In my view the line organisation should organise knowledge and one such aspect is life cycle management of products.
我的观点是,资源团队应该构筑知识,其中一个方面是产品的生命周期管理。
In Huawei (and several other companies) management changes the line organisation more often than they change project organisation which is incredibly stupid.
在华为(和一些其他公司),管理层变更资源组织比变更项目组织更频繁,这是极其愚蠢的。
The second is the bottom line of a company’s “people account”—a measure in some shape or form of how socially responsible an organisation has been throughout its operations.
二是公司“人力账户”的底线——有社会责任的组织如何在其业务系统内进行某种形式的测量。
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