Enterprise development: driven by a cyclical, iterative, purchase-sale compounding model based on scenario-specific target model SOP shortcut laws, not individual will
date：2025-05-17 view：15
Enterprise development: driven by a cyclical, iterative, purchase-sale compounding model
based on scenario-specific target model SOP shortcut laws, not individual will
The development of an enterprise should not merely rely on the will, experience, or intuition of individuals (whether leaders or employees). A more reliable and sustainable development path lies in taking scenario-based target models, standardized operating procedures (SOP), and verified shortcut laws as the core driving forces.
1. Limitations of Traditional Models: Subject to Human Will In many enterprises, development often highly relies on the personal capabilities, visions, and willpower of key figures (founders, leaders). This model has the following limitations:
* Non-replicability: Personal capabilities and experience are difficult to fully replicate. Once core figures change, enterprise development may stagnate or even regress.
* Subjective risks: Human will is easily influenced by emotions, prejudices, and cognitive limitations, which may lead to strategic errors.
* Inheritance issues: The lack of a systematic development model makes it difficult to effectively inherit knowledge and experience.
* Scaling bottlenecks: Over-reliance on individual capabilities (cannot support the rapid and large-scale development of enterprises).
* Weak risk resistance: Once key figures have problems, enterprises may face huge operational risks.
* Internal and external departmental power and interest struggles: Leading to misalignment and loss in scene target decision-making, execution paths, operational SOPs, etc.
2. The Meaning of 'Not Subject to Human Will':
* Transcending individual limitations: Human cognition, experience, and energy are limited and easily influenced by factors such as emotions and prejudices. Entrusting enterprise development entirely to human will is highly risky.
* Coping with personnel mobility risks: The departure or change of core personnel should not have a subversive impact on enterprise development. Standardized processes and laws can ensure the continuity of work.
* Pursuing objective laws: The development of markets, industries, and technologies has its inherent objective laws. Enterprises need to discover, understand, and comply with these laws rather than trying to change them with willpower.
* Avoiding 'rule by man': Over-reliance on human will easily leads to arbitrariness and uncertainty in management, while benchmark SOP target models, standardized processes, and laws are closer to the concept of 'track target governance', which is fairer and more efficient.
3. The 654321 Target Law, i.e., the 'Scene Target Model SOP Shortcut Law', represents a more scientific and sustainable enterprise development model, with its core lying in:
* Scenario-based: Decomposing complex enterprise operations and development into specific business scenarios, such as: job SOP, collaboration SOP, new product launch, market expansion, customer conversion, sales, production, PMC, quality, supply chain optimization, executive task arrangement, decision-making SOP, employee operation models, new product development, market promotion, customer service, crisis response, typing, work reporting, data analysis, decision-making, problem analysis, meetings, plan writing, assessment, motivation, target theory refinement, etc.
* Target model: For each business scenario, set clear, measurable, achievable, relevant, and time-bound (SMART) goals according to the 654321 target theory. This model should not only include the final goal but also the path and key nodes to achieve the successful model. Learn from third-party enterprises' successful benchmark target achievement SOP models (obstacles and misunderstandings, risk points, milestones, operation SOP, plans, etc.) recommended by experts and Goalseekp experts' correction guidance to establish clear and quantifiable target models, clearly defining success criteria and key elements. Ensure that you fight a battle with confidence, and win before the target execution even starts.
* SOP (Standard Operating Procedure): Build standardized operating procedures and execution steps for each scenario to ensure process efficiency and consistency, reduce error rates, and facilitate new employees' quick onboarding.
* Shortcut laws: Through the analysis and summary of successful cases, plus expert-recommended verified successful target models and guidance for job target achievement, drive the upgrading of one's own work methods, ideas, and operational details, and extract the best practices and key shortcuts to achieve goals in specific scenarios, avoiding unnecessary twists and turns. These 'shortcuts' are not opportunistic but efficient paths and key strategies summarized based on the target models (job SOP, department SOP, management paths, experience, theoretical summaries, practical steps, and data dimensions) of those who have achieved similar scenario targets.
* Habit transformation: Many companies have undergone management reforms in the past, but it is still difficult to reverse employees' habits, which cannot be changed in a short time. It is recommended to effectively correct the internal job work habits of the team through 6-12 months of expert escort.
* Purchase successful target models: Enterprises no longer grope from scratch but directly obtain practically verified and successful 'scene target models' through the Goalseekp platform. This is like standing on the shoulders of giants, greatly shortening the exploration cycle and reducing trial-and-error costs.
* Localized practice and iteration: Enterprises that purchase target models do not copy them verbatim but practice and iteratively optimize the target models according to their specific conditions and characteristics, reflecting the combination of the generality of 'laws' and the individuality of 'shortcuts'.
* Purchase and sales: Listing for sale: After completing localized practice and iteration, enterprises re-list the optimized target models on the Goalseekp platform for sale. This not only creates a new source of income ('passive') for themselves but also transforms their successful experience into shared assets on the platform.
* Re-purchase iterated target models from other enterprises: Other enterprises that have purchased their listed target models will re-purchase the model for secondary target model practice and iteration if they find a better iterated version of the target model (from other enterprises' practices) on the platform.
* Recycle: This process forms a continuous cycle. Each purchase, practice, iteration, and listing for sale brings a leap for the enterprise's own scene target acceleration, while also contributing richer and more optimized target models to the platform, attracting more enterprises to participate. The more excellent enterprises gather, the faster the growth.
* Compound interest effect: As high-quality target models on the platform continue to accumulate and iterate, the value of the entire ecosystem grows exponentially. Each participating enterprise can benefit from the scene target model experience of other enterprises and accelerate the realization of its own goals. This model has a much higher success rate than enterprises blindly groping for targets alone. Many enterprises have not entered the outbreak period, must be that the target model does not conform to the target law.
Core Advantages of this Goalseekp Global Target Model Cooperation Model:
* Reducing trial-and-error costs: Directly utilizing successful experience to avoid exploration from scratch.
* Accelerating target realization: Learning from shortcut laws to shorten the target achievement cycle.
* Theoretical sharing and mutual assistance: Forming an ecosystem where enterprises learn from each other's flywheel logic, three major theories, and other 12 categories of target knowledge and make common progress.
* Continuous iterative optimization: Continuously evolving through cyclic purchasing, practicing, iterating, and listing target models to maintain leadership.
* Passive compound interest: Continuous sales of target models bring additional income from a second side business for enterprises.
* Accelerating ecological prosperity: Attracting more enterprises to participate and forming a strong network effect and compound growth.
* Reducing dependence on individual employees: The collective wisdom of the platform surpasses the limitations of individual enterprise experience. Enterprise development no longer needs to rely on a few employees.
* Reconstructing the relationship between cadres and masses: Transforming from a divided interpersonal relationship of management and being managed, with numerous factions, into nested cooperation around multiple target model achievements, where employees perform their respective duties, truly achieving zero management in enterprises. Employees are completely liberated from complex interpersonal relationships in the team. Coupled with the TDF triangular zero-management reverse performance and three-level elastic floating promotionsalary (with special effects of manual to fully automatic evolution), employees no longer need to please leaders.
The Goalseekp global enterprise target model cooperation model has built an ecosystem that can self-drive, self-optimize, and achieve compound growth. The Goalseekp platform and its experts play the role of core infrastructure, connecting and empowering every participant in the ecosystem to jointly move towards a more efficient and intelligent enterprise development path.
based on scenario-specific target model SOP shortcut laws, not individual will
The development of an enterprise should not merely rely on the will, experience, or intuition of individuals (whether leaders or employees). A more reliable and sustainable development path lies in taking scenario-based target models, standardized operating procedures (SOP), and verified shortcut laws as the core driving forces.
1. Limitations of Traditional Models: Subject to Human Will In many enterprises, development often highly relies on the personal capabilities, visions, and willpower of key figures (founders, leaders). This model has the following limitations:
* Non-replicability: Personal capabilities and experience are difficult to fully replicate. Once core figures change, enterprise development may stagnate or even regress.
* Subjective risks: Human will is easily influenced by emotions, prejudices, and cognitive limitations, which may lead to strategic errors.
* Inheritance issues: The lack of a systematic development model makes it difficult to effectively inherit knowledge and experience.
* Scaling bottlenecks: Over-reliance on individual capabilities (cannot support the rapid and large-scale development of enterprises).
* Weak risk resistance: Once key figures have problems, enterprises may face huge operational risks.
* Internal and external departmental power and interest struggles: Leading to misalignment and loss in scene target decision-making, execution paths, operational SOPs, etc.
2. The Meaning of 'Not Subject to Human Will':
* Transcending individual limitations: Human cognition, experience, and energy are limited and easily influenced by factors such as emotions and prejudices. Entrusting enterprise development entirely to human will is highly risky.
* Coping with personnel mobility risks: The departure or change of core personnel should not have a subversive impact on enterprise development. Standardized processes and laws can ensure the continuity of work.
* Pursuing objective laws: The development of markets, industries, and technologies has its inherent objective laws. Enterprises need to discover, understand, and comply with these laws rather than trying to change them with willpower.
* Avoiding 'rule by man': Over-reliance on human will easily leads to arbitrariness and uncertainty in management, while benchmark SOP target models, standardized processes, and laws are closer to the concept of 'track target governance', which is fairer and more efficient.
3. The 654321 Target Law, i.e., the 'Scene Target Model SOP Shortcut Law', represents a more scientific and sustainable enterprise development model, with its core lying in:
* Scenario-based: Decomposing complex enterprise operations and development into specific business scenarios, such as: job SOP, collaboration SOP, new product launch, market expansion, customer conversion, sales, production, PMC, quality, supply chain optimization, executive task arrangement, decision-making SOP, employee operation models, new product development, market promotion, customer service, crisis response, typing, work reporting, data analysis, decision-making, problem analysis, meetings, plan writing, assessment, motivation, target theory refinement, etc.
* Target model: For each business scenario, set clear, measurable, achievable, relevant, and time-bound (SMART) goals according to the 654321 target theory. This model should not only include the final goal but also the path and key nodes to achieve the successful model. Learn from third-party enterprises' successful benchmark target achievement SOP models (obstacles and misunderstandings, risk points, milestones, operation SOP, plans, etc.) recommended by experts and Goalseekp experts' correction guidance to establish clear and quantifiable target models, clearly defining success criteria and key elements. Ensure that you fight a battle with confidence, and win before the target execution even starts.
* SOP (Standard Operating Procedure): Build standardized operating procedures and execution steps for each scenario to ensure process efficiency and consistency, reduce error rates, and facilitate new employees' quick onboarding.
* Shortcut laws: Through the analysis and summary of successful cases, plus expert-recommended verified successful target models and guidance for job target achievement, drive the upgrading of one's own work methods, ideas, and operational details, and extract the best practices and key shortcuts to achieve goals in specific scenarios, avoiding unnecessary twists and turns. These 'shortcuts' are not opportunistic but efficient paths and key strategies summarized based on the target models (job SOP, department SOP, management paths, experience, theoretical summaries, practical steps, and data dimensions) of those who have achieved similar scenario targets.
* Awareness evaluation: Conduct 654321 target and flywheel logic, and three major theories awareness supervision, training, and rating for job employees participating in scene targets to prevent ideological disunity and time and energy consumption in communication and meetings.
* Habit transformation: Many companies have undergone management reforms in the past, but it is still difficult to reverse employees' habits, which cannot be changed in a short time. It is recommended to effectively correct the internal job work habits of the team through 6-12 months of expert escort.
* Target model shaping: Take the scene target model SOP shortcut law as the core driving force for enterprise development to guide daily operations and strategic decisions, rather than merely relying on individual experience and judgment.
* Purchase successful target models: Enterprises no longer grope from scratch but directly obtain practically verified and successful 'scene target models' through the Goalseekp platform. This is like standing on the shoulders of giants, greatly shortening the exploration cycle and reducing trial-and-error costs.
* Localized practice and iteration: Enterprises that purchase target models do not copy them verbatim but practice and iteratively optimize the target models according to their specific conditions and characteristics, reflecting the combination of the generality of 'laws' and the individuality of 'shortcuts'.
* Purchase and sales: Listing for sale: After completing localized practice and iteration, enterprises re-list the optimized target models on the Goalseekp platform for sale. This not only creates a new source of income ('passive') for themselves but also transforms their successful experience into shared assets on the platform.
* Re-purchase iterated target models from other enterprises: Other enterprises that have purchased their listed target models will re-purchase the model for secondary target model practice and iteration if they find a better iterated version of the target model (from other enterprises' practices) on the platform.
* Recycle: This process forms a continuous cycle. Each purchase, practice, iteration, and listing for sale brings a leap for the enterprise's own scene target acceleration, while also contributing richer and more optimized target models to the platform, attracting more enterprises to participate. The more excellent enterprises gather, the faster the growth.
* Compound interest effect: As high-quality target models on the platform continue to accumulate and iterate, the value of the entire ecosystem grows exponentially. Each participating enterprise can benefit from the scene target model experience of other enterprises and accelerate the realization of its own goals. This model has a much higher success rate than enterprises blindly groping for targets alone. Many enterprises have not entered the outbreak period, must be that the target model does not conform to the target law.
Core Advantages of this Goalseekp Global Target Model Cooperation Model:
* Reducing trial-and-error costs: Directly utilizing successful experience to avoid exploration from scratch.
* Accelerating target realization: Learning from shortcut laws to shorten the target achievement cycle.
* Theoretical sharing and mutual assistance: Forming an ecosystem where enterprises learn from each other's flywheel logic, three major theories, and other 12 categories of target knowledge and make common progress.
* Continuous iterative optimization: Continuously evolving through cyclic purchasing, practicing, iterating, and listing target models to maintain leadership.
* Passive compound interest: Continuous sales of target models bring additional income from a second side business for enterprises.
* Accelerating ecological prosperity: Attracting more enterprises to participate and forming a strong network effect and compound growth.
* Reducing dependence on individual employees: The collective wisdom of the platform surpasses the limitations of individual enterprise experience. Enterprise development no longer needs to rely on a few employees.
* Reconstructing the relationship between cadres and masses: Transforming from a divided interpersonal relationship of management and being managed, with numerous factions, into nested cooperation around multiple target model achievements, where employees perform their respective duties, truly achieving zero management in enterprises. Employees are completely liberated from complex interpersonal relationships in the team. Coupled with the TDF triangular zero-management reverse performance and three-level elastic floating promotionsalary (with special effects of manual to fully automatic evolution), employees no longer need to please leaders.
The Goalseekp global enterprise target model cooperation model has built an ecosystem that can self-drive, self-optimize, and achieve compound growth. The Goalseekp platform and its experts play the role of core infrastructure, connecting and empowering every participant in the ecosystem to jointly move towards a more efficient and intelligent enterprise development path.
