Everyone here is eager to win, cherish honor and earn a lot of money. Isn't this the ideal enterprise in the minds of all managers? No matter you are any first-level supervisor of a company, have you felt that the employees are a little different in the past month? If you think that employees who are always in high spirits in the morning suddenly improve their work efficiency, it is probably because: at the end of June, the NBA finals ended. Don't hate NBA-in a hurry-even without basketball, there are too many distractions in this world. On the other hand, the NBA is probably the strangest organization you have ever seen: people here are eager to win, cherish honor and make a lot of money. Isn't this the ideal enterprise in the minds of all managers? Every year, the NBA decides a winner in thousands of games. In a free competitive market, management scientists will look for many theories to tell readers how to succeed. In the NBA, all team owners, general managers, coaches and players know that the core condition of winning is to have the best players. 1984, after the Chicago Bulls chose a junior named Michael Jordan for the third place in the draft, the Bulls were also bought by a real estate developer named Jerry Lei Ensi Doffer. Originally, the home court of Bulls, whose attendance rate was less than 50%, became a holy place for fans all over the world because of Jordan. In 1960s and 1990s, Jordan led the Chicago Bulls to win the NBA championship six times, and the value of the team changed from 1984 when Lei Ensi Madoff bought it to $200 million-an increase of more than 1000%. Jordan didn't just keep scoring on the court. He always knows what he should do, and his behavior helps the whole team to have a unified rhythm and concept, work in a coordinated and efficient way, and achieve clear goals. You can think of Jordan as Jack Welch and Steve Jobs in sports. Even if you can't have a superstar, you should recruit talented and passionate teammates. In Jordan's most mature period, his annual salary reached $34 million, while his teammates, such as marksman steve kerr, earned only $200,000. But Cole knows that without Jordan, no matter how high the salary, he can't win the championship. It should be noted that you should never go too far and forcibly recruit a group of good players with different personalities into a team. In 2004, the Los Angeles Lakers brought together four superstars, hoping that they could win a championship together. However, the different tempers of the four superstars did not produce the expected chemical effect, and eventually they lost to the Detroit Pistons, a blue-collar team with far less talent, salary and status than the Lakers. Any audience can see that the Pistons are more United and eager to win than the luxurious lineup of the Lakers. This is also the mistake made by paul allen, the third richest man in the United States and co-founder of Microsoft. He invested $89 million to build a Portland Trailblazers team with seven or eight first-class stars. They have never won a championship, and even gone from bad to worse, making it difficult to enter the playoffs. Imagine if Allen and Gates didn't get along well when they started their business and were forced to start their business together for a long time. Can Microsoft go today? Most NBA general managers clearly know that besides having the best players, you need to constantly change the configuration of players-there is no ideal perfect team in reality. Every year, star players who are in the limelight are traded and even kicked out of the team. This may sound cruel, but as Welch said in his new book Win, an employee with poor protection will react, and telling the other person frankly that he is not suitable does not mean that he can't find his position. When you are fully staffed and confident, you need to know some tactical problems. In recent years, strong defensive teams in NBA, such as new york Knicks and Miami Heat, failed to win the championship. The Dallas Mavericks, who attacked the strong and defended the weak, also got nothing. Only those strong teams with balanced attack and defense can reach the top. Former Intel CEO Grove and Barrett are well aware of this. Gruff actively invested in many projects and companies unrelated to chips, while Barrett decisively entered the field of communication and high-definition multimedia after the slowdown in PC market demand. Attack, attack, and attack again, which made today's Intel. Of course, defense is also important. What is commercial defense? Robert rubin, former US Treasury Secretary and current chairman of Citigroup's executive committee, said that nothing in this world can be sure. The only important thing is that you have a judgment on the probability of an event when making a decision, and you have a subsequent hand. Yes, you can never know your opponent's strategy and tactics. But I don't know that the opponent's strategy is not terrible. After all, there are too many ways to play the game. The key is to master your own rhythm and let the other person follow your rhythm. Welch's point of view is that what matters is not that you know what your opponent's strategy is, but that you can react correctly to his behavior.