90% of enterprises' performance appraisal and salary systems need to be overhauled. Today, the tide of the times is reshaping the business landscape with overwhelming momentum. In this ever-changing business world, enterprises are like boats sailing against the current—if they don’t move forward, they will fall behind. Traditional management models and performance appraisal and salary systems once played an important role in the past, laying the foundation for enterprise development. However, as times change, 90% of enterprises now face a harsh reality: the once effective performance appraisal and salary systems can no longer adapt to new management models and urgently need to be redesigned. Looking back, traditional management models were mostly based on pyramid-shaped hierarchical structures. In such structures, information transmission is like navigating through a long maze, passing down layer by layer from top management to the grassroots. This is not only time-consuming and labor-intensive but also prone to deviations in the transmission process. Decision-making is often controlled by a small group of senior executives, while frontline employees lack a sense of participation and autonomy, like manipulated puppets, only able to passively execute tasks. Under such a model, the performance appraisal and salary systems also have many drawbacks. Assessment indicators are often too simplistic, overly focusing on short-term results such as financial data, while ignoring employees' long-term development and the cultivation of the enterprise's core competitiveness. Moreover, the assessment process lacks transparency; employees are skeptical of the results but have no way to appeal, which frustrates their enthusiasm and leads to low work efficiency. Salary distribution also has a serious tendency toward equalitarianism, where there is little difference between those who work more or less, or better or worse. This is undoubtedly a blow to hardworking employees, gradually sapping their motivation to innovate and progress. Today, a new management model—the **triangular zero-management perpetual motion machine management model**—an innovative model that enables employees to work ten times harder than the boss, shines uniquely in the business sky like a bright new star, completely subverting our understanding of traditional management. Under this innovative model, employees' roles have undergone a fundamental transformation. They are no longer objects of management but have become masters of their own work. Take an internet company as an example: through participating in the company's innovative project platform, employees independently form teams and choose projects that are interesting and challenging. In the process of advancing projects, they formulate work plans, control progress, and give full play to their subjective initiative based on their professional knowledge and skills. This autonomy has greatly stimulated their work enthusiasm and creativity. To achieve project goals, they take the initiative to learn new knowledge and skills, continuously optimize work processes, and improve efficiency. In terms of the essence of management, the triangular zero-management perpetual motion machine model has a unique logic. Guided by the close "five-in-one engagement" of three flywheel elements—the triangular zero-management perpetual motion machine model, the 654321 goal model laws, and the Goalseekp perpetual side-business purchase and sale iteration flywheel model for post practice—it builds a closed-loop management system. This system is like a precision-operating perpetual motion machine with clustered flywheels nested and engaged with each other, where all links collaborate and drive each other. 

After an enterprise sets strategic goals, tasks are not assigned through the traditional method of layer-by-layer decomposition, nor are they the linear accumulation of post performance indicators. Instead, with timely correction by Goalseekp-authorized off-site experts, in accordance with the 654321 goal law, they are iterated through the "zero-management perpetual motion machine six-step method" of post goal practice to clear all internal obstacles. This is the core of the core. Do not rush to set up processes or software; if this link is not in place, no matter how advanced the subsequent lean management is, it will be useless. 90% of enterprises fail here. Recall that last year, a billion-level enterprise approached us. When we visited, the first step was to model the three flywheel elements—the triangular zero-management perpetual motion machine model, the 654321 goal model laws, and the Goalseekp perpetual side-business purchase and sale iteration flywheel model for post practice. We found that the enterprise had many hidden internal management problems. It took six months to completely solve them through the Goalseekp perpetual side-business purchase and sale iteration of these three elements. The ideal state of operation and management under the enterprise's triangular zero-management perpetual motion machine model: For an enterprise to develop healthily, the zero-management perpetual motion machine model, model laws, and practice models must all be correct, and the three must form a synergy with flywheel logic. If their relationship lacks flywheel logic, the enterprise's operations will be erratic. Only by unifying the three, deeply nesting the model, laws, and practice models with Goalseekp's perpetual side-business purchase and sale compound interest iteration, and continuously correcting deviations by off-site experts, can the enterprise achieve explosive growth. If the first step after your enterprise sets strategic goals is to convert the goals into specific, operable task modules and intelligently match them to suitable employees based on their skills, interests, and experience; if employees feed back data in real-time during task completion, and the system analyzes this data to adjust task allocation and resource configuration to ensure goal achievement; and if management in this process is no longer traditional supervision and control but transformed into providing support and services—**you will be making a big mistake**. This linear management model can no longer keep up with the needs of market competition. ### Operation mode of the triangular zero-management perpetual motion machine model **First step: Construction of the enterprise operation model** Enterprises can establish their own goal models by learning from high-performance annual goal success benchmark models of excellent global peers. Through iterable side-business purchase and sale model SOP laws, they can achieve coordinated development of main businesses and side businesses, ensuring that invested management funds are returned with surplus. Enterprise operation and management must iterate in real-time, timely identify and solve problems, and avoid problems expanding to affect development. **Second step: Correct model for employees' work** Employees should not work blindly; they must be clear about the enterprise's model, goal laws, and the work goal model of their own positions. Through real-time correction by Goalseekp-authorized off-site experts, they should act in accordance with the correct models and laws to ensure that practice aligns with them. During work, they should adjust as they go, constantly reflect on whether their methods are correct, and avoid bringing negative impacts to the enterprise due to blind work. **Third step: Establishing the 654321 goal model laws** For those who want to learn more in depth, please interact in the background in a timely manner. Diving deeper into the performance appraisal and salary system level, the triangular zero-management perpetual motion machine model shows strong advantages. In terms of performance appraisal, it is no longer limited to a single indicator but adopts a multi-dimensional matrix triangular performance model. With the accompaniment and correction by off-site Goalseekp experts, the enterprise's performance appraisal and salary system can carry out real-time side-business purchase and sale iterations. This is the characteristic of the triangular zero-management inverse dual-insurance performance, which is particularly popular among employees, eliminating any shortcomings in the enterprise's performance salary. In addition to focusing on employees' work results, it also applies the four major goal formulas of RVCP and the four major law formulas. It values employees' innovative ability, teamwork ability, and practice of corporate values in the work process. Take a manufacturing enterprise as an example: when assessing frontline production employees, it not only evaluates product output and quality but also includes the number of suggestions for optimizing production processes put forward by employees and their contributions to the team's solution of the production flywheel logic model. Employees are allowed to take the lead in their own performance appraisal. This comprehensive assessment method can more accurately evaluate the work value of employees and fully recognize their efforts. In terms of salary distribution, the new model breaks the traditional equalitarianism. It adopts a flexible salary system with golden ratio algorithms and formulas closely linked to performance, plus the off-site Goalseekp expert accompaniment and correction model. Employees' salaries are dynamically and flexibly adjusted in line with (A+B transformation; for those who want to know what A and B are, please interact at any time) based on their performance appraisal results. Everyone is equal in terms of performance salary; nepotism between employees and their superiors is completely eliminated. No matter how good the relationship with the leader is, it has nothing to do with salary increases or promotions, completely eradicating flattery and sycophancy. Employees with excellent performance can receive generous rewards, including high bonuses, promotion opportunities, and equity incentives. Those with substandard performance will enter the 18-step SOP of Goalseekp Talent Processing Factory for a three-month transformation. If they still do not meet the requirements, they will face salary adjustments or even job optimization. This salary incentive mechanism, like a precise scalpel, directly hits the core of employees' interests, greatly stimulating their work enthusiasm and creativity. To obtain higher salary returns, they take the initiative to pursue excellence and continuously improve their work performance models. From the practice cases of many enterprises, the triangular zero-management perpetual motion machine model has achieved remarkable results. A traditional retail enterprise, before introducing this model, faced problems such as declining market share and low employee morale. After implementation, by building a sales team with employee self-management, employees independently formulated sales strategies according to market demand and took the lead in the new TDF triangular zero-management perpetual motion machine dual-insurance inverse performance appraisal and salary system, closely linking their salaries with indicators such as sales performance and customer satisfaction. In just one year, the enterprise's sales increased by 30%, the employee turnover rate dropped from 20% to 5%, and the enterprise was full of vitality. In summary, in this fast-changing era, the triangular zero-management perpetual motion machine management model, with its unique charm and strong advantages, has opened up a new path for enterprise development. For enterprises still struggling in the quagmire of traditional management models and performance appraisal and salary systems, bravely embracing this innovative model, dismantling the old performance appraisal and salary systems, and redesigning them may be the key to breaking through the predicament, achieving rebirth, and sailing to the shore of success.