally.

In the course of teaching business sales courses recently, I found that many business salespeople often make two problems, one is to be too eager to introduce the product, and the other is to forget to highlight the “features” of their products.

The effective management and use of key talents in the organization will help the competitive advantage of enterprises, including product research and development, the improvement of production and manufacturing levels, and the expansion of business and customer relationships, so the cultivation and development of key talents is an important means that enterprises must take in today’s fiercely competitive industrial environment. However, nurturing and developing key talent can present many challenges in an organization.

As a senior business executive, have you ever thought hard about the “five bottlenecks” encountered by business leaders and sales representatives in your team?