The busy situation often becomes the ceiling for the development of SMEs.
Editor’s note: This article is from WeChat public account “China-Europe Business Review” (ID: ceibs-cbr) a > author: Gu Chun-Asia. p>
The problem is not that the boss does not work hard. All the bosses work very hard. The problem is that everyone is trapped in this busy structure and consumes time day after day. More importantly, it consumes business opportunities and misses out. Opportunities for sustainable development. p>
The learning methods of SMEs and others are different, because SMEs are not the same as large enterprises. Some time ago, Singapore Prime Minister Lee Hsien Loong gave a speech explaining how Singapore responded to the new crown pneumonia epidemic. One of the main points is that Singapore is not the same as China, so many methods that China can use cannot be used in Singapore. span> p>
The same is true for small and medium-sized enterprises. Leaders cannot copy the assignments of large enterprises during their studies. The advantages of SMEs are less burden, high flexibility, fast decision-making, and agile action, but they do not have the resources, talents, and organizational capabilities of large enterprises. We have heard too many big business cases, and everyone should learn dialectically. p>
Can I copy the work of other small and medium enterprises? My point of view is that there is no way to copy it, because SMEs are very different from SMEs, and their situations, founders, and development processes are different. For SMEs, there is only one way to go: you take your core team out of the way. p>
For the past three years, I’ve been involved in a startup with the well-known Chinese American philanthropist Paul to organize an international education group. Regardless of whether he founded the world’s number one company or NGO in the industry, as a successful entrepreneur, Paul taught me one of the most important concepts: the most important task of being a chairman is to avoid crisis, No crisis. p>
How to do it? p>