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在这个鱼龙混杂并如日中天的如同一锅东北大乱炖的中国电影市场。天时娱乐的老总李四海，泛亚国际的最高执行官唐斯理以及拥有全国范围5000块屏幕的晴空国际董事长岳小康，这三个在影视界最具有权威的超级巨头居然奇迹般的窝在了同一间破厂房里，只因为，这间厂房的主人——天行健！昔日的大导，如今的超级IP拥有者。在与三名权威的交集中，天行健发现了艺术受金钱压迫的窘境。一时间，大导身边的环境变得光怪陆离，嬉笑怒骂的各色人群也开始萦绕在天行健的周围。这错综复杂的商业干扰和红紫乱朱的电影创作环境，终于让他挺直腰板，奋起反抗！在挣脱中找寻，在归梦中惊醒。他终还是用他自己的方式向这些被高额票房冲昏头脑，意乱神迷的电影商人们，展开了一场带有喜剧色彩的抗争。二来，涉及此事的黎章虽只是一个小小的火长，但昨日万千军士亲见其英勇杀敌的气势，无不追随拥戴，情形特殊。事成之后算是大功一件，等回到大粱…不，回到平、阳之后，大王一定会论功行赏。I waited quietly for a while. Zhao Mingkai recalled it and organized the language. Only then did he open his mouth and said:With the upsurge of learning various management experiences from Huawei in recent years, The BLM (Business Leadership Model, commonly known as "Don't Touch") model introduced by Huawei from IBM for 30 million yuan in 2006 has also been hotly discussed by the business and management consulting circles. However, at present, the vast majority of online information on BLM is only at the level of brief introduction. There are two kinds of BLM translations, one is the "business leadership model" and the other is the "business leadership model". The difference between the two translations reflects the difference in the specific application of this set of tools. The former regards it as a strategic planning tool, while the latter uses it to enhance the leadership of middle and senior managers. IBM's original intention in introducing BLM to Huawei was to unify the strategic thinking methods and framework of Huawei's middle and senior managers and to enhance their leadership, because managers' leadership was gradually cultivated in the process of formulating strategic plans and promoting strategic implementation. In the subsequent actual use of this tool, It was found to be an inclusive thinking framework, It can integrate various tools previously used in strategic planning, such as MM (Market Management) of IPD (Integrated Product Development), strategy decoding, strategy map, balanced scorecard, etc. into it. And can use this thinking framework and strategic language from the company strategy to the business unit strategy and then to the strategy of each functional system. Therefore, when each major product line and PDT formulate SP (Medium and Long Term Strategic Plan, Spring Plan) and BP (Annual Business Plan, Autumn Plan), each