对标管理的实施需要耗费组织的大量资源,必须明确对标管理过程中有哪些关键点,切不可盲目施行。对标项目要有的放矢管理学中的“木桶理论”告诉我们,“短板”的长度决定整体的发展程度。很多施工企业这些年发展很快,有的规模达到了几十个亿,甚至上百个亿、上千个亿,利润额也在不断地增长。现在的问题是,规模增长越来越快,利润率却越来越低,无论是企业领导人、管理者,还是一般员工,事情越来越多,工作量 The implementation of benchmarking management needs to consume a large amount of resources of the organization. It is necessary to clarify the key points in the process of benchmarking management and must not be implemented blindly. Targeted projects should be targeted The “Barrel theory” in management tells us that the length of the “short board” determines the overall degree of development. Many construction enterprises have developed rapidly in these years and some have reached tens of millions, even hundreds or even hundreds of millions, and the amount of profits is constantly increasing. The problem now is that as the scale grows faster and the profit margin gets lower and lower, whether it be business leaders, managers or general employees, things are getting more and more. The workload