How did amoeba land in the enterprise?

Key one: take "altruism" as the meaning of management.

Altruism is a high generalization of Amoeba's management philosophy and the origin of running a business.

Key 2: Reflect the leader's executive power from "the unity of knowing and doing"

The sum of a person's quality, personality, temperament and ability constitutes his personality charm. Why does Mr. kazuo inamori have great personality charm, which makes the employees of Kyocera, KDDI and JAL whom he once managed proud to work under his aura? The reason is that his 50-year "integration of knowledge and practice" has undoubtedly greatly improved the execution of the whole company's business philosophy.

Key three: we should not only centralize management, but also respect individuality.

When it comes to the characteristics of China and Japan, there is a saying that the Japanese are "individualism" and the Japanese are "collectivism". We don't talk about which culture is better or worse. In fact, the relationship between the two cultures is only complementary, just like the balance of yin and yang. In principle, it is not necessary to mold all employees into the same template, but it is necessary to balance the relationship between "* * *" and "personality" within the team.

Key four: the timing of decentralization must be combined with time and space.

Amoeba management emphasizes that "everyone is an operator", and the power must be decentralized in the implementation, directly to the grassroots. We can't generalize whether to decentralize. We should not only consider the appropriate time, but also consider the characteristics of the region. Regional characteristics mean that the gap between China and Japan is too big to directly bring the successful practices of one region to another. It can be seen that whether or not to decentralize power and in what form need dynamic decision-making, and there will never be anything once and for all.