I Have a Research Support System

After Mo Wenlin finished speaking, four undergraduates, Yu Ya, Yan Hu, Xu Xinjie and Yin Houlang, also gave simple literature reports in turn.

Literature report is the first thing every member does after entering the research group. Xu Qiu, Han Jiaying, and Sun Wo also came here in the same way.

Although this method is stupid, it is indeed effective. It can quickly improve beginners' ability to read literature and report and communicate. The only disadvantage is that it is a waste of time.

Yu Ya reported first, and Wu Feifei picked out a new review of perovskite for her.

It took Yu Ya nearly a quarter of an hour to finish her speech. Her performance was not bad, and she didn't show stage fright because it was the first time.

"Very good." Wei Xingsi praised, and then said: "Wu Feifei, order takeaway first, and the remaining three undergraduates can report faster."

The others are indeed a bit hungry for waiting. This kind of literature report is purely to train a few undergraduates. For graduate students, there is hardly much benefit from listening to this kind of report. It is better to go and see the literature for yourself. .

It is unrealistic for you to expect undergraduate students who have just started to be able to guide graduate students. Not every undergraduate student is at Xu Qiu's level.

Moreover, even Xu Qiu, after a period of accumulation, gradually showed his prominence, and finally reached the current height through accumulation.

In addition, like the 25-year-old Cao, he published 5 "Nature" articles in a row.

It is indeed powerful, but we must also pay attention to the fact that he is in the junior class of the University of Science and Technology of China. He has been developing in the direction of scientific research since he was a teenager. The five "Nature" articles are the results of nearly ten years, not to say that he is new to scientific research. Just exert force directly.

In fact, Xu Qiu still has some doubts, whether Cao is also bound to some black technology system.

The next three undergraduates speeded up, and everyone's reporting time was controlled within ten minutes.

In the end, the group meeting lasted for more than two hours, and it was close to twelve noon when it ended.

Wei Xingsi concluded: "All of you undergraduates are going to apply for a school-level project individually or jointly. For specific topics, you can ask your senior brothers and sisters."

"In addition, in the next group meeting, each person's speech should be as brief as possible, and the main results and conclusions should be presented. There is no need to list all the tasks in detail. If you have any specific questions, you can first contact Xu Qiuhe Let Wu Feifei discuss it, and of course you can come to me directly...Okay, let's end the meeting."

As the size of the research group grows day by day, the problems gradually emerge.

Now it is difficult for Wei Xingsi to cover everything as he did at the beginning, he must make trade-offs, focus on the big and let go of the small.

It's a bit similar to the development of an enterprise. At the beginning, a few people pull out a start-up team, and the boss and employees can communicate directly, implementing the so-called "flat" management.

And when the number of employees slowly expands, from a few to dozens, dozens, or hundreds, it is obviously impossible for the boss to manage a hundred people alone.

At this time, it is necessary to set up some management positions, or the middle level manages other employees on behalf of them. For example, one hundred employees set up ten middle levels, one middle level manages ten low-level employees, and the boss manages these ten middle levels.

If the scale of the company continues to expand and reaches the level of 1,000 employees, the number of middle managers will gradually increase. There are 100 middle managers for 1,000 employees. Obviously, the boss alone cannot manage the 100 middle managers, so he will set up ten more senior managers. Be the CEO yourself and manage other high-level executives, or directly hire professional managers, and be the shopkeeper yourself.

If we continue to develop and reach the level of 10,000 people, the company's business will become very complicated, and the number of senior executives will gradually increase. It is impossible for a CEO to manage hundreds of other senior executives.

At this time, the levels can be divided into more detailed levels, such as employee classification, from the first level to the fourteenth level, or the level can be established in the form of P + number for technical posts and M + number for management posts.

It is also possible to open a group company and split a company into several branches, each performing its own duties.

The actual plan of each large company will be different.

Finally, it is somewhat difficult for an enterprise to go further and develop to the level of 100,000 people.

This is called the "Hundred Thousand Curse", which means that when a company's employees approach or exceed 100,000, it will fall into a bottleneck. Even a giant company will find it difficult to maintain rapid development when it is close to 100,000.

In other words, there is an upper limit to the value an enterprise can create, and mindlessly increasing the number of employees will not change this upper limit.

It is not difficult to understand that in an ideal situation, we sometimes compare people to screws, or to "a brick, where there is something to move."

But in reality, people are people, not screws or bricks. Everyone has their own personality and edges and corners. That is to say, people are not completely compatible with each other, and there is a huge communication cost.

As the number of people increases, the communication cost increases exponentially. When the benefits brought by new employees cannot cover the reduction effect of communication costs, the scale of the enterprise will fall into an equilibrium state and cannot continue to grow.

So, how to break this curse? In other words, how to increase the upper limit of enterprise value creation?

Technological breakthroughs, development and innovation are very easy to think of methods.

But it's easy to think of, but very difficult to realize. Basically, it's the probability of buying a lottery ticket, which depends on luck.

Of course, as long as there is a possibility of realization, capital will also be willing to pay for this luck.

Every year, holding PPT and relying on the climax of the speech level, there are not a few entrepreneurs who get angel investment or even round A and round B investment.

Some "big guys" can even make the company go public with just one mouth and an "innovative" idea that only exists in PPT.

Leaving aside these "crazy ways", normally speaking, if you can develop a new technology, there is indeed a prospect.

Immediately, there will be a lot of capital rushing to give you money, for fear that you will not take it, such as the previous industries such as food delivery, shared bicycles, taxis, live broadcasts, and short videos.

Although in some industries, the capital used to be a mess.

But the capital is not short of money. As long as one of them succeeds, the rate of return will be several times or even tens or hundreds of times. If you directly pay back the capital, you can still make money.

So, excluding the uncertain road of technological innovation, is there any way to break the curse?

After continuous exploration by the top "entrepreneurs", they finally found a "correct path", which is the "blessing theory".

"Blessing" is of course a whitewashed statement. The logic behind it is: since the cooperation of many people will generate communication costs and cause detrimental effects, then we will reduce the number of people and let one person create more value through 996.

Under normal circumstances, a low-level employee pays 1 unit of time, gets 1 unit of value, and the enterprise pays 1 unit of wages.

On average, 1 unit of wages produces 1 unit of value, and this only applies when the company is small.

And when the scale expands, there will be a greater loss of communication costs, assuming that the communication cost is 20%.

Then the two bottom-level employees cooperate for 1 unit of time each, and get 0.8 units of value respectively, adding up to 1.6 units of value, and the enterprise pays 2 units of wages.

That is, in the case of 955, an average of 1 unit of wages produces 0.8 units of value.

And a low-level employee 996, compared with the normal 955, has 1.8 times the working hours, gets 1.8 units of value, and the enterprise pays 1.5 units of wages.

In the case of 996, an average of 1 unit of salary produces 1.2 units of value.

And some companies "increase the quantity without increasing the price", and the employees are doing 996 jobs, with a normal salary of 1 unit, then the average salary of 1 unit will generate 1.8 units of value.

Therefore, from the perspective of enterprises, 996 is obviously more cost-effective, which is 1.2/0.8=1.5 times, or even more than 1.5 times, the work efficiency of normal 955.

If you continue to increase the size and engage in 8106 and 9116.5, the improvement of work efficiency will be further improved.

Anyway, young people have unlimited potential. For enterprises, there is no need to consider the problems caused by their overwork at all, just wait for this group of young people who use them up and replace them with new ones.

This set of logic about low-level employees is applicable to companies large and small.

Not only that, but 996 has other advantages, and the larger the scale of an enterprise, the more obvious this advantage will be.

Suppose a company needs 10,000 low-level employees, 1,000 middle-level employees, and 100 high-level employees when it reaches the upper limit of value.

Now, assuming that because of 996, only 6,000 employees are needed to maximize value.

Then, the corresponding middle-level employees will be reduced from one thousand to six hundred.

At the same time, if we let the middle-level employees also have 996, and one middle-level manager manages 20 lower-level employees, then the number of middle-level managers can be further reduced to 300 people.

The reduction in the number of middle-level people will further promote the reduction in the number of high-level people. Originally, 1,000 middle-level people needed 100 high-level people, but now there are 300 middle-level people, only 30 high-level people are needed.

Moreover, we can also let the high-level people also have 996, which can directly reduce the number of high-level people to 15.

In a large company with 10,000 people, the annual salary of executives is one million plus stock options, and the labor cost is still very high. The salary of an executive may be more than a dozen ordinary employees combined.

And reducing the number of high-level people from one hundred to fifteen is equivalent to cutting off 85% of high-level people, and the cost will drop directly.

The labor cost is second, and more importantly, this can make the company's structure very simple, and the top-level instructions are easier to convey downward. As a boss, it is definitely more difficult for you to control a hundred people than to control fifteen people. Much, much harder.

The normal price is 10000/1000/100, and the "blessing" is 6000/300/15. How will the enterprise choose?

Everyone tacitly chose "Fu Bao" one after another.

Of course, the specific implementation will definitely not be as simple as the hypothesis, and there will be various changes, but this is the case logically.

Moreover, if you pay more attention to the news, you can know that many major Internet companies are "optimizing" their employees, even middle and high-level employees.

PS: Ask for a recommendation ticket on Monday.

This week's tip list. Thanks to Dr. Anonymous for rewarding 10,000 starting coins, Menphisto for rewarding 500 starting coins, shih_chun, I'm so fat, and the killer in heaven for rewarding 100 starting coins.