想当初,麦肯锡踌躇满志进驻实达公司为其把脉诊断,不久后又不得不败走麦城。其兵败实达的原因之一就是将实达的所谓短板盲目加长,即将其在全国(按产品类别的不同)组建的各销售公司简单地优化组合成一家或少数几家销售公司并称之为资源共享。其理论不可谓不对,做法不可谓不在情理之中,然而其结果却是实达最终不得不将麦肯锡之洋洋大餐如数奉还且赔上了至少3000万元“加长短板”的代价。 In the early days, McKinsey smugly stationed in Shida company pulse diagnosis, and soon had to defeat the city of wheat. One of the reasons for its defeat is that Shida's so-called short board is blindly lengthened, that is, its sales companies established in the whole country (according to product categories) are simply optimized and combined into one or a few sales companies. It's resource sharing. Its theory can not be wrong, the practice can not be ignored, but the result is that Shida eventually had to McKinsey ocean dinner deductible at least 30 million and at least the cost of “shortening”.