The boundaries between jobs and organizations, labor and workplaces are gradually disappearing, and there is a major shift in work patternsPeople will be confronted with "borderless, dynamic world laws". From the Uka to the Barney era, uncertainty will become more frequent in the future. In the face of a new organizational form, both enterprises and individuals need to strengthen their resilience to resist fragility, cultivate organizational capabilities to cross the new cycle, and shape a resilient and dynamic organization that is rejuvenated and adaptable.
Organizational management ability is the endogenous cohesion and driving force of an enterpriseIt is reflected in the enterprise's choice of organizational and management dimensions such as organizational structure, business process, assessment and incentive, talent ability, and cultural valueIt is a series of planned, organized and coordinated activities to achieve organizational performance goals, covering all aspects of the organization's structure, process, talent, finance, technology, culture and so on.
Achieving a high level of organizational efficiency is critical to any organization to thrive. One way to achieve this is to optimize the scope of management and understand the complexity and nature of the work done by managers and their subordinates. McKinsey proposes five typical types of management workThey are player coaches, coaches, regulators, facilitators and coordinators. By calculating the management range, HR can determine whether managers are able to effectively supervise their direct reports, helping managers optimize team size and find a balance between too much or too little to manage the team more efficiently. Optimizing the managerial magnitude can help break down silos, increase the flow of information, reduce duplication of work, and reduce micromanagement in the organizationCreate more autonomy, faster decision-making, and more opportunities for professional development for team members. 
The construction of organizational capabilities must be based on the construction of the core competitiveness of the enterprise in the future, the actual scenario of integrating business development, and the front-end marketing and customer management capabilities of the enterpriseStarting from the vertical capabilities such as middle office operation, advanced chain, product capabilities, back-end digitalization, human resources, and financial management capabilities, it runs through the rules and regulations of the enterprise organizational structure. To improve organizational efficiency, we must start with the evaluation and diagnosis of organizational capabilities, measure and track through relevant indicator systems, understand the effectiveness of our own enterprises, analyze the pros and cons, and then start from the organizational design to solve the basis of enterprise management decisions.
Professor David Juric divides organizational competence into different indicators, namely:Talent, Speed, Shared Thinking, Accountability, Collaboration, Learning, Leadership, Customer Connection, Innovation, Strategic Alignment, Simplification, Social Responsibility, Risk, Efficiency. 
Organizations need to evolve with the times, and the innovation of talent skills and the evolution of talent teams are essential for the sustainable growth of enterprises. The new skills and new positions generated by the global operation need to build a set of whole-process talent models to ensure the effective operation of the entire talent management system. In this regard, Peixin Industry Research Institute launched the ratio modelIncluding recruitment, automation, training, incentive, and outsourcing, on the basis of clarifying the digital transformation strategy and talent needs, according to the phased planning goals, as well as the constraints of time and capital costs, internal conditions, partner resources, etc., formulate and implement the most appropriate specific strategies. 
The construction of organizational capacity does not necessarily depend on the adjustment of the individual organizational structure itself, and the construction of "virtual" organizations such as project-based organizations and committee decision-making organizationsThe establishment of internal horizontal coordination mechanism and power and responsibility coordination mechanism is also an effective means to build and improve organizational capacity. Modern organizations are increasingly focused on collaborative work, advocating for a more flexible workforce ecosystem. In a complex and volatile environment, we will form a value-based labor ecosystem, establish a more flexible human resource allocation and operation model, help internal organizational reform, reconstruct the relationship between organizations and individuals, quickly impact market demand, and build a more resilient organization.
Based on the concept of "leading digital human resources and creating new human resources", Peixin Group has built a comprehensive digital technology application systemAdopting the model of "one body, two wings, two-wheel drive", the two-wheel drive strategy of "organization + talent" was launched. Relying on science and technology, the two-wheel drive on the one hand focuses on the enterprise side to provide enterprises with end-to-end digital technology product solutions; On the one hand, focusing on the talent side, we pay attention to the service and empowerment of talent recruitment, assessment, onboarding, training, welfare and other dimensions.
Peixin business intelligence platform fully covers the closed-loop managementUse big data capabilities to carry out hierarchical management and refined operation of talents, and support intelligent decision-makingHelp enterprises comprehensively improve talent operation and organizational capabilities, and respond flexibly and quickly to market changes.
In the future, Peixin Group will adhere to the steady and far-reaching development through lean products and services, maintain strategic focus, insist on being a long-termist, help enterprises better improve their competitiveness, focus more on strategic goals, rationally allocate resources, and build a dynamic organization.