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中文文章：2億中國(guó)人，宅家工作14天

背景：疫情中，相當(dāng)一部分的企業(yè)都轉(zhuǎn)移為線上辦公。這一方面給企業(yè)帶來(lái)了管理挑戰(zhàn)，另一方面對(duì)于一些企業(yè)來(lái)說(shuō)業(yè)務(wù)的線上化轉(zhuǎn)型事關(guān)公司的生死存亡。

核心問(wèn)題：（1）在線辦公給企業(yè)帶來(lái)了哪些挑戰(zhàn)？企業(yè)是如何應(yīng)對(duì)的？（2）這次看似“被迫”的在線辦公長(zhǎng)期來(lái)看對(duì)企業(yè)有怎樣的影響？

（1）在線辦公給企業(yè)帶來(lái)了哪些挑戰(zhàn)？企業(yè)是如何應(yīng)對(duì)的？

1. 管理挑戰(zhàn)

“在線辦公是對(duì)管理能力差的企業(yè)的一次洗牌。”很多沒(méi)有在線辦公經(jīng)驗(yàn)，管理能力不足的企業(yè)在在線辦公的背景下更難以確保溝通效率、對(duì)員工進(jìn)行充分的激勵(lì)、監(jiān)督。但對(duì)于類似字節(jié)跳動(dòng)這一類線上程度高，對(duì)于遠(yuǎn)程協(xié)作疫前就有充分適應(yīng)的公司來(lái)說(shuō)，在線辦公并不會(huì)對(duì)公司產(chǎn)出有太大影響。對(duì)于企業(yè)來(lái)說(shuō)，要適應(yīng)在線辦公，需要：（1）將整個(gè)企業(yè)架構(gòu)線上化（2）設(shè)計(jì)適合線上的溝通流程（新的開會(huì)方式等）（3）設(shè)計(jì)數(shù)字化的監(jiān)督、激勵(lì)方法（4）保證工作氛圍、提高團(tuán)隊(duì)凝聚力（5）確保IT基礎(chǔ)設(shè)施完備

2. 業(yè)務(wù)轉(zhuǎn)型挑戰(zhàn)

很多企業(yè)想要生存下去必須要整體轉(zhuǎn)型線上。以之前高度依賴線下門店的化妝品消費(fèi)企業(yè)“林清軒”為例，在疫情中開展“全員營(yíng)銷”活動(dòng)。無(wú)論是研發(fā)還是行政人員，全部投身到線上產(chǎn)品營(yíng)銷中。通過(guò)小紅書、云集、微盟等各種線上平臺(tái)帶貨。線下門店人員轉(zhuǎn)型線上運(yùn)營(yíng)、客服也是化妝品明星品牌完美日記使用的策略。但對(duì)于另外一些行業(yè)來(lái)講，線下依然有著不可取代的作用。如生產(chǎn)制造行業(yè)的談判環(huán)節(jié)仍高度依賴線下面對(duì)面溝通，在疫情環(huán)境下業(yè)務(wù)很難繼續(xù)。

（2）這次看似“被迫”的在線辦公長(zhǎng)期來(lái)看對(duì)企業(yè)有怎樣的影響？

從長(zhǎng)期來(lái)看，無(wú)疑會(huì)讓更多企業(yè)意識(shí)到數(shù)字化能力的重要性，成為企業(yè)提高數(shù)字化能力的契機(jī)。企業(yè)數(shù)字化能力有兩個(gè)方面：【1】?jī)?nèi)部：組織在線，管理在線化（各部門工作檢視、協(xié)作）【2】外部：業(yè)務(wù)在線化，連接顧客，搞定生意（CRM系統(tǒng)使用效率，企業(yè)微信使用體系）

English Article: Goldman Sachs' New Identity

Background: Goldman Sachs' was past seen as the symbol of Wall Street's mythology. However, it's facing trouble in recent years. A dollar invested in GS in 2010 would only have 9.2% ROE, compared to 9.7% industry average. The company last year's trading return was only 7%.

Questions: (1) What should GS do to turn their business into growth??

(1) What should GS do to turn their business into growth??

There are three major focus of GS's strategic shift:

1. Expand market share in businesses such as wealth management and to increase easy access to alternative investments in private equity, private debt etc.

2. Improve business efficiency especially lowering down the financing cost. GS wants to expand into digital consumer banking business to acquire cash with low cost. This can provide an advantage in firm's trading activities.

3. Cultural change into diversity. GS has started to acquire more female employees, minor ethnicity group people. This is seen as an adaption to the company's shifting into consumer business.

The shift has raised concern for many GS's senior employees. The key question here is that whether GS can still keep its secret to success with its strategic shift today.