Proofing is the practical verification that a scheme can withstand deduction in a small range, and it depends on whether the design methods and means of this scheme are feasible and effective in actual combat.
Line and effect is not ideal place to modify and adjust.
The core purpose of proofing is to find the next direction and method for the organization, which is the biggest task of the top leader. Therefore, at any time, if proofing is needed, the top leader should do it himself, immediately.
The core principle of proofing is that the top leader does it himself. If you let your subordinates do it blindly, you will not get good results, but you will pay a very high trial cost. This is irresponsible to subordinates, the company, and even more irresponsible to market opportunities.
In other words, proofing is to test the scheme that we think is most likely to succeed and see if it can succeed in a small scale.
Proofing is to verify that our judgment is right, not to verify that our judgment is wrong. Proofing is to clear the road that we think is the most possible. There are bound to be all kinds of difficulties and obstacles on the road, and there will inevitably be impassable places.
Fang, our task is to find a way to get through this road, instead of declaring it impassable when encountering difficulties and obstacles.
The top leader is personally responsible and represents the highest level in the organization. He has the greatest ability to mobilize resources and is most likely to solve problems. If the top leader is not personally responsible, but sends his subordinates to make samples, he may be mistaken by the "quack doctor", so that the people at the bottom will turn the road they can clearly take into a dead end, thus leaving the whole team in a desperate situation.
For any scheme, if the proofing is successful, we must write the Implementation Case like a recipe, quantify the laws of success, and write an operation manual for promotion.
The purpose of proofing is to copy, and proofing is only the beginning of the work, not the end. Once the proofing is successful, we must resolutely copy it.
Proofing should be slow and copying should be fast. Proofing is the process of perfecting the scheme, not afraid of slowness. The more polished the scheme, the better the implementation effect. Copying must be fast and resolute. Since the proofing has been successful, the executor is not allowed to make irresponsible remarks when copying, and there should be no doubt or hesitation about the successful proofing method. For the method to be copied, what you understand should be executed, and what you don't understand should be executed, so as to deepen your understanding during execution. We must focus on how to solve the problems in implementation and how to copy the successful methods.