Not promoted, it does not establish "discipline" environment, how to educate people will not bloom, and they will not only give up their growth, but also give up the maximum value of the customer. When such people in the company continue to increase, the organization will lose their vitality, and finally can't afford it. In order to improve this phenomenon, most of the business community uses training or improves benefits, and hopes that employees have changed. Recently, the mainstream management of Japanese companies will tend to supervise the parties, providing various learning motives to employees. If it is also used as a way to use it, in addition to let the morale fall outside, I am afraid it will be crowning "Power Harassment" (Power Harassment; refers to the use of rights to abuse employees). In fact, no matter how soft, hardware, Japanese companies' employee education is very rich, and there are even many companies to live. However, light is not enough. I am currently taught in the university, talking about various themes, but I want to tell you that the reverse gaze is: no environment of "discipline", and no flowering results. In terms of the position of the management consultant, the knowledge of the first-class business school is completely unable to use, and sometimes they must also give up them to ensure smooth work. The high salary, and even the good welfare, and even reunifies the education system, it is impossible to cultivate professional talents; only discipline, may also be called values, can achieve this goal. This point of view is the experience of Madvin Bower, the founder of McKinsey. McKinsey discipline, that is, I have repeatedly filed "priority to customers, provide their greatest value." In order to achieve this mission, all enterprises and consultants have to grow their own and develop; otherwise they will not reach the customer's trust and the same Praise. If every time it doesn't matter, it is a solution to the general public, it is probably not only disappointing customers, but also attracts the eyes of colleagues to undevere. There is also a discipline of "promotion or leave", that is, people who are unable to promote development must leave. Here is the ability to solve problems, manage organizations, or competing for changes to customers. Instead, after entering the company, if it is unable to promote to a certain class, and cultivate the capabilities needed for this class, it will be persuade. McKinsea has two-range employees every year, which means that if there is a hundred people in the same period, there are only 20 people left after four years. As far as I understand, this is the company's rules, but also to prevent customers' unique ways they want. This rule does make the company's atmosphere is quite nervous, and the employee is desperately learning. The result of employee efforts is that even if they cannot develop smoothly in McKinsey, they will become an object that other companies are extremely networked. The people left are still full of vitality, such results are also good. The US "Fortuna Magazine" has plans a crazy theme: "McKinsey and the strange, which organization is excellent?" And how many outstanding operators who have each other have to do evaluation, the conclusion is that two companies are not up and down. McKinsey, which is collectively collected, and the employees are in the country graduates, and employees have been able to interact with the operation after promoting management (or hopping to other companies). This is because the essence of the two companies is the same, all completely implement the social education courses, and pay attention to discipline. Singular companies have been named for talent training. Singular global employees more than 300,000, the career across a variety of fields. Of course, singularity, like a general company, to provide knowledge education and skills for employees, employees of different industries, with employees of different classes. However, singularity is most important to completely plant "singular values", which is the discipline of the company.
