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THINK TANK / Think Tank
32 original Chinese articles. Find by type and ecology, read in full, and check back along with the source.
32 think tank articles · Original Chinese text
When doing public relations, first find out what the other party cares about, and then determine where the two parties can connect. By looking at needs, pain points, resistance points and interests separately, and then understanding what is wanted, needed, and necessary, many issues in cooperation will be easier to explain clearly.
Do we understand our customers’ needs better? Is the cooperation between suppliers and teams smoother? Can the problems encountered this time be avoided next time? If another person is in charge, can he use the experience left behind?
After completing the listing, the company still has to do business, manage cash, and promote projects every day. At the same time, corresponding governance and reporting work must continue to be completed so that investors can understand where the company is currently.
Follow the six paths of principles and data, assets and markets, mining and protocols, applications and governance, products and scenarios, operations and disclosures to understand how digital technology carries asset records, stakeholder collaboration and reviewable governance.
Use a complete map to connect the blockchain overview, currency circle, mining circle, chain circle, application and operational growth; along the economy, top-level planning and token model, practice organizing the project elements into a discussable whole.
The company introduction has been made, the official website is online, PPT, brochures, and videos are also available. Looking back after a while, I found that the business scope written in several places was different, the cooperation conditions had been adjusted, and old documents were still being forwarded. Someone asked which version could be used, and everyone started looking for documents and asking the person in charge.
Starting from a real business, it connects data verification, contribution evaluation, budget sources, authorization confirmation and settlement payment. Through a fictitious refund example, it explains how to review the basis of the amount, handle the discrepancy, and retain the rules and recorded correction path.
A business can sort out a lot of information. The introduction, plan, process, and advantages can all be discussed for a while individually. But if you ask a person who is in contact with you for the first time to tell me, who do you help and what do you do, he may still not be able to answer.
Where will funds be used? Is the business ready? Who will handle ongoing governance and disclosure? How will existing shareholders' rights change? Without clear answers, even a schedule cannot reliably show progress.
Put target dates, prerequisites, evidence of delivery, and verification responsibilities into the same schedule. Distinguish three types of dates, sort out dependencies and parallel work, and deal with obstructions along the three paths of certificate replenishment, change and suspension, so that every advancement and scheduling adjustment has a basis.
After one thing is done, the business says that I negotiated with the customer, and the delivery says that without me handing over the things, the previous promises will not be fulfilled. The supply partner said there was a temporary problem and I was the one who connected the resources. People who do process improvement also feel that after this batch is completed, the remaining methods will continue to work in the future.
When a job is completed, many people participate. Some bring opportunities, some solve problems, and some continue to finish. When it comes to evaluation, if all that is left is "who has contributed the most", the discussion can easily turn into each other's own opinions.
What basis are needed for role, contribution, time, responsibility, risk and strategic value? See different inputs clearly along six dimensions, and then form an interpretable evaluation through fact checking, objection handling and review. Attached is a fictitious delivery scenario, two machine diagrams and a blank recording sample form.
How do mission, vision and values enter into a specific business decision-making? Starting from the hypothetical situation of delivery commitment and quality verification, it connects the cultural basis, factual conditions, responsibility resources, evaluation and review, and uses two machine diagrams and a checklist to explain how culture enters daily work.
In the same sentence, "calculated at 20%" can refer to 20% of the current transaction amount, 20% of a certain income, or 20% of a budget that has been set aside. The results obtained by these algorithms may be very different.
The introduction has been changed, but the web page has not. The Chinese has been changed, but the English is still the same. A sentence was deleted from the text, and the sentence on the poster was reposted. Many content problems arise from these areas that are not connected to each other.
For complex business issues, first sort them out completely, then refine the structure, verify the logic, and finally draw them into diagrams. This is the process of "organizing the complex into the complex, simplifying the complex into simplicity, simplifying the complex into simplicity, and transforming the simple into pictures".
Starting from the four relationships of resources, customers, operations and management, and capital, it explains what evidence should be left for contribution, what are the conditions for rights and interests, who has the right to make decisions, and how operational feedback enters governance.
In the capital table, the most easily misunderstood thing is the total number. How much is listed in the budget, how much is planned to be raised, how much the other party says they are willing to invest, and how much is received in the account. Once these things are written in the same column, the project will appear to be profitable.
Starting from operational issues, check resource gaps, funding conditions, implementation governance and operational results. Along the two mechanism diagrams, understand how capital supports specific operations and how operational evidence enters the next round of resource arrangements.
Turn meeting discussions into executable arrangements: distinguish between decisions and pending decisions, write down goals, delivery, division of labor, time, dependencies and acceptance; continue to advance along task execution, blocking processing, results verification and review. Attached are two mechanical diagrams and a downloadable action sheet template.
After finishing the list, we still need to continue to answer: which problem should be solved first in the first period, who can really use it, how to complete a business, who to contact if something went wrong, and what judgment was used in the end to make it happen.
As a project advances, documents accumulate: proposals, contracts, spreadsheets and chat records. Yet when someone asks where a number came from, how far a task has progressed or which file proves it, the search often starts again.
Get a project introduction, which usually has everything in it. Who takes the lead, who operates, what equipment is available, how much money is prepared to invest, and what results can be shared by partners.
Expand the entities, assets, funds and equity respectively, and then cross-check with evidence. Through a fictional equipment project, it explains how to identify relationships, discover breakpoints, assign verification tasks, and form working judgments with clear scope and updateable scope.
Sort out the scattered project materials around the four questions of subject, assets, funds and equity. Through scope registration, cross-checking, batch supplementation and acceptance, the statements in the materials, existing evidence and matters to be verified are separated to form working judgments that can be handed over and continuously updated.
Starting from strategy, structure, system, style, people, capabilities and shared values, look for key inconsistencies in the organization, and use facts to form verifiable judgments and actions.
Starting from real operations and long-term accumulation, understand how different participants create value, identify contributions and match equity. Collaboration along roles, governance authorization, digital systems and capital reinvestment form a discussable and executable cooperation method.
When talking about multi-party collaboration, everyone can usually point to a common direction. Serve customers together, organize supply together, improve operations together, and then share the results as agreed.
Look at resource collaboration, customer management, organizational governance and capital arrangements together, and understand how all parties can continue to cooperate along the lines of value creation, realization, distribution and reinvestment.
Connect the strategic intent, audience tasks, value proposition, content structure, visual rules and usage scenarios, and use two mechanism diagrams, a fictional example and a design judgment record sheet to check the basis and revision path for each expression.
There are always many people’s input behind the achievements of an enterprise. Some people provide money, some do research and development, some find customers, some deliver the products, and some are always dealing with things that are less obvious but cannot be done by others.
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