At a time when information is fragmented and knowledge is fast-eating, debris-based browsing, sub-surface learning is becoming the norm for the general public to acquire knowledge, seemingly drawing on new knowledge on a daily basis, which is fragmented and fragmented and difficult to translate into real growth and work capacity. (a) The official launch of &ldquao by DECNO Group in recent days, in order to break down the subsurface barriers to learning and build a system of systematic, regular and deep learning; The executive read a book ” A special project, carried by a classic book and guided by a senior manager, opens up a new, in-depth, continuous and progressive culture.
This co-read project, No. 001, a classic book on managing " Wins " , a classic book by the founders of the group, followed by his classmates, on the early learning of the idea of management and the idea of a conglomerate, has profoundly influenced the group ' s initial vision of entrepreneurship, management systems and development, and is a &ldquao that runs through the growth of the enterprise and the growth of its enablers; Classic compulsory ” I don't know.
In contrast to the short video and short reading of fragmentation, the project requires all executives to read the whole book in its entirety and to immerse through page-by-page reading, highlighting, in-depth comment, rediscovery, and immersion in the core of the book, and to refuse to taste it as easy, to walk, to truly learn, to gain and to use it.
And tilling the Book, and to know. Jack · Welch's Winning brings together top management wisdom for decades, ranging from corporate values to team management and strategic layout to individual leadership refinement, career growth and business thinking, and dissolving the core logic of enterprise development, team management and individual growth. It is a classic, professional and practical field of management that can effectively help management to improve macro-thinking, management, leadership and integrated management. For DECNO Group, the book is not only a growth pillow book for the founders, but also a retrospective, team-driven and empowering book on group management thinking.
Learning is self-responsible and even more responsible to the team. Business executives, block one, are leaders of team growth, shapers of culture, individual cognitive patterns, and directly determine team development ceilings. A real team leader, who never grows up in a cell. The ceiling ” & Idquo, which is the foundation for growth and development; Floor ” I don't know. Each manager should internalize in-depth learning into daily habits, using his or her own team of continuous incipient infections, leading the team, creating a strong atmosphere of active learning, continuous incipient and collaborative growth, and making learning the core of team development.
The pattern of learning determines the height of growth, the different perspectives, and the difference in learning results. All learning should not be limited to the job perspective and innate thinking. It is only through holistic thinking, business thinking, understanding of knowledge and dismantling that the fragmentation of knowledge can be removed, and the theory of books can be integrated with business, team management, and work practices, so that learning can be used and used for learning.
This executive co-reading project is not just a simple reading exercise, but group practice & ldquo; Learning and excellence ” The deep drop in values is an important initiative to break down the learning disadvantages of fragmentation and to build a systematic learning system. In order to give root to deep learning and to create a closed circle, the group formally established the CFA learning method, providing standardized and systematic landing models for systematic learning of the whole workforce and promoting learning from “ ” “ Depth landing & rdquo; Transformation. The CFA learning method, Content, Feel (Contact), Action (Landscape Action), requires that, in the course of our studies and studies, we streamline the core content of our books, combining the real awareness of our positions and the development of their businesses, and eventually end up in the field as a concrete action for action. From debrisification to systematized deep tillage, from passive acceptance to active refinement. In the future, we will continue to use classic books as a vehicle, supported by the CFA learning method, and regularization will advance co-reading and research activities, deepening & ldquo; Learning and excellence ” Core values. In a position of leadership, full-time follow-up, abandoning manic, fragmentation-based learning models, building a system of learning that reads classics, epidemiologies, practices, and refinements, so that continuous learning becomes the growth instincts of the whole, so that deep-tilled farming advances into the bottom of the development of the enterprise, so that the high-quality growth of the full-fledged enabling enterprise can lead to long-term win-win learning!
