Market-oriented

　　Enterprises are established precisely because markets exist; without a market, there is no room for their survival. Therefore, all corporate activities should be market-oriented.

　　The design of an enterprise’s organizational structure, systems, and processes, as well as the conduct of its employees, should be evaluated based on whether they facilitate effective market operations. When conflicts arise in the course of work, priority should be given to meeting market or customer needs.

　　Prioritizing and meeting market demand requires concrete, well-defined measures that are established in advance as much as possible. While occasional exceptions may arise, an excessive number of such exceptions indicates that the original arrangements were not truly market-oriented, leading to managerial disarray and, ultimately, a survival crisis for the enterprise.

　　 Simplicity, quantification, and clear accountability and authority

　　To ensure that management is efficient, low-cost, easy to remember, and easy to implement, it must be simple—this is the benchmark we use to assess the effectiveness of our policies and procedures.

　　Work tasks and authorities that can be quantified must be assigned using quantifiable performance indicators in order to be operational and subject to evaluation. Without quantification, such arrangements amount to laissez-faire, making it difficult to implement effective operations, oversight, and assessment.

　　The functions to be performed, the responsibilities and obligations to be assumed, and the corresponding rights to be granted for each position must be clearly set forth in writing in unambiguous language and communicated to the individual concerned as well as to all relevant personnel. Only in this way can those entrusted with these duties carry them out effectively and efficiently.

　　 Honesty, win-win outcomes, and perspective-taking

　　Open and honest communication is essential across departments, among colleagues, between superiors and subordinates, with partners, and with clients. Only through candor can we build mutual trust; relying on short-term cleverness will never lead to lasting friendships or fruitful collaborations.

　　The most effective outcome of working together or collaborating is a win-win situation. When cooperation and the distribution of benefits are skewed—favoring only one party or resulting in an unfair allocation—the other party will inevitably feel unbalanced, which can lead to lingering negative consequences. As a result, it becomes difficult to sustain the collaboration or partnership, and neither party will feel at ease when they are together.

　　How can you make the other party feel that the arrangement is fair and easy to accept? The best approach is to put yourself in their shoes and consider the issue from their perspective. If you yourself would not find it acceptable, neither would they.

　　Honesty, win-win collaboration, and empathetic perspective-taking are not merely principles for getting along with others; they are also ways of approaching work and thinking that require time to cultivate into lasting habits.