Faraday's future procrastination crisis exposed LeTV's pessimistic financial situation, which dragged down LeTV's market value by more than 654.38+000 billion in a short time. Jia Yueting, who is obsessed with building LeTV's ecology, has to stop and start to reflect: the management should take responsibility for the rapid expansion, and make up its mind to stop burning money and focus on the current business. Aside from CEO strategy, LeTV's problem is financial on the surface, but in essence, I think it is a problem of team and organizational culture. Talents, teams and organizational forms can't keep up with the rapid strategic development of the company. In other words, it's a bit of a hindrance.

A similar problem occurred in the former giant group. When talking about the failure of his first venture, Mr. Shi Yuzhu of Giant Group admitted frankly that the company began to expand when its scale went up. From humility and awe at the beginning to feeling as if I could do anything, I suddenly went to more than a dozen industries and the problems began to be exposed.

This kind of reflection is not difficult to understand. If a CEO is very capable, when you concentrate on one thing, you are really likely to do it, because your own energy is enough to grasp enough details, but when you expand the industry to more than one, you can't do everything. Of course, it is not necessarily a bad thing for LeTV to expose the problem as soon as possible. Difficulties will make people think more clearly. I believe that the management with such a grand ecological strategy has enough ability to turn crisis into opportunity. I think the development of internet enterprises needs to grasp the pace of enterprise development, because both funds and teams need to have a full preparation process, and it is easier to have problems if the steps are too big.