昨天阅读1小时，累计阅读166小时

昨日阅读时间1小时，总阅读时间50小时。

昨日阅读1小时，累计阅读376小时

昨日阅读0.5小时，累积阅读129.5小时。

昨日阅读1小时，累计阅读75小时, 继续努力。

昨日阅读0.5小时，累计阅读33.5小时, 继续加油。

昨日阅读0.5小时，累计阅读33.5小时, 继续加油。

昨天阅读1小时，累计阅读303小时。

昨天阅读1小时，总计阅读646小时

1、昨日学习2小时，总计151小时
2、昨天有点烦躁，就看了2小时就休息了。
3、【单词】
Instead,the claimant receive a time-limited "allowance," conditional on actively seeking a job; no entitlement and no insurance, at $71.70 a week,one of the least generous in the EU.
[词汇] entitlement n.授权;应得权益;命名、被定名
(They lose their entitlement to benefit when they start work.)
<补充词汇>
entitle vt.使有资格;给…定名;给与…权利;称做
（There are 23 Clubs throughout the U.S., and your membership entitles you to enjoy all of them. ）
be entitled to :有权；有资格
(Yet these creatures are members of the biotic community and, if its stability depends on its integrity, they are entitled to continuance.)
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nominate vt.任命;提名…为候选人;挑选;指定（时间、日期、名称等）
(The EU would nominate two members to the committee.)
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denominate vt.命名，称呼
(So after that, I decided to use this word to denominate and start my band. )

昨日阅读0.5小时，累计阅读227小时

昨日阅读2小时，累计阅读25.5小时

1.阅读书名：《华为管理变革》
2.昨日阅读2小时，累计阅读：105小时
3.主要内容：这是一本系统论述华为管理变革的专著。此书虽为标本式的商业案例探究，但其中的细节与故事极具生动性。主要讲述华为的30年发展史正是一部波澜壮阔的变革史。中西杂糅的变革理念、因时因势的变革方略、渐次推进的变革节奏、领导者的变革勇气与谋略，以及以开放为旗帜的自我批判等，使华为从原始积累期的混乱与活力并存逐步走向规范化与秩序化，进而铸就了华为在全球范围内的成功。
华为成功的一个很重要原因是，它能够不断进行管理变革，突破自身的组织桎梏，稳步向前发展。更有意义的是，华为用制度化的方式主动地将“变革”融入组织，使其成为所有员工的共识，进而形成华为极其独特的组织文化和“常态”。
4.读书心得：
解答了一些之前思考过的问题：
1、华为6个月的轮值CEO制度为什么不会导致战略方向的短视？任正非的精神领袖地位、华为基本法的文化制度保障
2、如何解决以客户为中心和产品开发效率之间的矛盾？IPD解决了开发什么（面向未来和共性的需求）、谁来开发（跨部门团队架构）、怎么开发（流程和模板）的核心问题
3、业务快速扩张和供应链管理效率之间的矛盾？集成的信息系统和平台是基础
4、财务管理与业务脱节的问题？四个统一：统一会计政策、统一会计流程、统一会计科目和统一监控；集成财务系统（机会点到回款、采购到付款、SSC、IT）
5、人力资源管理体系如何支撑业务发展？任职资格体系、导师制、轮岗制、末尾淘汰制、轮值CEO、领导力发展、企业大学、英语沟通、集体辞职、战略预备队、TUP、全球高校合作
6、研发体系矩阵结构中的权力线协调问题（流程线管资源、管规划、管流程；业务线管产品、管进度、管市场）？成立跨部门领导小组、项目规划根据经营规划排定优先级、团队精神纳入考核
7、如何克服不熟悉市场、歧视风险、关系风险进入海外市场？价格、产品、客群逐步提升、当地雇佣、当地文化尊重；客户经理、产品经理、交付经理的铁三角+地区平台支持一线团队、华为文化贯彻、积极管理公共形象、全球IT系统管理支持；业内合作、公平激励、跨界雇佣。

昨日阅读1小时，累计阅读74小时，阅读浪潮之巅

昨日阅读1小时，累积阅读169小时

昨日读1小时   累计143小时

昨日阅读1小时，总阅读712小时

realignment
n. 重新排列；重新组合；改组

But it may have opened a path towards a drastic realignment.

昨日阅读2小时，累计阅读155小时

昨日阅读3小时，累计阅读405小时

昨日阅读2小时，累计阅读288小时

从今天开始阅读，阅读2小时，最近都准备学习流程再造，是一个新的领域，对于我来说，这也算是跨学科了。不过向芒格说的，要保持终身学习的能力，也要跳出舒适区，挑战一下自己，进行跨学科学习，希望从今天开始能坚持，和大家一起进步，感谢论坛提供这么多专业的知识 。这是持续签到的贴，先立个flag

昨天阅读2小时，累计阅读17小时

昨天阅读2小时，累计阅读406小时
昨天做Act Like a Leader  第三章摘要如下：
3.        Network Across and Out
We’re All Narcissistic and Lazy. We are more likely to be attracted to people with whom we have important things in common—and who therefore remind us of ourselves. We call this tendency to prefer interacting with people who are similar to ourselves the narcissistic principle of relationship formation. We are drawn spontaneously to people who are like us in ways that are important to us, and we give those people the benefit of the doubt, creating conditions that increase the likelihood that a relationship will develop. The narcissistic principle is especially strong under conditions of threat or ambiguity, when we seek safety and certainty. Not only are we narcissistic, but we’re also lazy. We get to know and like people who are easy to get to know and like because we bump into them with minimal effort. This is physical proximity, or the lazy principle.
You can’t possibly stay current with new trends in the world, much less lead the way, if your network is a product of the narcissistic and lazy bias. Unlike delivery-driven executives who network to do today’s job, effective leaders create and use networks to tap new ideas, connect to people in different worlds, and access radically different perspectives. As we’ll see, effective leaders have many people they can turn to who can help them think through difficult problems or support them in their initiatives. These leaders understand that the time spent building and maintaining their connections is an investment in their leadership skills. Acting like a leader, is not just about what you do, but also about the company you keep. Stepping up to leadership, as we’ll see below, requires that you cultivate a diverse, widespread, dynamic, and cross-cutting set of relationships to help you lead change, move into assignments in which you can play a bigger leadership role, and take charge of your professional development.
How Leaders use Networks as an Essential Leadership Tool: (1) Sensing trends and seeing opportunities. (2) Building ties to opinion leaders and talent in diverse areas. (3) Working collaboratively across boundaries to create more value. (4) Avoiding groupthink. (5) Generating breakthrough ideas. (6) Obtaining career opportunities.
Mind-sets That Create Network Traps. The more power people have, the less likely they are to have qualms about instrumental networking. Recruiting stakeholders, lining up allies and sympathizers, and sensing the political landscape are all part of the leader’s job. The only way to conceive of networking in nobler, more appealing ways is to do it, and experience for ourselves its value, not only for ourselves but also for our teams and organizations.
Traps That Keep You from Expanding Your Networks: (1) You think networking is not real work. (2) You think it is using people and it feels inauthentic. (3) The payoff is long term, and you have more urgent things to do. (4) You think that relationships should form spontaneously.
At least three different networks—operational, personal, and strategic—can play a vital role in helping you step up to lead. The first helps you manage current internal responsibilities, the second boosts personal development, and the third focuses on new business directions and the stakeholders you must get on board to pursue these directions.

昨天阅读3小时，累计阅读38小时

阅读1小时，累积阅读597小时

昨日阅读1小时，累计阅读760小时

昨日阅读1小时，累积阅读349小時

昨天阅读2小时，总共阅读650小时

昨天阅读1小时 累计5小时
完成《EFFICIENTLY INEFFICIENT》 ch2 Evaluating Trading Strategies Performance Measures

昨日阅读0小时，累积阅读1小时