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投資智慧:第二層次思維、周期同風險管理

大家好!歡迎嚟到呢個探討投資、金融同自我成長嘅頻道。今日我哋有個好exciting嘅主題,係源自Howard Marks嗰本備受讚譽嘅書《投資最緊要嘅事:深思投資者嘅非常識》。呢本書影響好深,就連Warren Buffett都讀咗兩次!

Marks嗰本書提煉咗啲新手同埋有經驗投資者都啱用嘅重要原則。咁我哋即刻入正題,睇下啲可以改變我哋投資方式嘅重要見解。

第一個係第二層次思維嘅概念。唔同於表面嘅第一層次思維,第二層次思維係深入了解潛在嘅原因同後果。

成功嘅投資者會培養逆向思維,例如“有咩其他可能性會發生嘅概率?”而唔係淨係問“會發生咩事?”呢個有助於發現其他人可能忽略咗嘅機會同風險。

之後,我哋傾吓市場周期。Marks強調咗認識同理解周期嘅重要性,佢提出咗兩條基本規則:

  1. 大多數事物都係週期性嘅。
  2. 最好嘅機會係喺其他人忘記呢條規則嘅時候出現嘅。

認識呢啲周期可以幫助我哋預見變化,做出更明智嘅決策。當其他人畀恐懼或貪婪所驅使時,我哋就有機會window。

講講風險管理——呢個係Marks哲學嘅基石。喺今日呢個畀新聞同社交媒體推動嘅快節奏世界,保持穩重同謹慎至關重要。

人類嘅偏見往往會導致喺過度樂觀時高估資產,而喺廣泛悲觀時低估資產。謹慎管理風險可以確保長久性同埋穩定性。

而家,我哋傾下堅持估值原則嘅重要性。呢個即係話我哋只係喺資產被低估時買入,而喺資產被高估時賣出。

呢種耐心嘅方式可以防止衝動決策,令我哋符合資產嘅基本價值。

最後但同樣重要嘅係,持續學習對成功嘅投資旅程至關重要。保持對市場狀況嘅了解,更新策略,並且從我哋嘅成功同失敗中學習,不斷適應新嘅情況。

持續學習可以確保我哋保持靈活同知情,呢個係任何投資者嘅重要素質。

總結嚟講,Howard Marks嘅《投資最緊要嘅事》係一個超越時間同市場條件嘅寶貴資源。通過接受第二層次思維,理解市場周期,謹慎管理風險,堅持估值原則,並致力於持續學習,我哋可以更有信心同成功地應對投資嘅複雜性。

好啦,今日講到呢度啦,朋友們。記得點讚、訂閱同埋撳小鈴鐺嚟獲取更多見解。如果你覺得呢條片幫到你,俾個讚同埋分享俾你嘅投資朋友。下次見,繼續學習,投資愉快!

確認組織面臨的風險:風險治理的關鍵考量

在當今充滿變數的商業環境中,風險管理是組織長期成功的重要基礎。企業必須具備辨識、評估和管理風險的能力,以保護其資產、利益相關者和聲譽。採取積極的風險治理方法可以幫助企業應對不確定性,優化機會並確保可持續性。以下將探討組織可能面臨的風險類型以及辨識這些風險的重要性。

1. 風險類別

組織通常會面臨以下幾種風險:

  • 策略風險:這類風險源於影響公司實現目標的決策,例如市場競爭、併購以及商業模式的改變。

  • 營運風險:包括日常業務活動中的中斷,例如供應鏈問題、設備故障或人力資源的限制。

  • 財務風險:金融市場、匯率、利率以及流動性的變化可能影響組織的財務穩定性。例如,匯率的不利波動可能降低國際市場的收入。

  • 合規風險:隨著法規的增加,公司面臨與法律和合規相關的風險。如果未能遵守行業標準或法規,可能導致罰款或聲譽受損。

  • 聲譽風險:利益相關者(如顧客和投資者)的觀感對公司的成功至關重要。不良的聲譽可能降低市場份額,減少客戶忠誠度並吸引負面宣傳。

  • 資訊技術(IT)風險:隨著企業對數位系統的依賴增加,網絡威脅、數據洩露和IT故障成為關鍵風險,可能導致業務中斷、敏感信息暴露以及客戶信任下降。

2. 辨識風險的重要性

辨識風險是有效風險管理的第一步。了解組織面臨的潛在威脅和漏洞,能夠幫助領導者做出明智的決策並制定緩解策略。辨識風險能幫助公司評估其風險承受能力並將資源與其策略目標對齊。以下是辨識風險的重要原因:

  • 預防財務損失:通過及早辨識財務風險,企業可採取策略保護自己免受市場波動、利率變化和流動性問題的影響,從而減少潛在損失。

  • 維護聲譽:辨識聲譽風險(如公關危機或客戶不滿)有助於保護公司的品牌形象。企業可以通過改進溝通策略和保持高水準的客戶服務來主動管理這些風險。

  • 確保法規合規性:在高法規行業中,辨識合規風險對避免法律處罰至關重要。它幫助公司跟上不斷變化的法規並制定政策以確保持續合規。

  • 增強策略規劃:辨識策略風險能幫助企業預見市場變化、新競爭者和技術進步,從而確保其在快速變化的環境中保持敏捷和競爭力。

  • 提高營運效率:辨識營運風險可幫助企業精簡流程、提升供應鏈管理並改進人力資源規劃,從而減少中斷和低效。

3. 風險辨識的分析

風險辨識應是一個持續的過程,並整合到公司的核心業務活動中。這不僅包括外部因素(如法規變化或市場動態)的風險,也包括內部的風險來源,如內控、治理結構和文化因素。

分析風險的關鍵部分是理解其影響和可能性。公司應根據風險的潛在後果和發生的可能性對其進行分類,這樣可以便於優先處理。風險評估則是評估當前風險水平是否可以接受或需要進一步處理。組織需要理解風險與回報的權衡,特別是在考慮具有內在風險的策略機會時。

此外,風險管理框架鼓勵董事會通過關鍵風險指標(KRIs)持續監控風險,從而跟蹤風險暴露情況。這些指標有助於及早發現風險水平變化的跡象,以便迅速應對。

4. 建立風險意識文化

有效風險辨識的一個重要方面是培養組織內部的風險意識文化。董事會在設立正確的基調方面發揮著關鍵作用。領導層必須強調透明性,鼓勵員工提出關切,並灌輸遵守風險管理政策的重要性。一個強有力的風險意識文化可以促進問題的早期發現,並確保風險管理被視為每個人的責任,而非僅僅是合規職能。

總結

辨識風險對於確保組織的韌性和可持續性至關重要。通過實施穩健的風險辨識流程,公司可以保護自己免受財務、營運和聲譽損害。最終,風險辨識賦予組織實現目標的能力,同時保障利益相關者的利益。

Continuous Improvement - A System for Innovation and Progress

Continuous improvement is not a new concept, but in today's fast-paced business environment, it has taken on new dimensions. The increasing availability of technology and data collection methods has revolutionized how teams operate, allowing them to self-correct and innovate more efficiently. By integrating these tools into everyday workflows, organizations can foster a culture where improvement is a constant process rather than a reactionary one.

A Framework for Success

At its core, continuous improvement thrives when all perspectives are considered, and all teams have access to a centralized knowledge repository. This transparency fosters collaboration, enabling team members to make real-time decisions based on shared data. Team sentiment, captured through surveys or feedback mechanisms, becomes one of the vital inputs for these improvements.

The idea is simple: empower teams to take ownership of their processes. At McKinsey, for example, middle managers are encouraged to run their own experiments, tweaking workflows or meeting structures depending on project progress or team sentiment data. These experiments are grounded in metrics that matter most to the team, like productivity or shift changeover times, and are supported by technology. With access to real-time feedback, managers can make informed decisions that benefit the entire team.

The Role of Technology in Continuous Improvement

Incorporating technology into the continuous improvement cycle is essential. Whether it’s real-time performance metrics being tracked through apps or rapid prototyping of new tools, technology enhances teamwork rather than disrupts it. For example, Bosch China uses digital tools to improve both speed and quality through rapid prototyping, while Hindustan Unilever managers rely on apps to track and optimize worker productivity in real-time. These innovations empower teams to adjust their methods on the fly, ensuring that the organization continues to evolve in response to challenges and opportunities.

McKinsey’s Lilli platform, which leverages generative AI, is another excellent example of how technology can drive continuous improvement. By synthesizing knowledge from across the company’s library, Lilli accelerates problem-solving, allowing teams to focus more on client interaction and collaboration. This creates a virtuous cycle where learning and improvement feed directly into higher productivity and team success.

Building a System for Continuous Improvement

For continuous improvement to thrive, organizations must establish systems that support this constant evolution. One of the most effective ways to do this is by creating a center of excellence—an internal team dedicated to experimenting with new practices, analyzing team data, and supporting teams that are struggling. This centralized group can also identify patterns and share best practices across the organization, helping to drive the adoption of innovative tools and technologies like generative AI.

The center of excellence not only provides direct support to teams but also plays a critical role in fostering a culture of learning. By making data accessible and transparent, it ensures that all teams have the tools they need to experiment and improve. This culture of learning becomes a feedback loop, where every aspect of the organization—people, performance, and processes—is interconnected and continuously evolving.

Empowerment and Adaptability

A key component of any continuous improvement system is empowerment. Team members must have the authority and flexibility to make their own improvements based on real-time data. This requires an operating system that is flexible enough to adapt quickly to changes, allowing teams to experiment and innovate without unnecessary bureaucracy.

This approach does demand resources and commitment from senior leadership. However, the rewards can be substantial. Research shows that executives working in high-performing teams are five times more productive than those in average teams. By investing in systems that foster continuous learning and improvement, organizations not only enhance their team's performance but also position themselves for long-term success.

The New Science of Teamwork

In a world where collaboration is becoming increasingly complex, continuous improvement offers a framework for creating high-performing teams. By using technology to enhance rather than replace human judgment, teams can stay agile and responsive to changing conditions. This approach not only leads to better outcomes but also fosters a sense of ownership and accountability among team members, which is crucial for sustained success.

In conclusion, the journey toward continuous improvement is ongoing. It requires transparency, access to data, and a willingness to experiment. Organizations that embrace these principles will find that learning, performance, and innovation are all connected in a feedback loop that drives both individual and collective success. The most productive teams are not the ones that avoid mistakes but those that learn from them and continuously strive for better outcomes.

分析民主與資本主義關係

嘿,大家好!歡迎返嚟我哋嘅頻道!今日我哋會深入探討一個好關鍵同埋好及時嘅話題——民主同資本主義之間嘅關係。我哋會深入剖析馬丁·沃爾夫嗰本發人深省嘅書《民主資本主義的危機》裏面啲引人入勝嘅觀點。準備好,呢個係你唔想錯過嘅開眼界話題!

沃爾夫嘅書探討咗民主同資本主義之間錯綜複雜,而且日益緊張嘅關係——呢兩者都係現代社會繁榮同治理嘅重要支柱。

首先,沃爾夫提咗一個好有意思嘅論點,就係民主同資本主義唔係淨係共存嘅系統,而係根本上互相依存嘅。民主通過佢嘅問責機制同參與機制,對抑制唔受限制嘅資本主義所能產生嘅過度行為同不平等現象至關重要。反過嚟,資本主義作為經濟穩定同增長嘅引擎,提供咗支持民主治理嘅財政基礎。佢哋共同創造咗一個經濟活力同政治自由可以蓬勃發展嘅健全生態系統。

但問題嚟啦——呢種夥伴關係目前面臨重大壓力。我哋見到不平等日益加劇,經濟停滯,同普遍存在嘅政治幻滅感。呢場危機侵蝕咗我哋對機構嘅信任,令市民更容易受到民粹主義同富豪統治嘅危險訴求影響。

然而,沃爾夫並無令我哋失望。佢列出咗幾項可以振興民主資本主義嘅改革。等我哋逐一解析下。

  1. 恢復經濟增長: 我哋必須採取鼓勵創新同投資嘅政策,創造一個企業可以蓬勃發展,同埋新機會不斷湧現嘅環境。

  2. 確保廣泛嘅繁榮: 增長必須係包容性嘅。加強社會安全網同福利系統會確保繁榮共享,從而縮小引發不滿嘅財富差距。

  3. 保持競爭性市場: 反壟斷法規同競爭性措施對於防止壟斷,同埋確保中小企有競爭同創新空間係至關重要嘅。

  4. 加強福利系統: 一個健全嘅福利系統對於喺經濟過渡期間提供支持至關重要,確保無人被拋低。

了解我哋當前嘅挑戰需要回顧我哋嘅歷史。沃爾夫敦促我哋認識到民主資本主義係點樣應對大規模教育同城市化等重大社會變革而演變嘅。呢啲歷史教訓話俾我哋知,適應係必要嘅,而且我哋總係能夠應對挑戰。

咁,呢對我哋今日意味咩呢?沃爾夫嘅見解係批評亦係號召。佢敦促政策制定者、商業領袖同市民認識到民主資本主義嘅脆弱性。如果我哋想要維護呢種夥伴關係,我哋需要緊迫且有目標地行動,通過全面嘅改革嚟解決我哋危機嘅根本原因。

總括嚟講,儘管我哋所處嘅時刻係危險嘅,但並非無希望。通過理解民主同資本主義嘅錯綜命運並實施深思熟慮嘅改革,我哋可以確保一個兩者都能夠繁榮發展嘅未來,推動我哋社會嘅繁榮同自由向前發展。

多謝收睇!如果你覺得呢條片有啟發,不要忘記點贊、訂閱,並且撳埋個小鈴鐺嚟獲取更多類似內容。並且喺下面嘅評論中讓我哋知你對民主資本主義嘅睇法。下次見,保持資訊靈通,保持參與!

持續改進:創新與進步的系統

持續改進並非新概念,但在當今快速變化的商業環境中,它已經呈現出新的維度。科技與數據收集方法的日益普及,徹底改變了團隊的運作方式,使他們能夠更高效地自我修正與創新。通過將這些工具融入日常工作流程,組織可以培養一種將改進視為持續過程而非被動反應的文化。

成功的框架

持續改進的核心在於考慮所有觀點,並確保所有團隊都能訪問集中的知識庫。這種透明度促進了協作,使團隊成員能基於共享數據做出實時決策。透過調查或反饋機制捕捉的團隊情緒成為這些改進的重要輸入之一。

理念很簡單:賦予團隊對其流程的主導權。例如,在麥肯錫,中層管理者被鼓勵進行實驗,根據項目進展或團隊情緒數據調整工作流程或會議結構。這些實驗基於對團隊最重要的指標,如生產力或輪班交接時間,並由技術支持。有了實時反饋,管理者可以做出對整個團隊有益的明智決策。

技術在持續改進中的角色

將技術融入持續改進週期至關重要。無論是透過應用程式追蹤實時績效指標,還是快速開發新工具的原型,技術都在加強而非干擾團隊合作。例如,博世中國利用數字工具透過快速原型提高速度與質量,而印度聯合利華的管理者則依賴應用程式實時追蹤並優化員工生產力。這些創新使團隊能夠靈活調整方法,確保組織在面對挑戰與機遇時不斷進化。

麥肯錫的 Lilli 平台是技術如何推動持續改進的絕佳例子。該平台利用生成式 AI,整合公司圖書館中的知識,加速問題解決,讓團隊能更專注於客戶互動與協作。這創造了一個良性循環,學習與改進直接提升了生產力與團隊成功。

建立持續改進的系統

為了讓持續改進得以蓬勃發展,組織必須建立支持這種不斷演進的系統。其中一個最有效的方法是創建卓越中心——一個內部團隊,專注於實驗新實踐、分析團隊數據並支持有困難的團隊。這個集中化的團隊還可以識別模式,並在組織內分享最佳實踐,推動生成式 AI 等創新工具與技術的採用。

卓越中心不僅為團隊提供直接支持,還在培養學習文化方面發揮關鍵作用。透過使數據變得可訪問且透明,確保所有團隊擁有實驗與改進所需的工具。這種學習文化成為一個反饋循環,組織的每個方面——人員、績效與流程——都彼此互聯並持續演變。

賦能與適應能力

任何持續改進系統的關鍵組成部分是賦能。團隊成員必須有權限與靈活性,根據實時數據進行改進。這需要一個靈活的操作系統,能快速適應變化,讓團隊在沒有不必要官僚主義的情況下進行實驗與創新。

這種方法需要高層領導的資源與承諾。然而,回報是巨大的。研究顯示,工作於高效團隊的高管的生產力是普通團隊的五倍。通過投資於支持持續學習與改進的系統,組織不僅能提升團隊績效,還能為長期成功奠定基礎。

團隊合作的新科學

在合作日益複雜的世界中,持續改進為創建高效團隊提供了框架。透過使用技術增強而非取代人類判斷,團隊可以在應對變化條件時保持敏捷與響應能力。這種方法不僅能帶來更好的結果,還能培養團隊成員的主人翁意識與責任感,這對於持續成功至關重要。

總而言之,持續改進的旅程是一個不斷進行的過程。它需要透明性、數據訪問以及實驗的意願。擁抱這些原則的組織將發現,學習、績效與創新相互連結,形成推動個人與集體成功的反饋循環。最有生產力的團隊不是避免錯誤的團隊,而是能從中學習並不斷追求更好結果的團隊。

The Entrepreneurial Spirit - A Journey of Innovation, Mission, and Leadership

Entrepreneurship is not just about building businesses; it's about driving meaningful change, both for employees and the world at large. Successful entrepreneurs often carry a mission, an ideal that guides them through the complex and demanding landscape of business development. A clear mission and strong sense of purpose can inspire and sustain an entrepreneur through the toughest challenges. The goal is often to make a lasting impact, creating businesses that make life easier and more connected.

Global Perspective with Local Roots

Entrepreneurial journeys often begin with a unique vision, combining local wisdom, operational best practices from different regions, and targeting a global market. Companies may be born in one place, but they often have aspirations that go far beyond their borders. In a globalized world, businesses do not belong to any single country. Instead, they are driven by a collective of stakeholders and ideas from around the world.

Thinking Ahead: The Long-Term Vision

A key trait of successful entrepreneurs is their ability to think ahead—sometimes even ten years into the future. As companies grow larger, the responsibilities on leaders become heavier, and loneliness becomes more prevalent. This responsibility, however, presents an opportunity to do something meaningful in the current era.

In the marketplace, applause doesn't matter, results do. Running a business is challenging anywhere, but in rapidly changing environments, it can feel like a marathon in difficult terrain. There are many obstacles, but those same barriers can become opportunities. A great entrepreneur listens carefully but remains firm in their vision.

The Power of Action: Bridging Knowledge and Execution

One of the most significant challenges in entrepreneurship is combining knowledge with execution. Knowing what to do is easy, and doing it is straightforward, but combining the two is incredibly difficult. Entrepreneurs must not only understand science and rules but also have the courage to explore and discover new paths.

Entrepreneurs are both scientists and artists in society's development. They must continuously learn, reflect, adapt, and persist. While it is easy to gain knowledge, taking action and aligning those two forces is where real difficulty lies. However, this is what makes entrepreneurship rewarding.

The New Economy: Centering on Others

In the past, businesses were centered on themselves. However, in the new internet-driven economy, the focus has shifted to others—customers and employees. Employees, especially, must be empowered to become stronger than the entrepreneur because they are the source of future innovation.

The Spirit of Sharing in the Internet Economy

The internet economy thrives on openness, transparency, sharing, and responsibility. In the past, economic models thrived on keeping information to oneself, but future success belongs to those who understand the power of sharing.

Building Strong Organizations and Cultures

For a company to survive and thrive in the long term, it needs strong organizations and an even stronger culture. A robust organizational culture can attract talented individuals and foster growth. Strong culture, strong company—this is the foundation for high-quality products and services.

A company with high-quality products is built by employees who themselves possess qualities of excellence. Never hesitate to invest in your people. While banks may readily loan money for equipment, they rarely offer loans for employee development. Yet, investing in people is the key to long-term success.

Optimism: The Entrepreneur’s Secret to Success

Success is rooted in optimism. Entrepreneurs, politicians, and artists who achieve greatness all share this trait. Pessimism is a recipe for failure.

To succeed, an entrepreneur must possess four key attributes: 1. The ability to learn. 2. The ability to reflect. 3. The ability to change. 4. Persistence.

While success stories abound, most so-called successful individuals don't see themselves as having "made it." Instead, they remain cautious and ever-prepared for the challenges ahead, much like climbers scaling Mount Everest, knowing they can only stay at the peak for a brief moment before making the descent.

Continuous Learning and Adaptation

True success comes from loving your industry, your business model, and your products. This passion fuels a continuous desire to learn, to keep an open mind, and to embrace change. Reflecting on oneself, rather than others, is essential. Change must begin with the entrepreneur before it can spread throughout the organization.

With enough time, persistence, and willingness to adapt, success will follow.

Conclusion

Entrepreneurship is more than just building a company—it's about leading with a vision, empowering others, and embracing continuous learning. The path is fraught with challenges, but for those who persist, the rewards are vast. As entrepreneurs, we must not only think about today but also imagine and prepare for what lies ten years ahead. Through optimism, reflection, and relentless action, we can shape the future.

軟體架構師電梯:重新定義數位企業架構師角色

"大家好!歡迎返嚟我哋嘅頻道。今日,我好開心可以深入探討吓格雷戈·霍普嗰本變革性書《軟體架構師電梯:重新定義數位企業中嘅架構師角色》入面嘅啲關鍵見解。隨住我哋喺數位時代入面探索,霍普嘅指引為現代企業入面嘅軟體架構師角色提供咗好多重要嘅知識。”

“而家,等我哋由霍普書中嘅核心概念——‘架構師電梯’開始講起。呢個唔係淨係一個巧妙嘅比喻,而係一種革命性嘅諗法,去重新考慮架構師嘅角色。”

“諗象下架構師嘅旅程就好似坐電梯咁。他哋喺‘頂層’做高層戰略決策同‘機房’入面嘅技術細節之間走嚟走去。呢個唔單係關於技術專業知識,而係確保商業目標同技術執行之間嘅對齊。”

“但係呢個仲未完。霍普特別重視喺技術領域經常被忽視嘅軟技能同溝通。”

“領導力、決策能力同溝通能力係關鍵。寫有說服力嘅備忘錄、演示文稿同圖表嘅能力,係架構師影響力嘅核心。簡單嚟講,架構師必須要係能夠將複雜技術概念轉化為全組織共鳴戰略嘅說故事者。”

“喺快速數位轉型嘅時代,速度同效率係關鍵。霍普提倡自動化作為一個基石原則。”

“好似持續整合和持續部署(CI/CD)呢啲實踐唔係淨係潮語。佢哋通過自動化重複性任務嚟推動創新,保持質量,並釋放人類人才去做更多戰略性嘅任務。”

“今日嘅架構師喺決策方面都必須靈活。霍普主張進化式架構,能夠適應不斷變化嘅需求。”

“僵化嘅結構已經係過去嘅事。我哋需要能夠轉變同進化嘅解決方案,呢個需要對未來適應性嘅了解同慎重嘅決策。”

“但係,唔好唔記得——架構師嘅影響力唔單單係體現喺解決技術問題上。”

“霍普強調,架構師應該了解同時不時重塑組織結構同流程。呢種雙重關注通過對齊技術解決方案同商業戰略嚟推動成功嘅數位轉型,令整個企業更加連貫同靈活。”

“呢本書特別吸引嘅地方係霍普分享嘅真實案例和軼事,為點樣進行IT轉型提供咗實用嘅指導。”

“呢啲故事唔單單係理論;佢哋係嚟自唔同背景嘅驗證策略,提供寶貴嘅見解。”

“總結嚟講,《軟體架構師電梯》唔單係一本書——佢係一個行動號召書。佢敦促架構師提升自己,平衡技術專業知識同商業智慧,培養必要嘅溝通技能,並擁抱自動化同靈活性。呢個就係架構師點樣喺佢哋嘅組織中成為變革嘅關鍵驅動力。”

“隨住我哋前進,等我哋將呢啲見解銘記於心,致力創建自上而下對齊嘅敏捷同創新型組織。”

“多謝大家嘅收睇!唔好唔記得點贊、分享同訂閱以獲取更多有見地嘅內容。撳個小鈴鐺保持更新。下次見,繼續努力,推動有意義嘅變革。”

“下條片見!”

創業精神:創新、使命與領導的旅程

創業不僅僅是建立企業,而是推動有意義的改變,無論對員工還是對整個世界。成功的創業者通常懷有一個使命,一個指引他們穿越複雜且充滿挑戰的商業發展之路的理想。一個清晰的使命和強烈的目標感能夠激勵並支撐創業者度過最困難的挑戰。他們的目標通常是創造持久的影響,建立讓生活更加便捷和緊密連結的企業。

全球視角,本地根基

創業旅程通常始於一個獨特的願景,結合本地智慧、來自不同地區的運營最佳實踐,並以全球市場為目標。企業可能誕生於某個地方,但它們的抱負往往超越國界。在全球化的世界裡,企業不再屬於某個國家,而是由全球的利益相關者和想法共同推動。

未來的思考:長遠願景

成功創業者的一個關鍵特質是能夠著眼未來——有時甚至提前十年思考。隨著企業規模的擴大,領導者的責任變得更加沉重,孤獨感也會更加明顯。然而,這種責任為當下創造意義提供了一個機會。

在市場中,掌聲無足輕重,結果才是關鍵。在快速變化的環境中經營企業,感覺像是在困難地形中進行一場馬拉松。障礙重重,但這些障礙也可能成為機會。一位偉大的創業者會細心傾聽,但始終堅定於自己的願景。

行動的力量:知識與執行的結合

創業中最大的挑戰之一是結合知識與執行。知道該做什麼很容易,做起來也不難,但將二者結合起來卻極其困難。創業者不僅需要理解科學與規則,還需要有勇氣去探索和發現新的道路。

創業者是社會發展中的科學家與藝術家。他們必須不斷學習、反思、適應和堅持。雖然獲得知識並不難,但採取行動並將兩者結合起來才是真正的難點。然而,正是這種挑戰讓創業充滿了回報。

新經濟:以他人為中心

過去,企業以自己為中心。然而,在以互聯網為驅動的新經濟中,重心已經轉向他人——客戶和員工。尤其是員工,他們必須被賦能,變得比創業者更強,因為他們是未來創新的來源。

互聯網經濟中的分享精神

互聯網經濟依賴於開放、透明、分享和責任。在過去,經濟模式依靠信息的壟斷,但未來的成功屬於那些理解分享力量的人。

打造強大的組織與文化

一家公司要長期生存並茁壯成長,必須擁有強大的組織和更強大的文化。強大的組織文化能吸引有才華的人並促進增長。強文化,強公司——這是高品質產品和服務的基石。

一個擁有高品質產品的公司,是由擁有卓越品質的員工建造的。永遠不要猶豫投資於您的員工。雖然銀行可能會輕易借錢購買設備,但很少會為員工發展提供貸款。然而,投資於人是長期成功的關鍵

樂觀:創業者成功的祕密

成功植根於樂觀。偉大的創業者、政治家和藝術家都具備這一特質。悲觀注定失敗。

為了成功,創業者必須具備四個關鍵特質: 1. 學習的能力。 2. 反思的能力。 3. 改變的能力。 4. 堅持不懈的精神。

雖然成功故事不勝枚舉,但大多數所謂的成功者並不認為自己已經「成功」。相反,他們保持謹慎,隨時為未來的挑戰做好準備,就像登山者攀登珠穆朗瑪峰一樣,他們知道自己只能在山頂停留片刻,然後開始下山。

持續學習與適應

真正的成功來自於熱愛您的行業、商業模式和產品。這種熱情推動著持續學習的渴望,保持開放心態,並擁抱變化。反思自己而非他人至關重要。變革必須從創業者自身開始,才能蔓延到整個組織。

只要擁有足夠的時間、堅持和適應的意願,成功將會隨之而來。

結論

創業不僅僅是建立公司——它是關於以願景領導、賦能他人並擁抱持續學習的過程。這條路充滿了挑戰,但對於那些堅持不懈的人,回報將是巨大的。作為創業者,我們不僅需要考慮當下,還需要想像和準備未來十年的變化。通過樂觀、反思和不懈行動,我們可以塑造未來。

Leadership in the Balance - Navigating Execution and Innovation

In today’s fast-paced world, effective leadership involves striking a balance between two types of work: execution and innovation. Understanding these distinct modes of operation is essential for leaders aiming to optimize both performance and creativity within their teams.

Execution: The Grind of Getting Things Done

Execution is the operational side of work. It’s the “doing” phase where efficiency and productivity take center stage. It’s highly structured and time-bound, which is why many workers in execution environments clock in and out and are paid by the hour. Variability is seen as an enemy here, as consistency and predictability drive success.

In the world of execution, a prove-and-perform mindset reigns. There is constant pressure to meet deadlines, deliver results, and avoid errors. While this focus on operational efficiency is crucial to organizational success, the stress associated with execution can have a significant impact on workers, especially if it's prolonged without respite.

Leaders need to recognize that while execution is essential, its emphasis on rigid efficiency can limit creativity and innovation. The challenge is to not let the demands of day-to-day operations overwhelm the broader need for learning and growth.

Innovation: The Space for Thinking and Learning

On the other side of the coin is innovation. This type of work is about cognitive, creative, and strategic tasks. It is less tangible and harder to measure by the hour because it involves problem-solving, decision-making, and reflection. Innovation doesn’t conform to strict timelines; instead, it thrives on variability—an ally in this space.

The mindset required for innovation is one of improve and learn. Creativity, new ideas, and long-term planning emerge when people are given the mental space to explore, question assumptions, and make strategic decisions. However, stress from execution can negatively impact the ability to engage in innovation effectively.

The key to successful leadership is recognizing that both execution and innovation are necessary. Innovation should not be seen as secondary but as complementary to execution, enabling it to be more efficient, relevant, and responsive. Innovation, though, requires a culture of trust, autonomy, and curiosity, where teams feel free to question and reflect.

Leading with Dissent and Curiosity

One of the most important leadership skills in balancing execution and innovation is fostering dissent—encouraging a culture where team members feel comfortable questioning decisions or offering alternative perspectives. Dissent should not be feared as disharmony but embraced as a path to a more accurate picture of reality. When leaders nurture curiosity and respond to dissent not with defensiveness but with genuine inquiry, teams become more resilient and better decision-makers.

In practice, this means leaders must ask thoughtful questions like, “What’s behind what you are saying?” or “Can you tell us more about that?” By inviting exploration rather than shutting it down, leaders open the door to innovation, which ultimately improves both operational and creative work.

Completion and Celebration: The End of Execution

When the execution phase of a project concludes, it is vital to complete it in a way that promotes reflection and improvement. Completion provides a sense of progress and accomplishment, and it’s at this point that teams can transition back into innovation to assess what went well and what could be improved.

Celebration is an important part of this transition, but it must be done with care. Leaders should avoid using celebrations as mere praise for completing tasks. Instead, they should focus on the story behind the achievement, recognizing the behaviors and efforts that led to success. Celebrating the journey and the learnings gained along the way fosters a mindset of continuous improvement.

Linking Innovation to Execution: The Improve Play

The ultimate goal of innovation is to improve execution. Reflection, learning, and strategic thinking should lead to practical outcomes that make future operational tasks more efficient and effective. This cycle of innovative thinking leading into better execution drives continuous progress.

However, innovation should not get stuck in endless contemplation. Leaders need to guide their teams toward actionable insights that can be applied to everyday work. The focus should always be on linking mental activity to improved operational performance.

Leadership for the Future

The world is moving faster, and the need to balance execution and innovation is becoming more critical than ever. Leaders who can navigate this balance—by fostering both efficiency and creativity, promoting curiosity, encouraging dissent, and celebrating meaningful progress—will lead their teams and organizations to success in a rapidly changing landscape.

By understanding that execution and innovation require different mindsets and leadership approaches, leaders can create environments where both can thrive. This balance will not only drive organizational success but also cultivate teams that are more resilient, innovative, and engaged in their work.

銷售寶藏揭秘:招頂尖業務銷售技巧分享

嘿,大家好!歡迎返嚟我哋嘅頻道!如果你係新嚟嘅,記住撳嗰個訂閱掣同通知鐘鐘,咁你就唔會錯過我哋以後分享嘅銷售、商業策略同埋職涯成長嘅見解。

今日,我好興奮想同大家分享一本銷售界嘅寶藏——山田和久嘅《成功拿下訂單48招頂尖業務銷售技巧》,英文書名係《48 Essential Sales Techniques to Secure Orders: Derived from Interviews with 1,000 Top Sales Professionals》。

呢本書集結咗上千名行內高效率銷售專業人士嘅智慧。佢帶嚟一種科學同有系統嘅方法,去掌握銷售同建立強大又持久嘅關係。等我哋深入了解下啲關鍵要點,同埋點樣將佢哋實踐出嚟。

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講到另一個關鍵元素,就係採用科學方法。山田提倡利用數據分析同視覺化嚟標準化成功嘅銷售過程。呢樣有助於更好理解同實踐有效嘅策略。透過數據嚟驅動你嘅決策,咁你就更有可能達到標,更領先於競爭對手。

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總結嚟講,山田和久嘅《成功拿下訂單48招頂尖業務銷售技巧》唔只係一本書,佢係通往銷售卓越嘅路線圖。其科學、系統嘅方法,即係話任何閱讀並採納呢啲策略嘅人,都可以系統性地提高自己嘅表現,並且建立有意義同持久嘅關係。

所以,無論你係想提升自己嘅銷售技能,定係搵緊一本全面嘅關於建立關係嘅指導書,呢本書都係必讀之作。

多謝大家今日嘅收看!如果你覺得呢條片有幫助,請畀個讚同分享畀你啲做銷售嘅朋友同同事。照舊,喺下面留言話我哋知你點樣將呢啲策略應用到自己嘅銷售實踐中。

下次見,繼續努力,繼續學習,繼續完成嗰啲交易。再見啦!