从学习中来到工作中去——赴杭院参加小企业信贷业务培训体会

关于信贷,我是门外汉。从事县支行管理工作之后,耳闻目睹亲身经历了针对不同客户的信贷产品销售工作,全部的体会用一个字概括：“累”。累在大客户的不屑,累在上级行的严审,累在小企业无押品的无奈,累在信贷产品与地方经济无法对接的忧虑。我一直在思考,信贷的目的是什么？风险的关键点在哪里？县支行发展的路径如何走？面对大量千差万别的基层,高层在做怎样的考量？终于有了一次机会,省分行派县支行行长赴杭州金融研修学院参加小企业信贷业务培训。4月22日,带着问题,带着疑惑,带着渴求和希望,我登上了南下的列车。     

不可忽视的压力

展望2009年,一方面经济继续回调,另一方面宏观政策将执行积极财政政策和适度宽松的货币政策,由此将给商业银行带来两方面压力：一是资金运用的压力,二是资产质量下降,资本充足率趋紧压力。     

学会“抄底”

CFO朋友们:你们好!从2008年金融危机以来,很多企业的日子一直都不好过。2008年金融危机冲击全球,虽然中国并未大伤元气,但接踵而来的四万亿投资后遗症也暴露出了高速发展的中国经济所存在的问题,并倒逼中国进入经济转型期。中国经济顺利转型,需要依靠积极的财政政策、稳健的货币政策,还需加快经济结构调整,转变经济增长方式,从以成本为优势的经济增长方式转入到以创新、驱动为主导的经     

Learning to lead at Toyota

Many companies have tried to copy Toyota's famous production system--but without success. Why? Part of the reason, says the author, is that imitators fail to recognize the underlying principles of the Toyota Production System (TPS), focusing instead on specific tools and practices. This article tells the other part of the story. Building on a previous HBR article, "Decoding the DNA of the Toyota Production System," Spear explains how Toyota inculcates managers with TPS principles. He describes the training of a star recruit--a talented young American destined for a high-level position at one of Toyota's U.S. plants. Rich in detail, the story offers four basic lessons for any company wishing to train its managers to apply Toyota's system: There's no substitute for direct observation. Toyota employees are encouraged to observe failures as they occur--for example, by sitting next to a machine on the assembly line and waiting and watching for any problems. Proposed changes should always be structured as experiments. Employees embed explicit and testable assumptions in the analysis of their work. That allows them to examine the gaps between predicted and actual results. Workers and managers should experiment as frequently as possible. The company teaches employees at all levels to achieve continuous improvement through quick, simple experiments rather than through lengthy, complex ones. Managers should coach, not fix. Toyota managers act as enablers, directing employees but not telling them where to find opportunities for improvements. Rather than undergo a brief period of cursory walk-throughs, orientations, and introductions as incoming fast-track executives at most companies might, the executive in this story learned TPS the long, hard way--by practicing it, which is how Toyota trains any new employee, regardless of rank or function.     

Learning to live with complexity

Business life has always featured the unpredictable, the surprising, and the unexpected. But in today's hyperconnected world, complexity is the norm. Systems that used to be separate are now intertwined and interdependent, and knowing the starting conditions is no guide to predicting outcomes; too many continuously changing interactive elements are in play. Managers looking to navigate these difficulties need to adopt new approaches. They should drop outmoded forecasting tools-for example, ones that rely on averages, which are often less important than outliers. Instead, they should use models that simulate the behavior of the system. They should also make sure that their data include a good amount of future-oriented information. Risk mitigation is crucial as well. Managers should minimize the need to rely on predictions-for instance, they can give users a say in product design. They can decouple elements in a system and build in redundancy to minimize the consequences of a partial system failure, and turn to outside partners to extend their own company's capabilities. They can complement hard analysis with "soft" methods such as storytelling to make potentially important future possibilities more real. And they can make trade-offs that keep early failures small and provide the diversity of thought needed in a nimble organization faced with complexity on virtually every front.     

寻找合适的上市地

作为一年一度的北京科博会的重要活动，“2015中国金融论坛”前不久在北京举办，其中分论坛围绕着“等IPO还是投向新三板？企业如何选择适合上市地”这一主题请专家发表看法。     

It's so hard to be fair

When employees believe they are being treated fairly-when they feel heard, when they understand how and why important decisions are made, and when they believe they are respected-their companies will benefit. Research shows that practicing process fairness reduces legal costs from wrongful-termination suits, lowers employee turnover, helps generate support for new strategic initiatives, and fosters a culture that promotes innovation. What's more, it costs little financially to implement Yet few companies practice it consistently. Joel Brockner examines this paradox, exploring psychological and other reasons that cause managers to resist embracing process fairness. The fact that it's relatively inexpensive to implement, for instance, may be why some numbers-oriented executives undervalue it. Many managers believe that they practice process fairness, but 360-degree feedback tells another story. Some corporate policies actually undermine it--such as when the legal department won't let managers fully explain decisions for fear that disclosure could expose the firm to lawsuits. And, frequently, managers simply follow the all-too-human tendency to avoid uncomfortable situations. But the good news is that organizations can take concrete steps to promote greater process fairness. Many studies have shown that training programs make a big difference, and the author describes the most effective format. In addition, warning your managers that they may experience negative emotions when practicing fair process will help prepare them to cope with those feelings. Finally, role modeling fair process on the executive level will help spread the practice throughout the organization. The fact is, process fairness is the responsibility of all executives, at all levels and in all functions; it cannot be delegated to HR. The sooner managers realize that and work to make it a company norm, the better off the organization will be.     

到法兰克福上市去

拥有400年历史的声名显赫的著名交易所--法兰克福证券交易所,到目前为止只有一家中国企业到那里上市.在近几年中国企业掀起的海外上市热潮中,多数企业都将上市目的地选在了美国、中国香港和新加坡,而除伦敦交易所吸纳了少量中国企业外,欧洲的资本市场包括著名的法兰克福证券交易所似乎受到了中国企业的"冷落",如今这种这种状况已实现"零"的突破     

个税征收要体现出“个性”

4月25日,中国人大网发布《中华人民共和国个人所得税法修正案(草案)》全文,并向社会公开征集意见。根据该草案,个税起征点将由现行的每月2000元提高到3000元。同时,个税税率也由目前的9级超额累进税率修改为7级。     

创建学习型行业组织的一些经验

美国麻省理工学院根据系统动力学观点,经系统分析和实践探索,得出结论:“从二十世纪九十年代起,最成功的、最富有成效的组织均是学习型组织。”学习型组织不仅是一般意义上的重视学习,其基本内涵是:以提高人的综合素质为目标,以人的发展为中心,树立努力学习、终身教育的理念,大兴学习之风,弘扬创新精神。这种学习型组织充分体现“以人为本”的管理思想,尊重人、信任人,把高素质的员工队伍视作本组织最宝贵的财富,把对人力资源的投资和开发作为最重要的战略,为员工提供广阔的发展空间,最大限度地发挥员工的积极性、创造性,并把其凝聚成强大的…