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Pearltea |
µoªí©ó¡G Sep 17 2015, 13:07 ¡@
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A bit of OT here. I haven't finished watching the video, but what does ¤p²M·s mean in the title?
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µoªí©ó¡G Sep 18 2015, 01:33 ¡@
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Pearltea |
µoªí©ó¡G Sep 18 2015, 13:21 ¡@
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Just finished watching the 1st one. It sounded rather like a debate between statisticians and a big data scientist- where the statisticians were focusing on credibility, granularity, and correlations; while the big data scientist was focusing on inclusion, totality and trends. ¥»½g¤å³¹¤w³Q Pearltea ©ó Sep 18 2015, 13:23 ½s¿è¹L |
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Pearltea | |
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TBH, I'm not too familiar with political economics but I'd add my 2 cents based on the POV from microeconomics and my experience in individual companies in the private sector. I'll try my best to simplify the ideas and relate to your take on the broader and macro view.
In a nutshell, I lean toward the big picture-oriented, forward looking direction that ª÷Àéºa±Ð±Â suggested. However, I would give some credits to the arguments from ±ix for the following reasons:
There are clearly huge contrast of the two companies in terms of culture, management style, talents, and diversity etc., except that they both share the same vision - to be in the position as an industry leader. We can expect that the industry leader had found a formula for success, and the same method or approach had worked well for them over the decades. Over the years, the repeated process built and reinforced a strong foundation for the company to position itself as where it is today. Corporate policies, rules and ethics then followed, and were tweaked many times along the way in order to create the 'best practice' - that is to preserve the company's best kept secrets. There are also investments in talents and their retention by setting up pension plans, community outreach, employee wellbeing programs, or other incentive plans. However for the growing company, to focus on these enhancements or to create a best practice would seem rather unrealistic or overly bureaucratic at this point. The company has a huge pool of talents to utilize and capitals to work with, but investments need to be at the core business, and being able to make many tweaks and fine tune the direction quickly along the way is crucial to support and sustain growth. Some investments might not work, but at least they will be able to cut and minimize the losses quickly; there will be bad hires along the way, but they don't need to go through 5 layers of performance disciplinary actions in order to clean the house; there'll be other great opportunities at some points and they will be able to catch onto them by tapping trustworthy resources to do due diligence even if the process is quick and dirty etc. Ultimately a structural corporate governance is needed, but at the given situation today, to put growth at risk in order to implement it would be unwise. So refer back to my previous point #3. Why that is an interesting point to debate over - is that if we look at it at the micro level, this 'company' has the workforce of Walmart, talents of Google and cash of Apple but is growing like a R2000 company. ¥»½g¤å³¹¤w³Q Pearltea ©ó Sep 19 2015, 14:07 ½s¿è¹L |
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