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如何持续,怎样发展康佳是卖什么的?其实这个问题关乎华侨城的可持续发展。追问《宪章》华侨城并不是有了《宪章》,就有了可持续发展。它只能解决特定企业的特定问题。总经理为什么哭泣?分享过程中的现实制约可能不仅仅点点滴滴,发人深思。重要的是过程制定《宪章》的最本原冲动来自企业自身。但未来是不确定的,是浑沌的。没有创新,华侨城就不能走出浑沌。高效运作的机制是企业理性内省的外化,也是企业达至成功境界的隐线伏笔。企业机制被《宪章》放置在一个重要的地位。
How to continue, how to develop Konka is what to sell? In fact, this issue relates to the sustainable development of OCT. Questioning the “Charter” OCT does not have the Charter but sustainable development. It can only solve a specific problem for a particular business. Why do general managers cry? The actual constraints in the sharing process may not only be bit by bit, thought-provoking. It is important that the most primitive impulse of the process to formulate the Charter comes from the enterprises themselves. But the future is uncertain and chaotic. Without innovation, OCT can not come out of chaos. The efficient operation of the mechanism is the externalization of the rational business introspection, but also the hidden corners of the business to the realm of success. The enterprise mechanism is placed in an important position by the Charter.