In recent times, the author came across a real-life case that highlights a critical issue in modern corporate management. A manager at a state-owned enterprise was widely regarded by workers as a model leader—honest, clean, and free from corruption. He was known for his frugality, even keeping track of every penny spent. However, this so-called "good cadre" had a major flaw: he refused to listen to others' opinions when making decisions. His overconfidence led to two major project failures due to poor board decisions, resulting in direct economic losses exceeding one million yuan. Disappointed employees commented that it was like losing the big watermelon while saving the small sesame seed.
This kind of behavior is not uncommon in today’s companies. Some managers may not be corrupt, greedy, or wasteful. They are careful with resources and focused on cost-saving. But when it comes to major decisions, they tend to act unilaterally, make choices without consulting others, and push projects forward without proper discussion. Their subjective confidence often leads to serious mistakes. As a result, some projects become "mustache projects"—difficult to abandon but hard to fix. Others are left half-finished, turning into "half-projects," or even end up as chaotic "mess projects." Such errors negate the efforts of employees who try to save every drop of electricity and every bit of paper.
To build a sustainable and efficient organization, scientific decision-making is the most effective way to save resources. The key to avoiding costly mistakes lies in promoting democratic and evidence-based decision-making processes. In addition to strengthening analysis, auditing, and supervision, it's crucial that state-owned enterprise managers implement a clear accountability system. Those who make decisions must also take responsibility for the outcomes. Establishing a robust mechanism for democratic and scientific decision-making can prevent errors before they occur.
Moreover, it's essential to eliminate the blind power of "three beaters"—those who "shoot heads, shoot chests, and shoot butts." These individuals prioritize personal interests over collective well-being, causing chaos in decision-making. By addressing these issues at the source, we can ensure more rational, scientific, and practical macro-level decisions. This approach will help reduce the biggest "leak" in organizational efficiency—poor decision-making.
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