Watch Kung Fu Panda And Understand The Wisdom Of Adaptive Succession Management.

European and American scholars studying successor management have found successors and predecessors. Leadership style Difference is the most critical factor in the longevity of enterprises. Moreover, those successful successors of CEO will constantly adjust their leadership style to adapt to the development and environment of the company in their work. They also find that a company that can match the characteristics of the CEO successor (leadership style, character, coordination, etc.) with the enterprise development cycle and industry structure is better than those with low matching degree. In the study of the personality types of successors and predecessors, a forward-looking manager usually wishes to have a candidate who is different from his character when he chooses his successor. They put forward the succession theory of their successors' personality differences. They believed that the succession management of general electric GE company is a model of these achievements.

According to the current literature, scholars in European and American countries have not done research in this field. By studying the distribution of successors' characters in Huang's TOPK cross, Huang Xianren found the distribution pattern of the successors in the enterprises. The successful succession of family political power and family businesses is the rotational distribution of their successors in the TOPK cross. However, the family members of the failed family and family businesses have no disc shaped trend in the Huang's TOPK crosses, and generally stay in a quadrant or two quadrants. General electric GE's 8 CEO's character map turns around in the first quadrant, the second quadrant and the fourth quadrant, while the US General Motors, which was bankrupt in the financial crisis. GM company The distribution of the 14 CEO's characters is concentrated in the second quadrant and the third quadrant. The frequency of movement between the two quadrants is too low, mainly in the same quadrant, and the character disk is basically stagnant without moving [1].

As an expert in the study of successor character and succession management, Huang Xianren discovered that Kung Fu Panda is actually a movie describing human succession, which contains the wisdom of succession and its management. In addition to the designation of successors, there is a difference in leadership style. There are surplus and deficiency to allow successors to establish merit and prestige, and the wisdom of adaptive succession management. So called adaptive succession management is the succession management that adapts to environmental personality needs and adapts to previous personality needs, and turns the successor's character in the distribution roadmap of Huang's TOPK cross disc. The three leaders in the Kung Fu Panda are from the second quadrant to the first quadrant, and then to the third quadrant. Huang Xianren, the successor research expert, believes that the character of the fourth generation of leaders in Pinggu will be the fourth quadrant or the second quadrant, most likely the successor of the peacock king. Because only in this way, the successor process will be smooth, and the successor will challenge Pinggu's future environment in a new way of thinking and realize the development of Pinggu in keeping pace with the times. If the panda chooses a similar character as the fourth generation successor, then the Pinggu organization will gradually break away from the environmental changes. The mistakes made by the panda will continue to deteriorate and deteriorate. Finally, the mistake will become a cancer and can not be cured and died.

Kame Sennin lived in the highest place in Pinggu, the jade palace. It was the creator of Wugong, enjoying the highest authority in the valley of peace and worshipped by all animals. He is the founder of Pinggu and the first generation leader of Pinggu. Another real figure in the jade palace is the raccoon master. It is an apprentice to Kame Sennin. He is also known as "master" by the residents of Pinggu. In Kame Sennin's later years, he was the actual leader of Pinggu, and no matter who passed it to the dragon. After 100 years of Kame Sennin, the raccoon master must be the second generation leader of Pinggu. Kame Sennin just realized that after he was 100 years old, the black panther was too dangerous to be released from prison. In order to get the dragon's code and dominate the martial arts, he would do anything by any means, wash his blood with Pinggu, take into account his own disciple raccoon and his character is similar to the Black Panther wolf. Although the raccoon master is the master of the black panther and the wolf, the raccoon has already stepped into the old age. The Black Panther is too wolf and the blood is strong. The raccoon Zong Shizhan is very likely to be a black panther. We need to find a character different from the raccoon. The character can beat the black panther and the wolf. It is the third generation of blood and spirit. That is to find a good assistant for raccoon, so that we can defeat the black panther and the wolf. The assistant succeeded in defeating the black panthers and then became the successor of the raccoon master, the third generation leader of Pinggu. This successor should be able to live in peace with the raccoon master, and be able to heal the soul of the raccoon master. In this way, we can develop steadily with Pinggu.

Kung Fu Panda tells us that successful succession managers need three core characteristics. Sense of worth Similar, excellent ability, personality differences. Values and personality are hard to change, and abilities are relatively easy to change. The so-called character difference is the difference between the successor and the predecessor. Personality determines destiny, which is the key factor affecting leadership style. Huang Xianren, a successor research expert, believes that when choosing successors or successors, we should not only pay attention to the differences in character, but more importantly, it is possible to break up the curse of decay in the organization by replacing the mechanism of TOPK successor replacement. The adaptive succession management should make the successor to adapt to the internal and external environment of the organization. He is not only a predecessor's dissident, but also the character roadmap of the successive successors. This is very instructive for our choice of the helm of the state-owned enterprises. It also guides our private enterprises in training and guiding the growth of the second generation successors when the enterprises are handed over to the first generation successors, because the training of character is in the childhood and youth era. After the first generation of entrepreneurs retire, they should focus on the third generation's character training, so that the three generation's character distribution can be rotated on the Huang TOPK cross plate.