We need to see the two sides of the topic. On the one hand, how do you let people who can hear the sound of cannons make decisions? On the other hand, as the coach, how do you make decisions in the rear without hearing the sound of cannons? This makes A military case comes to mind. During the Battle of Liaoshen, Mao Zedong had different opinions from Lin Biao in the rear. Lin Biao believed that Shenyang should be attacked first, while Mao Zedong believed that Changchun should be attacked first. Lin Biao disagreed at first, but after a short fight, Lin Biao believed that Mao Zedong was right. Why did Mao Zedong know the front line so well and communicate so effectively before and after? If people who are interested in military subjects look at Mao Zedong's Selected Military Writings, they will find that there are not many formal papers in it, but only repeated telegram exchanges. When you see that paragraph History is very moving. Some decisions made by the front were fully discussed by the rear, and the final authorization was given to you. This question has also been raised for entrepreneurs. It has always been a difficult problem and an eternal topic in management. It is for all entrepreneurs to answer.

I took a look and found that our lineup is very good. They are all very famous entrepreneurs in China. There is a Mr. Tang Jun who has a very legendary experience. Although he is a professional manager, he can hear the sound of cannons in a while. Sometimes I can't hear the sound of cannons, sometimes I work in a complex environment, and sometimes I work in a simple environment. I would like to ask the entrepreneurs and leaders here, can you still hear the sound of cannons? If you can't hear it, when did you stop hearing it? How do you manage when you can't hear it? There are also two international guests, one is the president and CEO of the U.S.-China Mutual Benefit Industrial Company, and the other is a senior partner of PricewaterhouseCoopers International Accounting Firm.

Next, hand the microphone over to the entrepreneurs.

Yu Minhong: I prefer the last one, just summarize it and you don’t have to think about it. Hello everyone, in fact, I have not done in-depth research on this topic, but I still have some feelings about it. I think the best commander, that is, the CEO of a company, should be someone who can hear the sound of cannons but cannot hear the sound of cannons. If you keep dwelling on the sound of cannons and make the final overall layout, the development direction of the entire enterprise may be affected. For example, I go to various New Oriental schools every day, go deep into various departments, and also take charge of publicity decisions and give lectures to a large number of students. I just hope that more people will sign up through my lectures. I worked in full swing and drank and ate meat with the employees every night. But there is a problem with the decision-making. People who cannot hear the sound of cannons and those who can hear the cannons communicate and learn from each other, but their job responsibilities are biased. All group departments are asked to listen to the cannons. The above system cannot be established, and the strategic direction cannot be directed. When orders and decisions are issued, the people below will be confused no matter how many shots they hear.

All leaders have different management styles, but the two interact with each other. You have to listen to the sound of cannons, make decisions, and even go into seclusion alone. Really powerful decision-makers should have three aspects. First, they and their subordinates discussed the strategic principles, strategic decisions and timing of implementation. Just look at the founding of the country and they were together every day. Mao Zedong didn’t care. No matter how powerful you are, you can't make decisions alone. The supervisor did not hear the gunfire, but the gunfire came over. What's more, technology is more advanced now. Basically, communication facilities allow you to understand the sound of artillery on the front line every minute, so you don't have to worry too much. I have this layout. In each school, I will definitely have someone designated to convey the sound of the cannon, and the voice will be different from the voice conveyed by the principal, so that we can make correct judgments. Secondly, it is also important to go to the front line sometimes. Firstly, you can encourage morale. In ancient times, when fighting, you had to lead the way. Of course, you have to come back or risk your life. This is for sure. For example, it turned out that the boss of Wollman flew a broken airplane and went to stores to check the layout and service attitude. He often shocked the store boss, but he did not forget the problem of his own Wollman layout across the country. I remember that the CEO of Midea did the same thing. He took a plane and rushed to the manufacturer or sales department. This is also one of the CEO's styles. The third element is that the boss needs to calm down and think about the problem. Sometimes, regardless of the interference from people at the headquarters or local areas, he really thinks about the future impact, status, decision-making, and product layout of this company in society. I think it is a two-way street. Concept, no matter where you are in the world, if the company only does strategy, it will definitely have problems. If you go down every day and don't emphasize the importance of the headquarters, there will be big problems. If a person does not leave some space in his life to think about the meaning of work and life, there will also be problems with the state of his work and his future living conditions. Any one of the three problems will have serious disadvantages for the enterprise. In fact, human life is about maintaining balance. For example, I maintain a balance between work and family, and I need to maintain a balance between work and supervisor. From income to all aspects, people must be in a better state, understand all factors, form the best plan and then go to work. This is the long-term development path of the enterprise.

Host: Let me ask you two questions. You said it very well. You need to be able to hear the sound of gunfire, but you also need to be unable to hear it. There is no absolute balance. Do you consciously let yourself hear more or less gunfire?

Yu Minhong: Let me talk about my work status first. My time is divided into three parts, 1/3 is given to my family life, but of course not all to my wife.

Moderator: Someone other than my wife.

Yu Minhong: Yes, I still have children, leave them to myself.

Sitting there alone, you don’t think about anything, because when you calm down, many things come to your head. There are still 1/3 in Beijing, and 1/3 travel all over the country to listen to the sound of cannons, but in Beijing they just don’t listen to the sound of cannons. So my time distribution is relatively balanced. It's hard for me to say whether I prefer gunfire or decision-making.

Host: If you add up his life and work, 1/3 can hear the sound of cannons, 1/3 cannot hear the sound of cannons, and 1/3 can hear the laughter of his wife and children. But during working hours, the intensity is still 50:50, trying to achieve a better balance.

Yu Minhong: I think if the CEO of a company has not reached that point yet and can still manage everything, he should make decisions based on the sound of cannons, because there is no need for the above system. When New Oriental had 1,000 employees, I was still on the front line. If I still post advertisements now, then New Oriental will definitely go bankrupt, so it has something to do with the size of the company.

Moderator: Have you ever experienced delegating power, authorizing and then delegating power?

Yu Minhong: I made New Oriental by myself at the beginning, but later I brought a large number of overseas students back, and I finally had to do it. Without delegating power, even the chairman of the board and equity were reduced. After a few years, I found that the reason for delegating power under such circumstances was because everyone’s ideas were too rich. That is to say, when I want to do this, who else wants to do this? Don't listen to anyone. Later, I felt that as a result of decentralization, companies were either fragmented or dissimilar. We were all aware of this problem. Finally, we sat together and began to gather power. We first combined it with the board of directors. Our board of directors is a powerful decision-making system. If there is no other way, we adopt a national system. Nine board members, five with hands raised Get up and do it no matter who opposes it. It’s not about understanding the market, it’s purely about holding a board meeting. Later, when New Oriental went public, the rights were taken back. If New Oriental moved forward, it would be better to get it done first. Then I had the final say. It became very difficult later. If I make the decisions and the other one is your head, even if eight of the ten decisions are correct, if two of the decisions are directed decisions, then the company will be doomed. I began to delegate power again. First, we established directors. Directors of listed companies no longer care about business decisions. Directors like New Oriental are too busy to work. So I set up a president’s office meeting and brought in talented people to discuss it. After that, it was divided into the hands of 60 principals and general managers. At this time, the strategic policies and big business plans from above were determined. What should the people below do? We have a saying that we will not accept military orders from abroad. So the current decentralization is divided into two levels. Later I found out why it is not chaotic now? First, we have a hierarchical organizational structure for enterprise management, and the second is obtained after the interaction of information from below and information from above. Decisions are usually not too far from reality. The third reason is that system management causes your decisions to be supported by the system, so there will be no chaos. For example, when New Oriental was decentralized for the first time, there was an internal fight. There was no organizational structure, system management, or hierarchy in company management. This is very important. When it comes to execution, sometimes it needs to be divided into what you are in charge of, and everyone's control cannot be messy. I've been through a lot of this stuff.

Moderator: Now I invite Mr. Tang Jun, who has rich experience and is now involved in the field of public welfare.

Tang Jun: First of all, I need to correct one thing. Yu Minhong can no longer hear the sound of gunfire, especially in society. Just now he said that Tang Jun took girls to practice Zen. That was several years ago. It's over. I feel that he is getting farther and farther away from the sound of gunfire. I am now praised as a good man by many people, but they are all middle-aged and elderly women who think so. I also tell you, what is the definition of a good man? I also hope that you can become one. First, you must be spiritually pursuing. Second, you must have connotation in appearance, just like me. Third, you must have a little bit of success in your career. Just like you. What's more important is that you don't make mistakes in life, or don't make mistakes casually, just like me. This is the definition of a good man, and many men have to work hard in this direction.

Today’s topic is the sound of cannons. I think I am very suitable for this topic. Why? I couldn’t hear the sound of cannons in the past, but now I can hear the sound of cannons. When I hear the sound of cannons, I feel that the decision-makers are not very good. In the same way, I think people who cannot hear the sound of cannons are not very good. At Microsoft, I feel like I can hear the sound of cannons. The real decision-makers are in Seattle. When their people make decisions on everything we do, I feel that it is not in line with the reality of China at all. For example, the first thing he asked me to do is One thing is that when it comes to fighting piracy in China, when it comes to fighting piracy in the United States, it first attacks the government and then companies and individuals. Comrades, think about it, what kind of public security bureaus and courts are there to fight piracy? Do you think this is feasible in China? Many people have followed their example, and the result is definitely setbacks. So at that time, I expressed my strong objection to the headquarters. It was impossible to litigate with China. China is very strict and has a very sound legal system, but China also has a rule that special circumstances are dealt with in special cases. You said it's like a foreign company engaging in piracy in China. What does that mean? It must be handled under special circumstances.

So due to my persistence at the time, I didn’t fight in the end. But you see, after I left Microsoft, the problem arose again. Microsoft has another way of fighting piracy, using a black screen method. All individual users around the world will give you a black screen. You are blacked out once every two days, and you are blackened once a week. People who cannot hear the sound of gunfire in China do not dare to report it. If they dare not report it, they will also give you a black screen in China. Then think about the black screen in China. That is hurt. It hurts the feelings of the Chinese people. If it hurts the feelings of the Chinese people, you will find that the entire media and consumers are against Microsoft. So you see, does the black screen incident still exist? This kind of decision-making cannot be heard. This is the decision-making process at the time. The feeling of hearing the sound of cannons and not hearing the sound of cannons are completely different.

So I held it up until I heard the sound of cannons. People who can’t hear the sound of cannons are really hateful. They don’t understand you. I am now in a place where I can't hear the sound of cannons at all, and I can't even see the smoke of cannons. The first place in Xinhuadu is too far away from me. I live in Shanghai. Although it is very developed in all aspects, it is actually difficult to know where the gunfire is without being in that place. Secondly, when making decisions, many people will tell you that the front line is the most important. I hope to acquire him. From my point of view, I don’t think it should be done. Why? Acquiring him before even competing with him is a sign of weakness. New competitors will come after your acquisition, so you cannot use this method. You are on the front line, so you use acquisitions, but the decision-making level will treat the sound of artillery below with caution. The sound of artillery tells me how powerful it is. When I come back, I feel that you are a person who only has the sound of artillery. Let him make the decision. I don’t think it’s particularly good, especially in our investment industry. If you can’t beat someone else, you just use money to annex them. I don’t think this is the most critical thing. Maybe we will do it in the end. You find that whether you hear the sound of cannons or not, everyone looks at the problem from a different perspective. It depends on how you deal with such problems. So my personal experience is that I heard the sound of cannons again, and now I don’t hear them at all. Without the sound of gunfire, it is more important for us to grasp the overall situation. Thanks.

Host: Let me also ask a question. In terms of subjective design, do you design to hear the sound of cannons or not? Do you want to hear them or don’t want to hear them? I have to learn to not hear them. Make decisions under gunfire.

Tang Jun: As leaders, when we can’t hear the sound of cannons, it’s also right that we can’t hear them. This is because of human subjective consciousness, but it’s not right. We still need to go through various experiments. Analyzing the specific situation, I think every leader feels that he is right.

Host: Will you now consciously go to the front to listen to the sound of cannons?

Tang Jun: It’s difficult, why? We have sounded in too many places, and I don’t know which one. Which one is true and which one is false? Just don’t listen or look elsewhere. We are a traditional industry and we don’t necessarily have to go to where we fire. No matter which gun is fired, it is the same. For example, when I saw the development of the retail industry in Shanghai, I also Knowing what the competition model is there, there is actually not much difference, so I don’t necessarily hear that the cannons produced by our factory must be real cannons. Other cannons may be louder than ours.

Moderator: The difference between Mr. Tang’s and Yu Minhong’s companies is that his industry is single, and the company’s development scale is not that large. If it is multi-industry, you may feel that the sound of gunfire may be a problem for you. Not of much practical significance.

Tang Jun: Mainly I don’t understand.

Moderator: So we must learn to make decisions when there are gunshots everywhere. Let me give the floor to Mr. Ralf C Schiaepfer.

Ralf C Schiaepfer: If you want to ask a question, let me first say a few words myself. In my opinion, regarding what change or innovation means, I think change and innovation cannot mean the highest level. People innovate. Of course, as a boss, you may think that I am an innovative person. You said that I will create many opportunities for the company. I am an information person and I give some advice to companies around the world. I think we need to ask the right question first. How do you make all employees, not only front-line employees who can hear the sound of gunfire, but also front-desk employees. We have more than 100,000 employees across the country, and we provide advice to some well-known companies every day. How can you give PwC employees certain rights to help make some decisions and help companies move to a higher level?

PwC has three steps to stimulate employee morale. First, we must communicate well. If you are not good at explaining the essence of the matter to employees, it will be terrible. Employees feel that there is no starting point and no transparency. Employees will be disoriented. And if the information cannot be disseminated, employees will be at a loss. In other words, the so-called dissemination of information should mean that most of the useful information should be provided to employees, and PwC employees should be informed of the company's status and financial status, so that they can join in. Since I am the boss or a partner, we still need to keep our employees on the same starting line as us, and they need to understand the situation.

Second point, you have to listen, and you have to ask questions first. You have to ask them some questions and let them give you some feedback. Not just ask questions, but make sure the way you ask them is also It will be more formal, and it will be institutionalized, so that people can feedback innovative ideas to you, including some specific ones such as the IT department. It would be very good if more than 160,000 employees give us good innovation methods. .

Third point, after you ask them questions and listen to their ideas, you must also understand the voices of these employees and what they mean. If you have very good ideas, you must To carry it out, otherwise you are not a very competent leader, you have to say yes, I know what you mean. I may not implement all my ideas, but I must implement the best ideas and use these ideas to grow the company's business. So I think if you delegate authority, you have to make some decisions, that is to say, which are the best ideas, and then implement them, promote them, and at the same time give the people who come up with these very good ideas some very meaningful motivation to promote them. , it’s not just about a thousand yuan, it’s not just about money, it’s more about recognition, trust, promotion, etc.

If you are a manager, another point is very important. If you do these three points, you should work on the front line, listen to the sound of artillery, and see what problems the people on the front line face. , what does the front line mean? Listen to the voice of the customer and understand what the customer's needs are. If you don't understand the customer and you don't understand their needs, they may buy items from another store. You should look at which of your employees’ ideas are the best and see if they can meet the needs of customers.

Moderator: Thank you, now I invite Mr. Feng Jun, President of Huaqi Information Digital Technology Co., Ltd.

Feng Jun: Today’s topic is of concern to all those engaged in management. As a student, I listened to the lectures given by teachers today. I have two sentences that I would like to share with you first. One sentence is called success. It's better than failure. It's a bit nonsense, but you must say it first. If you don't say the next sentence, it will easily cause problems. The next sentence is a small failure. It is better than doing nothing. We think it can basically solve the authorization problem. If the company is a little bigger, it will immediately encounter the problem of authorization. Many of you here came out of the gunfire and came from the front line. Therefore, when the scale was small at the beginning, the decision-making efficiency was difficult when there were dozens of people. Very high, but as the scale increases, I think we will face authorization issues after more than 200 people. It seems impossible not to grant them, and the top leaders of most companies have become obstacles to the company. But authorization may be prone to inconsistencies, because the most difficult thing in China is the team. Just like the 51 Olympic Games championships, there are too few team championships to count. There is only one team championship in the true sense, women's canoeing, four girls. It is difficult to cooperate when there are too many people, but some people say it is wrong. The same is true for gymnastics. It was the team championship and six self-employed people participated. Something happens as soon as they arrive on the team, especially the male compatriots. The men's basketball team is sixth, and the football team is even worse with 11 people. The worst thing is that all companies have at least a few hundred or even more than 10,000 people. If we go further, we have to become a multinational company and a global company. Enterprises, such as Sony, which has 240,000 people, and Samsung, which has 200,000 people. What should we do with this team? It must be authorized and how to teach. In this regard, my personal experience is that we work hard at each other. We feel that some things must be taught and some things cannot be taught. , you have to separate the two.

For example, Huaqi now has more than 20 subsidiaries. No matter which one they are, they must go through inconsistent quality management. If an incident occurs in one of them, the entire brand may be destroyed. When it comes to branding in this area, it is a team. This team cannot be authorized in terms of quality. It must be centralized management and headquarters management. No matter what the gunfire is below, the principle must be adhered to.

The second is the brand side. How to control it, especially when different subsidiaries share the same brand. Let me give you an example. For example, I recently ran an advertisement in Frame Media last week. This It was an advertisement made by one of our business units, saying that this year’s trend is to give away secretaries. When I saw the advertisement, my wife became anxious with me and said, why is your culture like this? I went to see it and quickly stopped it. Our entire company is holding a denunciation meeting, which goes against the true, brilliant and grateful corporate culture of our patriots. It is okay to say that your product is like a little secretary, but saying that sending little secretaries is popular this year can easily lead to ambiguity. It may be a damage to other product lines, and it's just sensationalizing. So first of all, the first department manager is quite good. He knows that he has made a mistake. He is the first to find out when the meeting is held and admits the mistake himself. Originally there was going to be a criticism meeting, but it was changed to a self-examination meeting. It has now been redesigned.

The brand side is also connected. This kind of authorization must be cautious. One careless move may destroy other entire brands. Therefore, I think these two ends of the quality brand cannot be authorized. But others need to collect money in time, especially R&D. Our specific solution is that the R&D department must stand at the counter twice a month, including after our meeting today. I went to the after-sales service center to stand for two hours. I must understand the real situation. Condition. It’s impossible to stand every day, especially if you are engaged in research and development, but you should be at the forefront and look at the needs of users first. The second sales department will tell you which function has been improved, and this one may be more popular. This kind of information can only be heard on the front line and cannot be heard in the office, especially if there are more than seven people in a meeting, it is almost ineffective. When holding an information meeting, we decided to have less than seven people. Just like our forum, interaction is not enough. Of course, this matter is a matter of the scale and organization of the team.

We also found that in any organizational management, dozens of people are the best units. The responsibility falls on dozens of people. One person can take care of dozens of people. In this way, if we follow Ren Zhengfei’s In other words, we agree that except for quality and brand issues, which are not authorized and must be managed uniformly by the group, other rights should be delegated to groups of several individuals as much as possible. Decision-making includes meetings, and it is best to be efficient. meetings of no more than seven people. This is our little suggestion, hope it will be helpful to everyone. Thanks.

Moderator: Mr. Miao also said something.

Miao Hongbing: When discussing this issue, there is actually no contradiction between listening to the sound of cannons and decision-making, but now it seems that this issue is viewed in opposition. Listening to the sound of cannons and decision-making are related to each other. People may say that hearing the sound of gunfire affects decision-making or has something to do with authorization, but I don’t think that is the case. I think listening to the sound of cannons should be a habit. People at different levels should develop the habit of listening to the sound of cannons, so that you can make correct judgments about the sound of cannons. Whether it is right or wrong, fake artillery or harassment artillery, everyone must develop the habit of listening to the sound of artillery. Second, we must develop the habit of communicating and passing on the sound of cannons. In fact, everyone's reaction to the sound of cannons is different after they finally hear it. Maybe your decision is wrong. Through your own transmission and communication, everyone will have a different reaction. The results for everyone at the higher level, or the level below you communicated to you, may not be the same, and this may be more beneficial to the decision-making process. Thirdly, in terms of decision-making, quick and correct decisions should be made. Regardless of the level of managers, these three functions may be required. This is an ideal combination of gunfire, authorization, and decision-making. Of course, when it comes to this issue, it may be difficult for many people to unify the three. I think as long as you develop a habit, everything will be easy to handle. In addition, the issues of listening, authorization and decision-making are related to the degree of competition in the industry. The greater the competition, for example, the fashion industry is an industry with too many competitive variables. If it is related to retail, listening must be cultivated from top to bottom. With the habit of cannon fire, this must be a small company. Second, everyone has developed the habit of transmitting and communicating the sound of cannons from top to bottom. This is also a relatively excellent company. If a company can make correct decisions very quickly, it must be an excellent company. So it is related to these three.

Moderator: The homepage of Miao Corporation is very clear, but there are many departments and brands operating it. What stage are you two at? Have you been struggling a few times or are you just starting to struggle? Have you experienced anything between the ups and downs?

Miao Hongbing: After two years of tossing, you have finished it for the first time. MBA, I heard the teacher said that it is necessary to delegate authority, but later I found out that the authority was granted in vain. Later, I found reasons to take away the authority, such as granting it to people who cannot bear the rights and responsibilities. It is not their fault but yours. The second time, because my physical condition changed and something went wrong, I actually considered more authorization and should train a successor. But later I found that after authorization, I still had many problems with the fashion industry and the market. The core issue that determines the correctness of your decision. There is no problem with the authorization, but the ability to grasp the market is always a little bit behind, so I am in a state of two releases, but I don’t really want to grant the authorization the second time. Maybe this way I have to adjust my goals, lower my requirements for others, and maybe feel more comfortable. , there is no other way but to do this.

Moderator: If you don’t know how to authorize, your company may never grow. How many times did Mr. Feng go through this process?

Feng Jun: Patriots have been looking forward to 2009 for a long time. All our reforms were in 2009. We believe that 60 years of reincarnation occurred, and 60 years ago was a major qualitative change. , the reform of the entire company has been aimed at 2009 since 5 years ago.

Host: Did you calculate this process yourself?

Feng Jun: We have always been superstitious about the saying of our ancestors: Thirty years to the east of the river and thirty years to the west of the river. Here is the law.

Moderator: Do the math, everyone.

Feng Jun: From October 1, 2009, we authorized the company on a large scale, because the Communist Party did not delegate power before 1949, but after that, we must learn from Comrade Deng Xiaoping’s large-scale delegation of power, in addition to quality If it doesn’t match the brand, leave everything else alone. Indeed, as an entrepreneur of a company, it is a contradiction when delegating power, especially when the company grows to about 200 people, and there is hesitation about whether to let go or not. Again, a small failure is better than nothing. The boss is very enthusiastic, but often does not have enough time, so many links cannot be carried out. We are the bottleneck of the company's development, so we only have authorization. We will definitely not understand it when authorizing, especially when Teacher Yu personally posts small advertisements, and we are all on the front line.

When I see my subordinates doing things, I first find their faults, starting from the way they do things and the way they treat others. At first, I caught people and gave them a lesson, but later I found out that this had a huge impact on them. Later, I went to praise him first. Later, I discovered some shortcomings and told him that although you have advantages, if you correct the shortcomings, you will have more advantages.

Feng Jun: Entrepreneurship is popular among everyone. I suggest that it is best to stay in a large company for two years before starting a business. First, you will learn knowledge, and second, it will not be so harsh if others find fault with you before starting a business. For example, entrepreneurs who start from scratch often have strict requirements on themselves, so when they are demanding on others, they think they are doing good to others, but sometimes it has the opposite effect. I think this mentality should be learned from Teacher Yu and pay tribute. Authorization.

Moderator: Please tell Ms. Roberta Lipson her feelings.

Roberta Lipson: Thank you. Actually, I was originally here to talk about the topic of medical reform. Just yesterday I changed it to today’s topic. I think the medical service industry has many lessons on this topic, and my company is the smallest among them. A company, but we also started from a very small age, and now we are also a Chinese medical services company listed on Nasdaq. In my own development, I am also an entrepreneur. In my own development, I have found that delegation and empowerment are one of the most important things for the development and success of a company. What are the lessons our company has learned from the medical industry?

First, the decisions made by our front-line people are not just a matter of losing a customer. Everyone in the front-line can have their own authorization and decision-making power. How to complete this link? One is that everyone in the company must have a very deep understanding of the purpose and value of the company. Just now you said that you control the brand and quality, which is true. But how do you control the brand and how do you get everyone to let you protect the brand? I think the only way is for the first person you hire to accept your sense of value and share your values. If you are consistent in spirit, you will have a deep understanding of this sense of value on the first day you enter the company, and you will be able to make your own decisions.

Secondly, a safe structure is needed for everyone to make timely decisions. For example, if you make a mistake, a small mistake as you mentioned, what will be the consequences, and what kind of criticism will he give. There is a very important incident reporting system in our medical field. Everyone is obliged to give a written report for every small incident. And the meaning is not that we look at who made mistakes, who made mistakes, and how to deal with mistakes, but that we look at our system. Is there anything that needs to be corrected to avoid making such mistakes? Let me tell you a little story about our reporting system. In the beginning, every week I used a report on what categories of events occurred, such as the dosage of a drug or whether a person fell on our premises. I asked them to separate them, and also asked me to look at things like revenue and profit. I asked them to separate these indicators, and which one is more, the better, and which one is smaller, the better. There was a manager who said that the more drug errors there are, the better. I said how could this be possible? Of course, the smaller the drug errors, the better. He told me that at the beginning, the most difficult thing for us was to get our employees to report these errors. They had a strong sense of self-protection, so they were reluctant to report them. He said that in a few months, paying more will turn into less, the better.

When a company reaches a certain scale, it cannot be on the front line every day. It must have a very reliable way to convey the sound of gunfire. This means that you can know that the person who reports to you is true and timely, and you need to control the system reforms of some large companies.

The third policy is to form a group of people from each distribution, so that when you have new policies or policy improvements, each company will feel that its opinions are included, and you Propose forward experiences to make new policies or policy changes. In this case, everyone will regard the policy as their own policy when carrying out the company's purpose and performing daily business tasks. Therefore, the more people participate in decision-making and major policies, the more realistic the implementation will be. In this case, there is no need to worry about not being able to come to the front in time to listen to the sound of cannons. There is another tool in the medical field. It comes from doctors’ ward rounds. The chief physician must go to the ward every day. Our management also learned from his lesson. We don’t have to go to all places. But you can choose a department or a branch to visit every day. This way, my time is also spent at the headquarters looking at newly developed places, as well as places that are currently open for business, so that I can directly talk to patients, nurses, doctors, or the checkout counter. This is very important, because we are in a very smart industry, and there are still college accountants at the checkout desk, and sometimes they have to make very important decisions. If they can accept that we focus on safety, clinical quality and service, If all the decisions are followed, I can feel more at ease and sleep well at night.