In 2026, in the face of countercyclical challenges and profound changes in the industry, DECNO Group upgraded talent development to a strategic level. From Beijing in Shenzhen to Shenzhen,Core management team repeatedlyWalking into the capital island.“Creating change” around strategic innovation, organizational re-engineering, and implementationThe core of business.Undertake intensive in-depth learningIn high school, in school, in thinking.I don't know. I've been gathering over the city, and I've been thinking about it.Reflects the continued commitment of DECNO to core management development, more clearly outline a clear path for groups to build learning organizations.
16 July, GroupCore management teamThis post is part of our special coverage Beijing.Walk in.Shinya Island"Change"Classroomaround“Strategies and business innovation in enterprises under a counter-cyclical cycle” carries out intensive learning.
In a two-day study, the course was closely tied to the profound changes in the current macroeconomic environment, taking into account the actual cases.The “Performance-to-Purpose” strategy, “Business upgrades based on customer value dominance”, “Breaking the second growth curve”, goes into topics such as the systematic dismantling of strategic logic and business re-engineer paths in the countercyclical cycle. Group members are fully committed not only to breaking down inertia at the cognitive level, but also to confronting the real challenges in co-generation and thinking about how to re-establish competitive advantages based on customer values.
GroupThrough the organizationManagementOne step forward and one step further to help you readjust the strategic direction in an uncertain environment.“ManagementLead, collective evolutionIt's the tone.
5 September, GroupCore management team transitionJiangsu Changzhou，Focus"Reorganization, business remodelling, breaking up."Let's go back to the island.The deep-learning tour of the "Creativity"I don't know. Organizational capacity is at the bottom of the enterprise ' s sustained growth, and the course focuses on organizational change and efficiency leaps from the selection of people to cultural cohesion, from strategic orientation to innovation-driven growth to value distribution closed circles, creating a set of interlocking organizational evolutionary logic.Under the guidance of the course, each one#1 re-examines organizational design, institution-building and management, thinking about how to move up in a more agile and efficient form of organization that supports firms in a pattern of increased competition.
The strategic breakthrough presupposes the re-establishment of the organization, the core of which is the resonance of people with strategy.This time.Changzhou, get the management right.A more systematic understanding of how the organization supports the strategy also provides direction for subsequent talent development and institutional optimization.
11 September, GroupReorganizing core management teamsGo to Shenzhen to join the capitalThis is the first time I've ever seen anything like this.Around“From Strategy to Implementation — Annual Business Plan and Budget Management”Focus on research...and went into good business field visits.I don't know. The value of the strategy lies in implementation, and the essence of the operation lies in the closed circle. The course takes a management perspective“Think about it.”Extension to“Place yourself.”(a) Systematic learning on the methodology for the development of annual business plans, budget management and target dismantling; Business visits allow participants to learn how advanced management concepts are taking root in the living practices of the branded enterprises. From strategic blueprints to annual plans, from budgeting to monitoring, Shenzhen's trip helped the management team get through.“Strategic-plan-budget-implementation”.
From“Strategy and innovation”Present.“Organization and reconstruction”Again.“Planning and implementation”Three studies constitute a complete business management closure. Behind this is the importance that DECNO Group attaches to talent development.，It is the good faith and commitment of businesses to talent growth.
The essence of a learning organization is to internalize learning into its genes. Through systematic, scene-based and continuous training arrangements, DECNO has built up a growth platform for management skills to broaden their horizons, collide with ideas and enhance their capabilities. Every time we go out, it's a cognitive upgrade; Each return will be transformed into a driving force for the organization.
I can't stop learning, I can't stop. DECNO GroupWill insistLearning-based organizationConstructionTo be able to sustain the empowerment of talent and to contribute to the development of the organization so that every DECNO can broaden its vision and grow up on the platform that the company has set up.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .。