"The global pandemic has given everyone a close and intuitive view of a world in great change."
"During the epidemic, business owners face medium- and long-term uncertainty and short-term huge operating pressure."
This is the old friend of Chaos, the preface written by Chen Ke, chief operating officer of ANTA Group, for Hubert Jolly's "Core of Business", and it is also a truthful account of the current situation of business owners in this era.
What should business leaders in the darkest hours or facing transformation do under pressure? What can we learn from those who came before us?
Hubert Jolly, who took over Best Buy in 2012, completed the classic "turnaround" business transformation. Early in his career, Chen Ke was fully involved in Best Buy's development in China. He said, "In fact, Hubert Jolly has created a miracle of retail recovery. ”
Chen Ke said, "In the process of turning losses into profits, many companies follow Milton's financial capitalism model, drastically cutting costs (store closures, layoffs, etc.) and increasing short-term income (expanding categories, quickly acquiring streams, etc.)." But Jolly's management philosophy is different from Milton's in that he puts mission and people first. ”
How did Hubert Jolly create the miracle of the retail industry's recovery?
Without taking profit as an indicator, how to turn losses into profits?
How do you view layoffs?
……
Last week, in a conversation with Chaos, starting from the people-oriented business philosophy, Chen Ke gave his own answer. At the end of the article, he summarized some business ideas over the years and put forward eight suggestions for chaos innovation entrepreneurs.
The following is a transcript of the interview, slightly abridged:
Respondent | Chen Ke Chief Operating Officer of ANTA Group
Interviewers | Zhao Ying's Chaos Business Case Study Team
This article is the "Reading" column of the Chaos Business Research Team, and this issue reads "The Core of Business", written by Hubert Jolly and published by CITIC Publishing Group
At the end of the article, Chaos Jun sent you 5 books
Chaos: What does Milton's economic liberalism referred to in "Core of Business" refer to?
Chen Ke: "There is no free lunch in the world," was coined by Milton Friedman.
Friedman advocated economic liberalism, that is, the government should not restrict enterprises too much, and should allow enterprises to maximize their profits. After the end of World War II, the United States was in a state of high unemployment and high inflation. The concept of "free market" has indeed led to a great recovery in the economies of some European and American countries, so Friedman is also highly respected.
In 1962, After publishing Capitalism and Freedom, Friedman went to the world to experiment with the economy, and won the Nobel Prize in Economics in 1976.
To sum up, Friedman's promotion of economic liberalism emphasizes that "shareholder interests are maximized, and profits are the only indicators."
Chaos: What are the most critical measures that Best Buy can achieve a turnaround in the U.S. market without profit as its only indicator?
Chen Ke: Hubert Jolly has created a miracle of retail recovery.
Best Buy is a North American brand and a leading company in the global home appliance chain industry. In 2006, Best Buy began to try to internationalize, trying to enter the Chinese market. At that time, it chose to acquire Five Star Appliances, the third largest home appliance chain brand in China at that time, and operated with a dual-brand strategy. Around 2011, Best Buy began to close its Chinese stores, and completely withdrew from the Chinese market at the end of 2014.
The decision to withdraw from the Chinese market was made by Hubert Jolly. He took over Best Buy in 2012, when Best Buy's future was uncertain and its stock price had fallen to the bottom.
After 2008 and 2009, online platforms such as Amazon slowly rose, and consumer shopping habits changed. At this time, Best Buy did not make a corresponding transformation, coupled with disputes between shareholders, in the process of several CEO changes, the performance declined all the way.
Jolly took over as CEO in Best Buy's darkest hours and did several things:
The first is to make up for its own shortcomings and build a differentiation with Amazon.
1. Adjust the price. Amazon has a low-price strategy, and Best Buy tries to do it without any difference from Amazon's price.
2. Fast delivery. Amazon offers home delivery, Best Buy offers same-day delivery, and premium members get free shipping. On this basis, it also ensures that all stores can pick up on their own, with a little omni-channel taste.
3. Consultancy services. After Jolly took office, he began to implement the "Geek Squad" after-sales service. If the customer is not familiar with the computer and does not know how to install and repair it, the technical team of The Qike can provide on-site service, which is equivalent to the technical housekeeper. The service logic of the technical butler, which is different from Amazon's low-price logic, constitutes a differentiation.
The second is to "redefine friends and enemies" in the entire ecological chain.
Take Amazon as an example, with the slow rise of Apple, Amazon may not have taken Apple products to its own website on a large scale to sell, and Apple is also building its own set of marketing systems. Not only Apple, but also Microsoft, Toshiba and other companies have also launched similar direct businesses. Amazon's own big platform concept and these brands have some game elements.
But Jolly believes that the essence of retail is to make the market bigger, not a zero-sum game.
He proposed the concept of "shop-in-shop", that is, in Best Buy stores, brands such as Apple and Samsung can have their own stores. For brands, opening a "store-in-shop" can quickly expand offline channels; for Best Buy, it can increase customer traffic. In order to buy Apple mobile phones, customers will come to the "store-in-shop" and buy other products bought by Best.
The implementation of the "shop-in-shop" model is very bold, and it subverts the original business logic of Best Buy.
Best Buy's original logic emphasized its own inventory, its own employees, and the main source of employee income was sales commissions. In the United States, blue-collar clerks also rely heavily on sales commissions for their income. If the brand side opens a "store-in-shop" in Best Buy and sends its own clerks to settle in, then Best Buy store sales will naturally not get this part of the commission.
However, the "store-in-shop" has completely activated the customer flow and the entire cooperation ecology of Best Buy stores. Best Buy and Apple, Sony and other brands have formed a cooperative relationship between you and me, I have you.
The third is to cut costs.
Jolly had just taken office and was still responsible for the financial statements, so he took some cost-saving steps. For example, it shut down its Chinese and European operations, which have taken a lot of management effort and have not improved; rented out vacant office buildings; and suspended ineffective sports sponsorships.
Chaos: Why is it dangerous to focus only on profits?
Chen Ke: Some of the points that Jolly mentioned in the book I agree with, and I will explain them based on his point of view:
1, profit is not a good indicator of true performance.
The financial statements cannot fully present the actual situation of the company's operation, but can only represent short-term performance. The actual operation of the enterprise is only known to the operator or the board of directors. Short-term statements look good, does not mean that the reports in two years are also good.
2, profit is actually an easy to manipulate game.
If you only look at the report, people will make some obvious moves.
For example, cutting off short-term unprofitable and cost-effective businesses; negotiating with suppliers, lowering the cost price, not considering the long-term development of the relationship between the two sides; laying off employees, cutting off all expenses related to employee development. These measures that ignore long-term development are all manifestations of the capital side's excessive focus on short-term interests.
Recently, due to the epidemic and the Russo-Ukrainian war, the global market has been relatively sluggish. But our previous research has found that during the economic downturn, it is a good opportunity to invest, and if companies only focus on short-term interests at this time, they will lose some possibilities.
3, only focus on profits, will cause customers and employees to resent.
When we do consumer research, we find that young consumers are very concerned about whether a company's products are harmful to the environment, rather than buying them as long as the products are cheap and good-looking.
Businesses focusing only on profits may not consider environmental impacts. For example, last year, ANTA Group clearly put forward medium- and long-term goals for sustainable development. In the long run, this will benefit the industry as a whole and the world. Businesses that focus only on short-term profits don't do that.
4. Jolly also mentioned in the book that employees are different from factories and office buildings, and it is difficult to be counted as assets in financial statements, but employees themselves are important assets of the company.
Chaos: Why is it that when the environment is particularly depressed, there may be investment opportunities?
Chen Ke: If you don't see the long-term development of the company, you will certainly not invest.
During the global financial crisis in 2008, many of the world's top 50 or top 100 companies invested, including investment in innovation, assets, and new categories. Other companies have sorted out their long-term development strategies and conducted employee training.
There is not much that companies can do during the economic downturn, so what should they do during this time? Some companies have opted for layoffs. Some companies choose to focus on long-term development or take the opportunity to think about issues that they have no time to think about during their period of rapid growth.
Chaos: In today's frequent industry thunderstorms, how to look at layoffs?
Chen Ke: Some enterprises safeguard the short-term maximization of shareholders' interests within the scope of the law, such as large-scale layoffs, which are harmful to society. I do not agree with such an approach. As a social enterprise, enterprises also have to assume social responsibility, and the Chinese government's orientation to employment is stable, which is very correct.
I am more in agreement with a passage written by Peter Drucker: Judging whether a business is a good enterprise, in addition to the economic dimension, there is also a social dimension.
Suppose you only let the interests of shareholders be guaranteed, but have a negative impact on society, your business will collapse in an instant, regardless of size. Self-cultivation, family unity, governing the country, and leveling the world are very important. Enterprises must have a minimum sense of social responsibility, the most important task is to run the enterprise well, if the operation is not good, do a good job in the aftermath. This is true not only in China, but also in the world.
Chaos: How can companies put people first in the face of adversity?
Chen Ke: The founders, shareholders and board of directors of the company must adhere to the original intention and not forget what the purpose of founding this enterprise is. If you just want to make short-term profits and cash out, it will lead to a lot of behavior deformation; if it is for the benefit of society and sustainable development, it will not be easy to retreat in adversity, but take this opportunity to improve yourself.
Chaos: Why "Reinventing Business Begins with Employees' Quest for Meaning at Work"? In an environment full of "inner rolls" and "lying flat", is it difficult to motivate employees? Combined with their own management experience, how to solve the global problem of "non-dedication"?
Chen Ke: I personally believe that many times "inner volume" and "lying flat" are a symptom brought about by the loss of the sense of purpose of certain groups.
No matter what the environment, people's inner appeals have never changed. Everyone has a desire and a pursuit; they all value themselves and care about their image in the minds of others. No one wants to escape as their only option. So I think to be an entrepreneur or a leader, you must help others find a sense of purpose.
On a large scale, young people don't lie flat, they work hard. Many of the young friends around me actually have a higher demand for achievement than the previous generation, and they are very diligent, intelligent, have a strong desire and ability to acquire knowledge, and their dedication to work is not inferior to that of people of any generation.
Why is there a phenomenon of "non-dedication"? If the entrepreneur's goal is only to ensure the interests of shareholders, and the employee's goal is only to work to make money, and then do other things that they like, under such logic, it will inevitably lead to non-dedication.
If you do one thing not to get the meaning of the thing itself, but to get a monetary reward through suffering, and then to do another thing, then naturally you will think about how to reduce the effort to get the same return. This is the essential reason for non-dedication.
The core solution to the problem of "non-engagement" is to find the meaning of the work itself.
Chaos: Why abandon the traditional management thinking of carrots and sticks?
Chen Ke: In the book, Hubert cites the conclusions of some economists, psychologists and sociologists, mainly expressing that if only the economic stimulus is given to employees, then everyone's work will take the economy as the most important driver; if the proportion of criticism in the work is very large, it will greatly affect everyone's initiative and creativity, and the final result is often not good.
Today's enterprises, if they only rely on various strong KPIs for management, often lead to a series of problems such as management culture conflicts and management inefficiency. KPI management first originated from Taylor's "scientific management model", which is based on the working logic of the 1950s-1960s, and it really played a role in that era. In the early days of industrial society, lean production was needed, and more work was more. What was the premise of motivating employees at that time? obey. You have to obey the responsibilities of the work itself, and the company pays you money. If the money cannot be incentivized, it is necessary to rely on management methods, management methods are fierce, and the input and output of employees are higher, just like the logic of whipping fast cattle.
At present, some enterprises have not yet realized the problems caused by this management method, and some enterprises have certain management inertia, so they are still using this method to do management.
But the work itself needs to activate the inner things of the people, if the people themselves are not willing, others to motivate, to smoke the whip, the management efficiency is also low.
Why do people think that some people are very strong in management?
For example, Hubert Jolly served as CEO of several companies after working as a consultant to McKinsey. He is actually a cross-industry manager and does not understand the retail industry, but he understands management and leadership, and knows how to be the CEO of a listed company. He believes that the incentive itself should take into account more people, then business, and then profit. Profit ends up being a natural result. That's what he said, "Everything begins with man, and everything ends with man." ”
Carrots and sticks are suitable in industrial societies, but they are not feasible for managing knowledge workers. We need to activate the enthusiasm in the hearts of our employees. For example, for the creative worker, if his idea can eventually be presented and accepted by consumers, this satisfaction is far greater than the incentive of money.
Chaos: Have you ever encountered or helped companies through best-in-the-dark moments when roland Berger Global Senior Partner came to ANTA? When Philae was first acquired, it was always in a state of loss, was it a darkest moment?
Chen Ke: In fact, the short-term profit and loss of enterprises is not a dark moment. The darkest hour is when reality deviates greatly from expectations.
You mentioned that in 2009, ANTA acquired Feile, and we spent 3-4 years to reach breakeven, which is actually the initial investment of strategic layout. In 2007, anta's main brand was listed, and the profitability was good, and the market was also very healthy. For example, ANTA is the eldest brother, the eldest brother is healthy, the ability to make money is also strong, and there is a small baby in the family.
If the short-term baby can't make money, we also feel normal, originally it was also raised as a child in the family, did not plan to rely on it to make quick money and then harvest it and sell it. After a period of cultivation, everyone has expectations and goals.
At this stage of social development, consumers are more concerned about the experience than ever before, and it is not possible for enterprises to take the initiative to transform without keeping pace with the times. From 2010 to 2014, in the face of industry problems, we moved faster to transform first, rather than thunderstorms and then turn around. In the past two years, the group has taken the initiative to promote a lot of transformation, including from distribution (wholesale model) to direct operation, ANTA brand upgrade, digital transformation, new 10-year strategy, scientific and technological innovation, etc., and also announced the establishment of a sustainable development committee, which clearly put forward the goal of sustainable development of ANTA, which is our forward-looking layout.
Chaos: What are the darkest hours that demand leadership from the top of the company? What type of leader do you think is most needed for businesses at all stages?
Chen Ke: I think in general, first of all, senior leaders should have a strategic sense of purpose. A company exists, always has a mission and vision. At all times, make the team very firm about the goal, and then work together to create feasibility based on possibilities.
The logic is preceded by possibility, followed by organizational ability. For example, we want to make 10 billion yuan in partnership, first analyze whether there is a possibility, then think about the feasibility angle, think about what resources are still lacking, then find resources, and finally create feasibility and make it happen.
In addition, many leaders of large enterprises have one thing in common, that is, there is enough empathy. Empathy includes two aspects: one is for employees, can feel what they are paying attention to, what is the real need on the company's platform; the other is for customers, in the past incremental era, product is king, enterprises do not pay much attention to customer needs. Now that customers have more choices, they must have enough empathy for customers and think about their needs from their point of view.
There is also one of the most important things: adherence to values, making it clear what must not be done even in the darkest hours. When businesses face a desperate situation, people may violate the bottom line, just like someone hungry and eager to steal.
For businesses at different stages, there will be some differences in the need for leadership:
The first stage, the entrepreneurial period. Leaders should be full of enthusiasm, firm belief, and persistent pursuit.
In the second stage, after the entrepreneurial period, the leader must be able to establish systems and rules, and he must be able to persistently push the work to the end. For example, Apple's Cook and Ali's Daniel Zhang are all leaders after the completion of the entrepreneurial stage of the enterprise, and their work focuses on establishing the core competitiveness of the enterprise.
The third stage, entering the maturity period, the leader has to break himself. Generally after the maturity period, people will choose to keep the country, but often keep it, and the enterprise will begin to decline and grow old. At this time, the market share of enterprises is often very high, and the profit performance is also good, so everyone is lazy to change and dare not change. This requires bold and innovative leaders to do transformation, such as GE's Jack Welch and Haier's Zhang Ruimin, who have been making changes, no matter how effective, to make enterprises move forward in the change and revitalize themselves.
Chaos: Where is ANTA now?
Ke Chen: I think ANTA is now between the second and third stages, and at least 70% of the business is in the second stage. Although we are now at the forefront of the world in scale, we are also constantly strengthening our core competitiveness to ensure that we can continue to maintain our current position in the next stage, and even reach the global leading position.
At the same time, we will also find a phenomenon that ANTA is a 30-year-old company after all, and some business units will fall into a state of maintaining the status quo. So then break it and seek change.
Therefore, while most of the entire enterprise is in the growth stage, some business units have reached maturity, and some units are in the start-up stage of incubation. For each business, the way it is managed, the abilities of the managers, the incentives of the entire organization of the company, and the way of setting up organizational performance will be different.
Chaos: You said that you transitioned from Roland Berger global senior partner position to ANTA, and many of the management ideas described in this book resonate.
Can you name a few of the most resonant ideas, or some important ideas that you have summarized over the years, to provide some direction and opinions for chaos innovation entrepreneurs?
Chen Ke: Many of the ideas in the book "The Core of Business" are more recognized by me at the level of values. I would like to combine my feelings to say a few points:
01. At the heart of leadership is a focus on people
In the book, Hubert Jolly writes a passage based on his own experience: "I used to think that leadership was a white-up, top-down approach to strategic planning driven by data and analytics, and I am now focused on mission and inspiring people. I used to strive to be the smartest person on the team, solving all the problems, and now I'm focused on creating an environment where everyone can thrive and find solutions. I used to believe that profit was the purpose of business, and now I know that it is only a forced result. ”
This passage particularly resonates with me. When I saw this passage and recalled the process of my own cognitive change in leadership over the years, it really was.
I've been a strategic consultant for many years, and Jolly used to be a McKinsey strategy consultant, and everyone in that industry is very smart, believing in all kinds of analysis, models and logical deductions, always hoping that these things can guide the direction of success for the company.
However, with the increase of age and experience, everyone has slowly shifted from the technical level to pay more attention to people and pay attention to the deeper relationship between people.
02. Leadership is about motivating others to be better versions of themselves
Jolly talks about human nature, the pursuit of autonomy and interconnectedness. As a business leader in the new era, we need to introduce more autonomy in building employee autonomy, believe that employees can make the best decisions, and also provide help and honest feedback at any time when employees need it, set unshakable goals, stimulate team spirit, and motivate employees to strive to be the best version of themselves.
I am very touched by this passage, and from my own observation, many managers' management motivations have two directions:
One is to start with mistrust. In this case, the manager will set up a lot of rules to control, will waste a lot of resources and labor costs, and lose a certain amount of efficiency to ensure the manager's own sense of security.
The other is to trust, believing in the abilities, character, and motivations of others, and believing and even willingness to encourage others to make decisions. Personally, I prefer to choose to take faith as the starting point based on basic judgment of people.
Of course, "believing" is not about giving up completely. The role of the leader is to work with the employees to complete the design of the direction, after everyone has reached a consensus, believe that they can achieve the goal, provide the corresponding resources and permissions, input the expertise to him, give him more autonomy, honestly feedback the observed deviations that may occur, and you will not be absent when they need help.
Giving and receiving feedback honestly may not be easy, but it takes a process.
Personally, for example, my management style is to be 100% honest about things and not people. I've found that people are slowly embracing this because all of my feedback is meant to help you get what you want to achieve. So I think leadership is about setting a goal with everyone, motivating colleagues to be better versions of themselves, providing real feedback along the way, and being there when they need help.
To take another simple example, in the team I put special emphasis on lifelong learning, encouraging colleagues to read books, and I read books when I have nothing to do. I told my assistant that if you want to read any book, you can take it on my bookshelf. I myself am very sensitive to the placement of bookshelves, and if one day I find out which book is missing, first of all this is a good thing, and then I will ask the other person when to return it. My focus is not on the book itself, because many people take the book and don't read it, and I hope that the person who takes the book can really read it, so that the company will form a reading atmosphere, and everyone will watch less small videos and read more books.
Not just learning, because we are a sporting goods company, the company has established layers of sports punch card rules, encouraging everyone to exercise punch card. The goal is also to make you a better version of yourself. Business leaders need to be able to build an atmosphere where everyone accepts the true self and is authentically presented in this atmosphere, rather than everyone showing the hope of leadership. You can't let everyone become a person in a trap. I think it's the foundation for building pure relationships between people, building trust and a culture of diversity and inclusion.
03. I am particularly committed to "seeking truth from facts"
Employees can't be realistic, and sometimes there is a problem with the company's cultural orientation. For example, when some people emphasize that "I can only win", I think this actually reflects another vulnerability, that is, "I can't say I can't". In fact, there will always be times when individuals can't do it, and enterprises must have an atmosphere of seeking truth from facts.
Just like friends, they must have shown their fragile side to each other, and your relationship will be more close and strong, rather than just showing each other their perfection.
04. It is also important to respect science and respect trends
With rapid growth, individual heroism in the organization will be highlighted. In the current stock society, everyone should look at the trend objectively, because the development of all enterprises is affected by the great environment. Your company is developing well, in large part because your cycle and the industry itself are developing well, and you are doing well yourself, not just because of how good you are.
05. Excessive pursuit of superficial perfection hinders innovation
More than a decade ago, when I was waiting for my luggage at the airport, I saw a sentence, "How beautiful is perfection", and I fell into meditation. I think we're always striving for perfection, but how beautiful is perfection? There is no answer to the matter itself, because the word perfect has no answer. We must avoid the pursuit of perfection for the sake of perfection.
Perfectionism has two bad effects on organizations and individuals: the first is that you will show yourself for the perfection of your heart, and there is an assassin in Gu Long's "Heavenly Bright Moon Knife" who, in order to leave the impression of punctuality for everyone, goes to a restaurant at a fixed time every day for decades. But in fact, in the eyes of others, this is a conformist and boring person.
Second, perfection makes you afraid of change, because change can bring uncertainty, and uncertainty can destroy the perfection in your mind, which hinders innovation to some extent.
In the past, people did not dare to innovate, and a large part of the reason was the fear of uncertainty. As an example is also given in The Core of Business, Amazon founder Bezos wrote in a shareholder letter that "failure and invention are conjoined twins." Most companies strive for perfection, but want to invent only verbally, because they are not willing to accept failure, and failure will bring imperfection. This is a paradox.
06. Unleash the potential of employees
Recently, many "special forces" have been set up in our department, with individual teams to carry out specially assigned tasks, and this organization exists only for one goal in a cycle, and disbands after the goal is achieved.
I found people on this "special forces" team to be very enthusiastic about executing and improving problems. It's not that they used to be lazy and didn't do it, it's that there's no one to guide them, and they don't know what to do.
Now suddenly someone guides, the team's work efficiency and initiative have become very high, very enthusiastic, and motivated. This incident touched me very much.
On the day one of the teams completed the task, I invited them to dinner and shared with them what the meaning of life really was. I said that the first is to do meaningful things, and meaningful things are usually your own things; the second is to care for others, not only to pay attention to the gains and losses of the self; and the third is to have the courage to overcome difficulties. That team helped other people find meaning in their work through the project, and they never realized that their work was so valuable.
Other colleagues know that this "special forces" is only temporary, more to help everyone solve problems, usually in this cycle will help them without asking for anything, such an atmosphere to do things in the success rate is high.
I'm trying to use a new model, and I'm asking people to form their own special organizations. In addition to each team's own day-to-day work, let everyone find other optimization and change possibilities on their own.
In the first phase, a lot of the "special forces" were assigned tasks and captains by me. After pushing for a while, the second stage I will tell them, the next step is up to you. I only talk about things, do not send people, you appoint your own captain. The third stage is to let them find the driving force on their own, I don't test, they test themselves.
If you are not in the "special forces" for a year or a cycle, there are three situations: first, you are not liked, and everyone is not willing to take you with you; second, your ability is not needed, and others can form a closed loop; third, you have no leadership, and you can't form a team to solve problems. If none of the three are there, what value do you have in your organization? This motivates everyone to be active.
07. It is not enough for a company to exist as a platform for survival
Jolly writes in the book that the company's goal is to create an environment that ensures employees have a sense of presence and accomplishment. I highly agree. It is not enough for the company to let everyone have a platform to survive, if employees only make a little money on this platform in the short term, there will be no loyalty, security, presence and sense of achievement.
Employees find a sense of existence in the process of helping others, and find a sense of achievement by overcoming difficulties, and the company or department platform has done what it should do.
We are now doing this industry, designing our own products, may wish to think of our own friends and relatives who will wear? If you really think they'll wear your product and you're proud of it, then most of the time the product is the right one.
If even you think there's something wrong with the product, or even if you're not sure if it's a problem, then your connection to the front end is problematic. You should re-examine your current work from the perspective of others.
08. Leadership is about cultivating people who can replace them after 3 years
The book also mentions the need to build trust between leaders and employees. The first is to build trust by time, the longer you get along and cooperate, the deeper the trust; the second is to do what you say; the third is to rely on equality. Leaders should guide others to do work that is more suitable for their personality or cognition, rather than just distributing work from top to bottom, leaders should help others to succeed.
What role is the leader playing? There is a saying that I often say: the job responsibility of a leader is only one thing, that is, to cultivate a person who can replace the current self next year or three years later. Of course, if you don't grow up in a year, people will really replace you next year.
Interactive Topics:
Combined with Chaos One Thinking, what is the core of leadership in your mind? Answering the question, Chaos Jun randomly selected five students in the comment area to send a copy of "The Core of Business".
In this book, Hubert Jolly, former chairman and CEO of Best Buy and a high-profile transformation planner, lays out his new-age principles of doing business that aim to achieve extraordinary results by putting people and goals at the heart of the business.