韦尔奇曾经有一个有经典的商业运营逻辑——定义中的后院永远都不应该是最吸引自己的地方,而应将它转变为别人的前厅。 对于机构相对庞大的企业,这句话很形象地点明了生存法则。后院是堆放杂物的地方,容易失火难于管理,何不形成产业链,交给他人打扫?50年一成不变的战略 企业,风雨不侵是好事。但很难想象,企业的市场战略50年不变。 换言之,一个员工在某一企业内工作五十年,其市场现念一成不变,那么只能 Welch used to have a classic business logic of operation - the definition of a backyard should never be the one that attracted the most attention, but should be transformed into someone’s lobby. For a relatively large organization of enterprises, this sentence is very vividly understand the law of survival. Backyard is a place to pile up debris, easy to fire is difficult to manage, why not form an industry chain, to others clean? Stable 50 years of strategic enterprises, the invasion is a good thing. But hard to imagine, the company’s market strategy unchanged for 50 years. In other words, an employee working in a business for 50 years, its market concept is static, then only