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西方管理界有一个理论,一个企业资产超过1000万美元,如果它没有智囊团的话,其生命周期不会超过5年。只要一个重大决策失误,这个企业就完了。 我相信这个理论。今日集团发展到今天,同样面临着请“外脑”帮助决策的问题。我们的发展是超常规的,销售额从1989年创业时的368万猛增到去年的15个亿,今年的目标是30个亿,这等于一年就要再造一个“今日”。宏观环境的急剧变化尚且不说,单就我们企业自身环境的变化就已是翻天覆地的了。如何面对和驾驭这种巨
The Western management community has a theory that an enterprise has more than $ 10 million worth of assets and will not have a life cycle of more than five years if it does not have a think tank. As long as a major policy-making mistake, this business is finished. I believe this theory. The development of today’s group is also facing the same problem of inviting “external brains” to help make decisions. Our development is unconventional. The sales soared from 3.68 million in 1989 when we started our business to 1.5 billion last year. The goal for this year is 30 billion. This is equivalent to creating a new one today. Not to mention the dramatic changes in the macroeconomic environment, the changes in our own business environment alone are already overwhelming. How to face and control this giant