Good morning, can you hear clearly? Yes? Ok, yes, yes, so you can sit closer, so this thing is still quite small, because I just watched this, well, before the start of the class, put that Wang Gang's lecture, Ah Shui, so the world is still very small, because, at that time, I was in Ali with him in the same department, that is, they were all the first CCP Iron Army, in Jiangsu, I was the first manager, the headquarters was in Changzhou at the time, and then he was the third person, and then after I was transferred, I was because he was the third person, So I think it's quite interesting, but after this time has developed, this has been more than ten years. It's over, he's dressed more and more cultured, and then I'm like this, so that's probably uh, three weeks ago, and then ah wonton maybe this is this, and I contacted and said that he wanted me to tell you about this operation, so frankly, I've been watching movies for so many years, but what, talking about this operation, it's really bottomless, because of what? Because the operation is too big, basically all enterprises must have operations, including a family
So it's a ubiquitous and all-encompassing thing, and if you want to bring it to everyone, it's actually quite a challenge to cut in from a good angle. Then I took this job, and they mainly had a little selfishness on my own, because I think that every time I have to tell others my point of view, it is actually when I am forced to think about it myself, so I think, uh, this is a big challenge, but it is also just the opportunity to sort out some of my understanding and thinking about operations, so I think this process of understanding and sorting out is actually important to this process, it's hard to say, such a complicated thing, you have said at this point in time that I have completely gotten it, I have fully understood, but in fact it is far from the case, in fact, our private enterprise is good. Ah, whether we go to Chaos University, in fact, the important thing is to understand a thinking framework and a process of thinking, and then in our daily work and life, we continue to use this method to deduce the real results, so what about today, because operation is a very big topic, so, I just said that from my point of view, I think there are some experiences, I will try to string it for you, just to see how we understand, to understand this, what every company is doing, I am doing such a thing every day, so I think we should first define what is called science and technology camp, that I saw that the classroom materials also said how to science and technology enterprises, this may be in the process of information transmission, there are some of this.
What is a traditional business? I don't think it's that you use some tools of the Internet, you are a science and technology company, and it's not that I will give examples later, in fact, in my opinion, it is called a science and technology enterprise if you use scientific means and scientific methods to operate, so we talk about the science and technology camp This movie is a team with science, spirit, courage and basic literacy, and use scientific and technological means and scientific methods to operate and operate a business, so five or five, then you see a lot of references to science, science and technology, Then I won't expand it here, I'll come back later, and explain this definition to you in detail, here's a general concept, let's take a look at this first, this is when I was in college. A friend I know, she is now in Gao Yi Assets, it is the chief research officer of Gao Yi Assets, then this intellectual property is his, so I still have to say, this is what he prepared after the preparation, he posted it in the group, he just wanted to explain the change in the company's eyes, I said alas, great, I said I was going to Wonton to share it after a while, I said you will use this for me, so you can pay attention to me and take a look, we see that this is the name of the company on the far left, I said that here is the growth path of some famous companies, the growth of the company's value, and then go to the right, the first column is the time when these companies were founded, and the second column is the year when these companies reached the highest market value in the history of these companies? Ah, how many years has he gone through when he reached the highest market capitalization? And then the last column is when he was about to make this table in June of this year, was it June 6th or June 7th? How much will these companies still be worth by that day? So, here let's look at the structure first, we drew a few methods and think that it is obvious that the top company is the oldest company, the oldest here is cleaning, he has been through this for 180 years, so it is really amazing, a century-old enterprise, he is almost 200 years old, although he is now facing a big challenge, so the youngest here is still that facebook is Facebook, right, 13 years, then the formula in the box at the top of the first quadrant is the most old. Listening to Wal-Mart is 55 years old, so this is and then everyone looks down in turn, this company is getting younger and younger, and the bottom two are the pride of our Chinese enterprises, right, this at right, a Tencent case, so this largest structure, and then let's look at this, for example, what year did he reach the highest market value? It's a good thing that he was in 2017, it shows that it's been growing, his peak is 230 billion, so it took him 180 years, so I had the impression of this world, I didn't check it carefully, probably, four or five years ago. At that time, the most valuable company in the world was still x Mobil is an energy company, it was established in 1882, its peak market value was 390 billion US dollars, he reached it in 2014, he spent 100 132 years to become the most valuable company in the world, they are looking at the third, the third is now everyone knows what is the most valuable company in the world? He ate 810 billion apples, and it took him 41 years, so you can feel it, that is, Apple took 41 years to achieve 810 billion, which is almost three times more than four times that of cleaning, which is not a little bit more than that of Procter & Gamble.
1 4 less than a little time, to do the cleaning of this market value of about 4 times less than a little ah, this is, and then let's look at Google, Google more that my brother 19 years, he is now 690 billion, that is, 690 billion is almost, is what x Mobil twice the company, that is, Google took 19 years to become twice as much as x Mobil such a company, and x Mei took 132 years, Google only took 19 years, almost 1 10 ah, Or a little more time to become twice his size, and then we look at this red, which is a special list of several car companies, Ford companies, right, General Motors are all century-old enterprises, one was established in 2003 and one was established in 2008. The historical madman who established them, Ford's madman was in 2014 when he was worth 61 billion, he is now worth 43.3 billion, and now it is 53.3 billion, let's look at the red Tesla below was established in 2003, and then he used 14 years, and now the market value is 59.3 billion, which is a 14-year-old company that produces electric vehicles, what is it afraid of, he has exceeded the business for more than 100 years, so we talk about the three, right, GM Ford and Chrysler have surpassed these, so I'm thinking this is a very interesting one, we often talk about this, so what is it that I will talk about persimmon after you finish speaking? In fact, everyone understands a very simple truth, what is the formula? How much is your company worth? So how is the value of a company calculated? It depends on how much value you contribute to this society, to the whole social system, right? It is how much value you have contributed, and then how can you go to your value from the inside, and then how can your value not exceed the value you supply, which is the value of the contribution or in the medium and long term, the value of your ** cannot exceed the value of your contribution, which is called Paneto improvement in economics, right? What is it? It's just that someone benefits and no one suffers, so what are you improving this, so you can continue to do this right? If I contributed 100 yuan and I took back 150 yuan, then someone was damaged, so you are not sustainable, so we look at this diagram today, in fact, it is essentially talking about it, right? That is to say, as the main form of social resources of this organization, it should basically be accompanied by the great voyage, right, after the big Shanghai, we said that we want to establish a company, in fact, the essence of the company is still to preside over the resources of the whole society, such as population, right, people, land funds and then the most basic resources of the society within the scope of my enterprise? I make comprehensive use of it, and then let him contribute more value, the enterprise is doing well because these resources can create greater value within the scope of your organization, so you are doing better and better, what is the business that is not doing well or even going out of business?
Essentially, these resources are created within your organizational system. What is the value? Is it lower than the social average, positive is lower than the social average or lower than your competitors and peers, so you have no value in existence, you have to dissolve, release these social resources, use new companies or to your peers, and then create value, so the essence of this picture today is to say what are you talking about?
In essence, it is said that with the development of science and technology, just like this title, science and technology are the primary productive forces, that is, with the development of science and technology, how about it? Our entire human society has entered a stage of exponential development, so there is a book called the so-called starting point is approaching, can you raise your hand if you have read this book? I dare, not much, I still see a few, in fact, ah, this book, I didn't buy it. Lost, but I think this of our chaotic classmates are very fond of learning, I suggest you can buy it and take a look, there is an electronic version is very convenient, in fact, the starting point is near, he is this and our Hunan University professor this good friend said that this leap discontinuity is actually essentially the same, it is one and the same, he uses different expressions, his so-called starting point is close to the killing of the dead.
This is the card champion who took out this break time to study, right, because if the world is not changing rapidly, in fact, everyone doesn't need to fight so hard to learn, so I'm thinking about what this picture illustrates, indicating that he still does prove how we are now in that stage of exponential development, the world is changing rapidly before the establishment, today has to be established again, so you have to seize the opportunity, if you want to live, you have to update your knowledge system, So what is the first driving force in technology, so today I will share with you, that is, 4 themes, the first one is to talk about what is operation, I say that operation is difficult to talk about, because I do it every day, but I think we still have to define what is operation. Especially the relationship between operation and strategy, the second is some common diseases of operation, I don't think it's all cakes, so I think it's more typical, and then let's look at what is scientific, and finally let's see how we use a relatively clear and simple path, let's try to carry out the Academy of Sciences, 4 pieces of content, let's first take a look at what is called operation, but I think you have to talk about operation must talk about strategy, so there are actually a lot of movies about strategy. How to include yes, this, strategy to make trade-offs, etc., then I think it is easier to summarize it, what is the right thing to do in terms of strategy, and what is the right thing to do in operation? Doing things to achieve strategy, so it's a circular argument, so what do you say is the purpose of operation? It's to achieve strategy, so let's take a look at this, this is a handsome captain I'm looking for on the Internet, in fact, the captain has a saying in the West called God on deck, that is, what is the main task of the captain? It's just that I know that this is going to **, how fast am I going to get here or there, and then what's left, what's left is Daisuke on the deck, right? There's the chief engineer or the old ghost below the deck, right? When the chief engineer saw it, he was dirty and oily and guaranteed this boiler, this machine, right, and told the director that I was going to **, and I wanted to arrive soon. So what's left is those operations, so the strategy is to do the right thing, so I think um, compare, the three better thinking points are what problems do you solve?
What added value does it offer? What is Category B? From my contact with the enterprise, I think that the vast majority of enterprises are not enough in the depth and quality of thinking on this issue, this first problem to solve is how you define, in fact, with how you go, what kind of enterprise it becomes, in fact, the relationship is very close, for example, I just talked about the car we talked about Ford, right, it was established in 2003, right, if Ford solves something. What's the problem? Because before that, just before Ford, although this diesel locomotive has been invented for a long time since the automobile, but in fact it has not been applied on a large scale, at that time the main means of transportation was still horse-drawn carriages, so everyone sees that we are still solving the traffic problem, but if Ford's definition is to say that I want to produce the fastest horse-drawn carriage, then there will be no Ford, because at that time most of the vehicles were horse-drawn carriages, as we see in the movie, right? There are four horses with two horses, and at that time, the car had already invented the car with the internal combustion engine, and the car was issued very early, but the car actually did not enter large-scale commercial use, so if I said otherwise, I wanted to solve it, I wanted to be the best, the most luxurious and the most comfortable. If you have the fastest carriage, it is actually without a stand, so what does Ford say?
He also defined, he didn't say that I want to be a car company, then there is no Ford, so how does Ford define it? Let's think back, what is the unique dream of reading the relevant biography? What is the so-called dream dream is the direction **The dream is mine, I want to be in shape, so that every middle-class American family can afford a car everyone understands, so what is the problem he solves?
The first is what is faster and more reliable than a horse-drawn carriage, and what else he wants to make affordable for every middle-class family, so what gave birth to Ford. So there is an assembly line for automobiles, but ah, before Ford, the entire industrial production was not the concept of assembly line, and the most advanced assembly line at that time was right? In the slaughterhouse, it's killing cattle or something, it's stabbing knives here and shaving there, that's ah, so Ford's assembly line is the first time to introduce an assembly line in the field of industrial production, so many of our production enterprises today have this level, the assembly line in industrial production, Ford is the ancestor, but why he wants to do this innovation is because what problem he wants to solve is that every middle-class American family can afford a car, so we looked at what problems to solve. The definition is very important, and the second one is what it is, how much added value do you provide are what I just had. Talking about a business again, how about you, the money you make and your revenue cannot exceed the added value you provide, this must be clear, many companies say that it is difficult to do business now, it is difficult to make money, in fact, what do you want to think about in essence, how much value do you create? In this matter, how much added value do you create, and the simplest example is to sell diamonds and buy diamonds, if I don't know much, I haven't bought a diamond, if you say that the unit price of 50,000 yuan is retail, but the question is what is the income of the salesperson who sells diamonds, so you can say that it is worth a lot in the whole transaction, but if you are a role in the whole transaction, the added value you create is not large. So no matter how valuable this deal is, even if you sell the plane, it doesn't mean that you can make more money than the flight attendant, everyone understands, so if we think about this business, in addition to solving any problems, we must consider what your added value is in this matter? Third, what are your barriers? So this is logical, first what problem do you solve, and what does it mean to get bigger? The greater the value theoretically, the second is what added value you provide, the more added value you have, the more likely you are to make money, and the third what is the status, that is, only you can do a good job, and others can't do well. Not only can I make money, but how can I make money consistently, if there are no barriers to this, and you do a money-making business, then it means something, as we often talk about a head-killing business. Someone does loss-making business, no one does it right, as long as you make money, others will do it, what you will do soon, you won't be able to make money, so it's very simple, is this thing like this, do I have value in it, I do this thing I create this value Is there a barrier, these three things are met, then you can make money, and you can continue to earn money, this is the strategy, let's look at the reason for the operation is very simple, 3 points yes? Set goals, organizational structure and operational control, in fact, I often meet people in my daily work discussions and coaching, because indeed, from an operational point of view, you are not stupid as an operation, you have to have a strategy decomposition, but many times it is difficult to distinguish, this belongs to strategism, but I think. The easier one is one by one, and the so-called milestone is that you have started to set goals according to your direction, right? The captain said I'm going there, right, I'm going to go there as fast as I can, and then what, and then his core team breaks down the strategy, and then he comes up with a goal of how much we're going to go on the first night, how much on the second night? So I think if you have to cut the strategy and operation area, I think this is a continuation of the process, but if you have to cut, I think to cut on the goal, that is, to set a goal, and then the organizational structure to do electricians don't do, I want to do something, and then my organizational structure is how to reasonably organize the resources of the enterprise, and then finally the operation control. Okay, let's take a look, I have money here, strategy is not the core competitiveness, we must make it clear that the strategy is very important, but the strategy is not the core competitive strategy, well, even a very important ability is not actually counted, strategy is a result, strategic ability is the core competitiveness, operation is the core competitiveness, everyone must abandon a fantasy when doing business, what is that I found an opportunity, I am very smart, or I have because I have resources, I know certain people, so this opportunity is mine, I just became, I think that this short-term opportunity is not valid in the long run, just say that as long as you create something that you can create a lot of value, and you have no barriers, others will definitely come in, so I think a business. What are your core competencies? In addition to the ability to formulate strategies, in fact, the most important thing is to do the same thing, you can do better than others, and do the same thing, you have to be better than others, this is a very important ability, there are many enterprises, I think he retreated and retreated, the good thing is the strategic upgrade, the bad thing is that he can't hold on to him, he can only go to the flow, in fact, I think this is very important, whether you are upgrading the strategy or you are regressing in operation, you can't beat others, you can only give up this market, As far as we are concerned, disruptive innovation is basically starting from the following dick silk market, and then the general plastic companies say, oops, this is a low-end market, we don't grab it with him. We do the mid-to-high-end market, basically all companies are like this before they die, and then slowly and slowly until the smallest one knows that there is no sound operation is the core.