Dong Yuhui Recently, the small essay turmoil of Dongfang Selection has been fermented again and again, and Yu Minhong announced that he would remove Sun Dongxu from the position of CEO and change it to Yu himselfSubsequently, Yu and Dong Yuhui, the other protagonist of the incident, appeared in the Dongfang Selection live broadcast room to make some responses to the incident;Immediately after, another series of actions ......
After the whole incident surfaced, Zhenghuan didn't think that Yu's choice was so difficult. As a boss, as long as you are still relatively sensible, you should judge the situation and make choices that are beneficial to the company's current situation.
Since Dong is the most important at this stage, whether it is the reaction of the capital market, or the fans, or the vast number of melon-eating people, it is almost one-sided;Then naturally choose Dong, and I can't even see another suboptimal solution. As for the rest, (if any,) can only be said later.
It stands to reason that Sun is Dong's direct leader (I don't know if there is an intermediate level in fact, but in terms of the state of affairs, even if there is, it can be ignored), and Dong's former principal, and Dong and Dongfang Selection and even Sun's personal net worth are at least complementary to each other.
However, Sun saw that his former subordinates were thriving, gaining fame and fortune, so all kinds of careful thoughts came to his heart and overflowed on the screen;In addition, it is estimated that there is a tendency to go to Dong according to the holy will, so all kinds of revelations almost make people think that they want to get rid of (Dong) and then quickly. Even if the price of doing so is turmoil, or fans defect. To put it bluntly, these are all company matters, and they are nothing compared to inflated personal emotions. This is a typical portrait of an irrational professional manager.
The reason why Yu behaves differently from Sun is, in Zhenghuan's view, first of all, because of his different identities. Yu is the boss, and he can be regarded as a relatively rational boss, and he needs to solve problems from the company's perspective at a critical time. As the boss, you must stabilize the stock price and explain to the shareholders, that is, the investors. At the same time, as a live broadcast industry, fans are customers and core assets, so the boss has to look at the faces of fans and act with Party B's consciousness and self-awareness. Therefore, at least for the time being, it is not important whether it is necessary to go to Dong strategically, what is important is that the current situation must protect Dong.
The difference in Yu Sun's behavior is followed by the difference in the degree of intellectualization. Sun is what Yu calls "young and energetic but not mellow enough" (I don't remember if the original text is exactly the same, at least that's what it means). If it's more, the positive ring won't pop out here, so as not to affect my character (haha).
Again, of course, it is what netizens commented, Sun Pattern is not enough, the level of specialization is not enough, he does not know enough about the live broadcast industry, at least he failed to understand the logic behind this industry, and so on.
By analyzing the differences between Yu and Sun's behavior and the logic behind the Dongfang selection turmoil, Zhenghuan believes that in a diversified and highly competitive field (such as tourism), the following key factors should be considered when selecting professional managers:
Industry understanding and forward-looking:The rapid development and constant change of the travel industry requires professional managers to not only have an in-depth understanding of the industry, but also to be forward-thinking. They should be able to accurately ** market trends, adapt to changes in consumer demand, and find new opportunities for growth in the midst of challenges. For example, as technology advances, how to integrate digital transformation into the travel experience and how to leverage big data analytics to optimize customer service are all questions that modern travel industry leaders need to consider. Choosing talent who can lead the business to adapt to these changes and stay ahead of the competition is critical.
Emotion Management & Interpersonal Communication:In the Dongfang Selection case, Sun showed an emotional approach in handling his relationship with Dong, which had a negative impact on the corporate image and the stability of the internal team. This is especially important for travel businesses, as the industry is highly reliant on customer experience and the teamwork of employees. Professional managers are selected to have a high level of emotional intelligence (EQ), be able to manage their emotions effectively, and demonstrate a positive and cooperative attitude in interpersonal interactions. Good leaders should be able to motivate their teams and build a positive, inclusive work environment, which is essential for improving customer satisfaction and employee productivity.
Awareness of the overall interests of the enterprise:Yu showed an attitude of focusing on the overall interests of the enterprise in the incident, which is an important reference for selecting professional managers. This means that professional managers need to be able to think beyond their personal interests and from the perspective of the business. This macro perspective is essential to ensure the long-term stability and sustainability of the business. In the travel industry, this may involve balancing short-term profitability goals with long-term brand building, and how to maintain a commitment to environmental and social responsibility while pursuing growth.
Specialization level and pattern:In this case, Sun's professional level and pattern are insufficient in the complex situation of the live broadcast industry. This is an important lesson for professional managers who choose a tourism business. The complexity of the travel industry requires professional managers to not only have industry expertise, but also have the landscape to understand and navigate the diversity and uncertainty of the industry. They need to take a higher perspective on industry developments, understand market dynamics, grasp different cultures and geographies, and improve their ability to adapt to emerging markets.
In short, when choosing a professional manager, tourism enterprises need to comprehensively consider the candidate's industry understanding, emotional IQ, awareness of the overall interests of the enterprise, and professional level and pattern. Together, these factors make up the essential qualities of an effective, visionary leader. The right choice can not only drive the short-term development of the enterprise, but also lay a solid foundation for the long-term development of the enterprise.
This case also provides us with profound enlightenment and thinking points in terms of corporate governance, at least the following points:
Clarify the demarcation of rights and responsibilities:In tourism businesses, a clear demarcation of power and responsibilities is crucial. Enterprises should ensure that the responsibilities of each department and individual are clear to avoid inefficient decision-making and internal conflicts caused by ambiguity. For example, clear accountability is set in key departments such as tourism development and customer service to ensure a quick response to market changes and customer needs. At the same time, an efficient decision-making process needs to be based on a transparent information sharing and communication mechanism to ensure that all relevant parties have access to the necessary information in a timely manner to make sound judgments.
Building a Healthy Corporate Culture:The Oriental selection incident also highlights the importance of a healthy corporate culture. Respect, cooperation and innovation should be at the heart of our corporate culture. For example, tourism businesses can stimulate creativity and teamwork among their employees through team-building activities, innovation workshops, and more. In addition, encouraging open communication and feedback, and creating a work environment that embraces differences and encourages innovation, can help increase employee engagement and belonging, thereby improving operational efficiency and market competitiveness.
Establish a more reasonable cooperation and benefit-sharing mechanism for core talentsThe controversy over the core figures in the Oriental selection incident also reminds us that cooperation and benefit-sharing mechanisms with core talents are crucial. Enterprises should establish a mechanism that can not only motivate individual contributions, but also ensure teamwork and corporate interests. For example, through equity incentives or profit-sharing plans, core talent can feel their importance to the success of the company and align with the company's long-term development goals.
Focus on risk management and crisis response:The market changes and internal conflicts faced by tourism enterprises require them to have effective risk management and crisis response capabilities. Companies need to conduct regular risk assessments to identify potential market risks and internal management challenges, such as seasonal demand fluctuations and the impact of unexpected events on travel plans. At the same time, establish a rapid and effective crisis response mechanism, including a crisis communication plan and an emergency management team, to ensure that rapid action can be taken in the face of challenges to minimize negative impacts.
Promote transparency and communication:The success of a business depends on the collaboration of internal teams and external customer relationships. Therefore, good internal communication is essential for corporate governance. Transparent communication and information sharing should be encouraged to ensure that all employees are kept abreast of business dynamics and decisions. This not only helps to improve the quality of decision-making and execution, but also increases employee engagement and loyalty. Externally, transparent communication helps build customer trust and increase brand loyalty.
Balance between long-term development and immediate benefits:One of the most important lessons that the Oriental Selection incident has taught us is that companies need to find a balance between pursuing immediate profits and long-term growth. We need to build a business model that caters to the immediate needs of the market while maintaining a long-term strategy and vision.
Through these strategies and thinking, companies can lay a solid foundation for sustainable development in the future while addressing the challenges of the present. A reasonable corporate governance structure and management strategy will enable the company to maintain stability and growth in a highly competitive market environment.
In summary, we believe that corporate governance is not a rigid framework, but a dynamic system that needs to evolve. In this era of rapid change, it is necessary to carefully select suitable and competent professional managers, and at the same time, it is necessary to be more flexible and agile to cope with the volatility of the market and the complexity of internal management. Just as a ship sails in waves, only by constantly adjusting the direction of the sails can we ride the wind and waves and reach the ideal shore.