Risk society, survival of the fittest

  After the new crown pneumonia epidemic, China has officially entered a risk society-this may have long been known to everyone, but even in it, few people can understand what it means and what kind of society it will be. What kind of impact will it have on the economy, and what kind of changes and responses are required for the organization to survive.
  It is in this sense that the storm of the education and training industry is not just a matter of ten million education and training people. It can be said to be a “canary in the mine”. When the air in the underground changes, these fragile individuals May be the first to feel it. As Morgan Stanley analyzed a few days ago, judging from a series of events, the underlying logic of China’s social and economic development is being reset, shifting from prioritizing economic growth to a direction that pays more attention to distribution and balances fairness.
  This will bring about a very different economic ecology, and such a “risk society” is not dominated by experts like the West, but is under the control of national power. Prior to this, market reforms have also caused many people to leave the unit system and go to the sea to face the many uncertainties brought about by marketization. But now, it is the business managers and individuals who need to predict the industry prospects and adapt flexibly in order to Try to survive in this new environment.
  For many people, this is a new challenge. In the past 30 to 40 years, the triumphant Chinese society has always enjoyed market optimism that is rare in other countries, but now people may be more able to agree with Keynes’s view that human affairs are fundamentally unpredictable.
  This is not to say that we do not need to focus on long-term planning, because short-term speculation may seem “flexible,” but it may hurt the long-term future of the organization. The result of “burning the eyebrows and paying attention to the moment” is likely to bring new unintended consequences to myself while solving some problems. At this time, decision makers are facing a dilemma: how can they survive in a short period of time and turn these flexible adjustments into assets that they can accumulate?
  The answer may still be: decision makers need to be one shot ahead of trend prediction and risk awareness. At this turning point at the moment, this means that you need to jump out and re-understand the meaning of your industry in the national layout, and what role it can play in new social changes, and discover risks and opportunities in time. At the same time, Spread the risk as much as possible and don’t put all your eggs in one basket. After all, the new underlying logic also applies to enterprises: at this moment, instead of pursuing high-risk and high-speed growth, it is better to switch to a more stable and diversified strategy.
  For companies, when faced with a storm, layoffs are the last choice to manage risks, but the purpose is still to successfully transform after rectification. If the transformation is not possible, the layoffs will not be “increased” even if they temporarily “cut expenditures”. It will still fail in the end. For this reason, the best choice is of course not to react passively, but to be aware of risks early and exercise redundant capabilities-abilities that usually seem useless are likely to help us tide over difficulties in times of crisis.
  What is really difficult is not just the foresight of the decision makers, but also the need to rebuild an organization that can continuously respond to risks quickly and effectively, while catching new opportunities in the market in a timely manner, and responding to the reasonable needs of the market through innovation. There is no doubt that China is still a huge market, and opportunities are constantly emerging. Now it is up to who can lead the advanced technology to develop more flexible survivability. What the risk society will give birth to will be changes in organization and management.