Hey, have you heard? Recently, in corporate management circles, everyone is talking about a decision-making model called "three major and one big". This is not gossip, but a big deal about how companies can make important decisions in a more disciplined and democratic way. Sit down, I'll take your time.
First of all, "triple and one", the term sounds a bit nerdy, but it's actually quite simple. That is to say, in a company, all the particularly important things – such as spending hundreds of millions of dollars to build a new factory, or changing the business strategy of the entire company – these decisions cannot be made by one person casually. You have to gather the leaders of the company to have a big meeting and study things thoroughly.
At this point, you might think, "Isn't that normal? "Yes! The problem is that not all companies are truly collective in research and democratic decision-making. Sometimes it looks like a formality, but in reality it may just be a formality.
For example, in some places, decision-making meetings may be held as frequently as square dances of old ladies in the community. But if you look closely, the topic may have been decided privately by a certain "big guy", and others can only nod their heads when they arrive at the meeting. "Triple and one big" became "three shortages and one announcement".
Let's talk about the detailed explanation. Let's take an example. Let's say now our company wants to introduce a new technology platform. It stands to reason that this kind of thing should be fully discussed, right? A series of complex issues such as market demand, technology fit, financial impact, etc., must be analyzed before making an informed choice. And what if management just passes it and doesn't dig into the problem? And what if the management just goes through it without digging into it?
Therefore, it is important to emphasize normative requirements in business operations. Whether the rules are set well and whether they are strictly implemented are directly related to whether the company can go the long way in the future.
There is another interesting point: auditing. An audit is not just about checking accounts, it can also help to identify loopholes and shortcomings in the decision-making process!
For example, an audit found that Xiao Zhang's department head did not follow the rules when purchasing new office equipment, he decided to choose the model and quantity that should have been discussed collectively, and ended up buying a bunch of expensive and impractical high-tech gadgets...... Alas, what a waste.
Let's talk about the solution. For example, we should establish a stricter supervision and inspection mechanism to ensure that every step of the "three major and one big" step is recorded and can withstand scrutiny, and we can also strengthen the avoidance mechanism to prevent stakeholders from influencing fair decision-making.
In short, I think "three big and one big" is like installing a navigation system for enterprises: it tells you how to walk so that you don't get lost, and it can also remind you in time if there are any pits in front of you that need to be detoured. Although the word "normative" is boring, it represents responsibility and forward-looking thinking behind it - not to be underestimated!
Therefore, sailing in the commercial sea is not to follow the tide to reach the other side, it is necessary to have a clear and accurate map and carefully designed routes - "three major and one big" undoubtedly points out the direction for enterprises.