The Spring Festival arrived on schedule without being affected by the slowing of the speed of light.
This is a phrase Su Lixing recently particularly likes to use to joke about his son-in-law. There’s no other way. Although Qiao Ze has changed quite a bit after having kids, he still speaks very little, and the lack of daily communication makes the family bond seem a bit weaker.
Actually, Su Lixing is already quite satisfied with Qiao Ze. At the very least, the rule that n change when they have money hasn’t applied to Qiao Ze. As soone who has mixed in the business world, Su certainly knows the many temptations for a successful man like Qiao Ze.
But clearly, Qiao Ze does not seize the opportunities this world tempts him with, which is already quite comndable.
...
Because the two little ones in the Qiao Family are still too young, Su and Ms Su, after discussing it, decided to stay in Xilin this year for the New Year. The two of them chose a weekend before the year-end and visited their relatives.
This choice is naturally sothing the family would understand, not to ntion that Su Lixing’s current work focus is also already here in Xilin.
Of course, the most important thing is the two little ones.
After all, in terms of career, Su Lixing has really started to gradually let go, allowing Dou Dou to handle day-to-day operations. From what he sees, the completion is actually quite good. At the very least, the most basic principles of clear rewards and punishnts are truly realized, and there is absolutely no favoritism.
Moreover, based on Su Lixing’s observations, Dou Dou’s managent style is actually more scientific.
You could say it has nearly perfectly realized a flat managent structure. It doesn’t require much or even any managent layers; tasks for all employees are automatically classified by current importance and urgency, then automatically distributed by software.
Daily work is automatically recorded and imdiate feedback and scores are received.
Not only that, Dou Dou also automatically refines various tasks, responsibilities are directly assigned to individuals. Even for tasks requiring collective cooperation, you can always check on the company’s intranet for the progress and scores of each person’s responsibilities.
For those whose capabilities are inadequate, the pressure is definitely much greater than at ordinary companies, because you truly can’t shirk responsibility. But the benefits are also very apparent; high scores an high contribution, and benefits can naturally keep up.
Especially when ordinary employees are strong enough, benefits might not be inferior to those in managent positions. Most importantly, Dou Dou truly doesn’t encourage overti, and during non-work hours, there’s truly no reason to bother any employees.
Any questions posed by clients during work hours are handled by Dou Dou itself. Naturally, this point is well-received among company employees.
Though this is friendly to competent employees, it’s truly tough for those who are less capable or just want to muddle through.
Within just half a year after Dou Dou took over the company, the number of employees choosing to resign or getting terminated already accounted for thirty-eight percent of the total staff at Xilin Licheng.
From Su Lixing’s perspective, Dou Dou indeed executes company managent quite well. But from an experienced manager’s viewpoint, the shortcomings of Dou Dou’s managent style are also quite obvious.
That is, the company doesn’t have an enriched promotion channel to attract top talents. It can only rely on comparatively better benefits than other companies to retain people.
But not all employees care only about benefits.
Without advancent channels, it ans limited career developnt space and high replaceability. Not to ntion that human thinking is inherently complex; those with strong abilities often have clear career planning and higher pursuits.
When discovering that working at the company for a lifeti ans at most becoming a team leader, it inevitably leads to other thoughts.
For this reason, Su Lixing even took the ti to have a serious conversation with Dou Dou.
The answer he got left him speechless and even feeling hurt.
"Because the essence of Xilin Licheng Company is an agency and sales company; it doesn’t require strong technological or patent reserves.
This ans all the work can be completed without very strong personal abilities. A new employee taking over an old employee’s work only needs a week, so a perfect advancent system isn’t necessary to tackle all of the company’s challenges.
Employees with strong personal capabilities only need sufficient training at the company. If they have higher pursuits, they can voluntarily resign after accumulating so wealth at the company and strive at units that more need them and can better showcase their talents.
Employees willing to stay at the company consistently and perform well indicate that they don’t have high expectations for the company’s status; the current benefits completely satisfy them.
So, what I want to convey is that even company managent needs to adapt to local conditions and formulate managent strategies according to the company’s specific situation. There’s never a perfect managent system in this world, only the most suitable one."
Since that conversation with Dou Dou, Su Lixing has rarely interfered in the company’s specific affairs of managent. He has directly handed over personnel rights to Dou Dou and started being a hands-off manager.
Originally he thought of a three-year transition period. After all, for family education with the two little ones, it would at least start when they are three years old.
However, now Su Lixing feels that retiring two years early is not a big issue.
So this Spring Festival, Su had a very relaxed ti. He didn’t need to consider the company’s ssy things, as Dou Dou naturally dealt with them smoothly and satisfactorily.
Moreover, in the business arena, Su Lixing has already clarified that most of the operational and cooperative strategies are mainly decided by the company’s artificial intelligence model. Even he doesn’t interfere with the model’s decisions, which has significantly reduced his social engagents.
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