As for the concept of hive entrepreneurship, combined with the current management status of the consulting department, I put forward the following ideas:

1. The concept of hive entrepreneurship, I think, is similar to the "Amoeba management model" ”, that is, every front-line employee can become a protagonist and actively participate in management, thereby achieving “full participation in management”.

2. We consulting practitioners are knowledge workers and are crucial to improving the productivity of knowledge workers. I think there are several factors for the productivity of knowledge workers: (1) Knowledge workers must manage themselves Ability must be autonomous; (2) Continuously study and train to improve one's competence. If this model is introduced into the consulting department, it will definitely enhance employees' work enthusiasm, autonomy and self-cultivation awareness.

3. I think the management model of Baker Tilly International itself adopts the concept of hive entrepreneurship: the Hunan branch is equivalent to a large hive, the consulting department is a sub-hive, and the three groups under the consulting department are different. Little hive. So I think the essence of whether to introduce the concept of hive entrepreneurship into our consulting department lies in whether we should continue to divide the three groups into more groups, or form several independent groups in each group.

3. Challenges in the implementation of the hive entrepreneurial concept adopted by the consulting department at this stage:

(1) Refined management is difficult. To adopt the "Amoeba business model", each responsibility center needs to be clarified, and each responsibility center should have independent accounting, independent performance evaluation and assessment. We are currently divided into 3 groups, each group is equivalent to a profit center. In actual operation, there are many personnel transfers from different groups during the project, making independent accounting difficult. If we want to divide the team into more small hives, independent accounting will be difficult. Accounting will be more difficult. Without independent accounting for responsibility centers like Little Hive, it will be difficult to implement corresponding employee incentives and assessments.

(2) To give full play to the advantages of the hive entrepreneurial model, it must be matched with the corresponding employee incentive mechanism and evaluation and assessment mechanism.

(3) Put forward higher requirements for the comprehensive capabilities of the "Queen Bee", such as leadership, organizational management capabilities, professional capabilities, etc.

In short, I think the concept of hive entrepreneurship is very good, but it is difficult to implement it at this stage. It is recommended to incubate 1 or 2 small hive pilots first, and then wait for the business to continue to grow, and then fully implement this model. copy.