1. Looking 3 to 5 years from afar, what will be the company’s new main battlefield in the future, and how to build its business portfolio and business echelon?

2. Have we reserved leading talents for these main battlefields and new businesses, so that there are good generals on the battlefield and good generals have battlefields?

3. Looking one year from now, on the current main battlefields and newly added main battlefields, what must-win battles will we launch soon? What specific tough battles will we fight this year? When the time comes for another year, how should we arrange our troops?

1. What is the company’s talent adequacy rate? Is it full of good generals? —The proportion of high-performing personnel, the proportion of high-potential personnel, the proportion of highly prepared successor talents, etc.

2. Are there sufficient backup candidates for important generals? How deep is the bench (stability, competence)? Which ones need to wait a year? Which ones need to wait two years?

3. How to deal with the talent vacancy risk, loss risk and successor's transformation risk in the general succession plan? ——The best choice: it cannot be dug and it will not be lost; ——The second best choice: the more you dig, the more prosperous you are, because there are sufficient reserves of talent, and you have an iron-clad camp with flowing soldiers.

4. The CEO should break the privatization of talents and allow talents to fully flow within the organization. Which high-potential talents are hidden by various business units and cannot be touched or transferred? Does the company have this kind of "talent privatization" problem? Which high-potential talents have been overwhelmed or suppressed? Are there any business leaders who are "Wu Dalang opens a store" and are deliberately suppressing them?

5. The CEO also needs to look at the talent inventory over a long period of time over the years. For example, to see if there are any situations where the young marshals and generals who had high hopes in the talent inventory in previous years did not perform as expected? Is it because of a mistake in potential evaluation, or is it on the wrong team, or even on the wrong battlefield?

6. The CEO should also re-examine the entrepreneurial veterans who once conquered the world together every year. Can their values, learning ability, and core skills still adapt to the needs of future strategies and organizational needs? How to let veterans exert their residual energy or fade out with dignity, prevent old employees from occupying their positions for a long time, give new talents room to grow, and stimulate organizational vitality.