In all fairness, Win, which was released globally by CITIC Publishing House in 2005, is indeed a classic business success guide. The theme is comprehensive, objective and fair, honest and frank, and the most important thing is concise and distinctive. The thinking of how to win is full of most friends and customers in my life. In fact, so does the whole country. Discussions and debates on how to improve and improve working, living and economic conditions can be seen everywhere, and people are extremely eager to initiate and participate in such discussions. The popularity of pursuing further achievements or changing the unsatisfactory status quo is enough for sociologists and politicians to redefine the socio-economic structure of China's market economy at the present stage and its future growth potential.
At the same time, we have to admit that people's expectations of management books are quite high and surprisingly consistent. As Duruk said in his book Management Practice, "All the great business builders we know, from medici family in Florence Renaissance to the founder of the Bank of England at the end of 17 and today's IBM thomas watson, have a clear set of professional theories to guide their business behavior and decision-making." Most people who want to achieve something in life and career either have no patience to figure out the real success logic from the seemingly trivial autobiography of legendary figures, or have no confidence to sum up the classic theory of management from the sleepy masterpieces of management scientists. People always want to grasp the success of great men quickly. Therefore, "Win" can easily stand out among those management works that are keen on fashion management ideas and quick solutions.
The Answer to Win continues the relaxed and lively narrative and the humble and peaceful tone of Win. It's just that the winning answer shows the problem and analysis of how to win more directly. Fortunately, Welch is an interesting guy with mature humor and insight into human feelings. He knows the scale of your question and the way of thinking. No matter whether the answer is yes or no, he is firm and friendly. At this point, he is more like a charming old man who shares his own experience and life experience than a cold old man who manages a company worth 400 billion yuan. So this 200-page conversation is not boring at all.
Like Win, the winning answer also contains several key parts: about global competition, it depicts his active new world; In the leadership section, I shared my experience on how to be a good boss. In the part of management principles and practices, Welch tells us the experience and examples of how to lead enterprises to success. On the theme of career, he clearly supports his desire for life, freedom and career success, and gives you many friendly and constructive opinions; On some questions about private enterprises, he discussed the gains and losses of working for family businesses with some questioners; Finally, on the topic of winning or losing, he showed his banner bluntly and fairly: enterprise is good, enterprise is a powerful engine of society and the foundation of world prosperity. It can be said that "winning" is the universal guiding principle of business and life; The winning answer is a typical answer to the dilemma of business and life decision.
The winning answers answered 74 questions raised by readers. Welch's choice of those issues is really superb, covering new and old markets, large and medium-sized enterprises, and areas with different maturity. For example, some conservative enterprises in Europe are considering whether to stop outsourcing, while some enterprises in more mature markets are hesitant to enter China or other regions. Most young people in Africa are keen on starting their own businesses, while those countries with more developed economies are generally concerned about eliminating the ills caused by outdated thinking and bureaucracy. Therefore, whether the answers provided by the author are pleasant or not, as long as these questions are thrown, it will attract a large number of readers. Of course, these answers can't solve all readers' doubts, and neither can the classic management theory series.
In fact, as a management consulting practitioner, 74 questions in the book have aroused my great interest. When I participated in the project negotiations between the company's senior partners and the senior management of customers, I found more than once that with the advancement of mutual trust, they were not only discussing strategic topics that I regarded as the core of the business, but also discussing broader issues. For example, how to improve the market share of products in new markets, or how to drive existing teams to achieve marketing goals more actively, including how to recruit talents, when is the best time to raise funds, and even how to deal with an old employee who violates business ethics but has good performance. This urges me to really know a leader or manager, which requires diversified abilities, especially in the current domestic business environment.
Entrepreneurs in China have never needed to enrich their knowledge and ability like now, or more accurately, most of the problems in enterprises can't be concealed by the natural growth of the market and the expansion of enterprise scale. In addition, in this land of China, there are a large number of young people who are full of ambitions, eager to try, always ready to show their ambitions, a large number of professional managers who are eager for a higher platform and pursue the best entrepreneurial opportunities, and a large number of private entrepreneurs who are active in thinking and quick in action. All these people and their organizations need to find answers to their growing doubts.