How much consensus can make Xiu De? When you read a hash, you can see the truth by yourself.

The old horse hissed at dusk, and the duckling drove the water to test the spring temperature.

If you are right and think that there is no boundary, then fold the platform and look at the wheels.

Only by not being blinded by the glory in front of us can we see the future clearly.

"The second curve must begin to grow before the first curve reaches its peak. Only in this way can we have enough resources (money, time and energy) to bear the initial decline of the second curve investment period. If the second curve starts after the first curve has reached its peak and turned around, it will not work on paper and in reality, because the second curve cannot grow high enough and cannot rely on the resources of the first curve to spend the investment period. "

Charles Handy, a master of management thought, said in expounding his "second curve theory": "When you know where you should go, you often have no chance to go." Handy learned this truth on a trip. He asked the local people for directions. The local people told him that if you go straight ahead, you will see a bar called David. It's half a mile away from the bar. Turn right and you'll get where he wants to go. It was not until the tour guide left that he realized that what the tour guide said was useless. Because when he knew where to turn, he had already missed that place.

Handy called the growth line from the inflection point "the second curve". Any growth curve will slide over the vertex of parabola (the limit of growth). The secret of continuous growth is to start a new S curve before the first curve disappears. At this time, time, resources and motivation are enough for the new curve to pass its initial exploration and struggle.

However, this time is just approaching the peak period, and the company is in its golden age. Few people in the company have the foresight and courage to deviate from the existing success path and invest enough resources to cultivate a short-term unprofitable business when the company is making great strides. Usually, it is not until the existing growth curve drops obviously that the company's * * * thinks of creating a new growth curve, so people usually regard the turning point rather than this time as the strategic turning point of the company. But at this time, the tangible and intangible resources that enterprises can mobilize are obviously decreasing. Existing and emerging competitors are likely to take this opportunity to pursue you, and the company obviously lacks the calmness and confidence needed to create a new business growth curve.

This is the paradox and curve logic of success: what brought you to your present position will not keep you there forever. If you trust and attach too much to the logic that leads to your success, then the successful logic will inevitably lead to your failure or mediocrity. The curve of "pursuing Excellence" according to a path is precisely a curve of "pursuing mediocrity".

The first step of innovation is to be able to give up the successful experience of the past, but most people are too accustomed to their "comfort zone" and form inertial thinking without being conscious, so their fate will inevitably follow the cycle of "life cycle", from prosperity to decline, and the only difference is the length of time.

The other side of "innovation" is "change" For enterprise organizations, what is often lacking is not innovative ideas or ideas, but change actions put into practice. The author especially mentioned many well-known enterprises, because they were addicted to the glory of the past, which eventually led to elimination.

The author especially emphasizes the importance of the "second curve", which is a different way of thinking from the past, and allows us to look at the world again according to the new era and external environment. The book also lists many important events that are changing our way of life, which fully shows Handy's humanistic care.

"You may want to get too much from a good thing, then curve logic begins."

Winners only do two things, always check the first curve and often think about the second curve.

S-shaped curve is a tool that every organization and enterprise will refer to when predicting the future. Nothing can escape the development of S-shaped curve ("the first curve").

However, from the changes of company organization, corporate governance and market, to personal career development, social interpersonal relationship and future education and social value, multi-dimensional discussion of this world needs to be reconsidered from different angles, and it cannot always stay in the "first curve" world.

If organizations and enterprises can find the "second curve" to lead enterprises to take off twice before the first curve reaches the peak, and the second curve must start to grow before the first curve reaches the peak to make up for the consumption of resources (money, time and energy) in the initial stage of the second curve, then the vision of sustainable growth of enterprises can be realized.

On the road of finding the second curve, successful managers must be born and die, find another way, skip the "trap" laid by success again and again, open up a completely different new road, find the second curve for organizations and enterprises, and realize the next growth.

Blockchain+instead of internet plus is the second curve for enterprises to achieve new growth across the S-curve.