In fact, in the system audit, we can see these three baselines:

One is to be able to control the "villains". The so-called petty person is a person who likes to take the initiative to exploit management loopholes for personal gain in an enterprise. A gentleman is an honest, self-disciplined and obedient employee. Institutions have constraints, but the object of management is very important to whom. Gentlemen do not need to be managed, regardless of the same obedience, there are norms to follow; villains with management, not necessarily obedient, may do everything possible to find loopholes for personal gain. Therefore, in the system, the wedges, traps and routines left behind are aimed at the villains, not the gentlemen. Enterprises hurt the gentleman, the most harmful is the corporate culture, seriously shaking the foundation of the company's development, forming a negative tragedy of "good work and no good end, it's better to protect oneself wisely" or "whip the express train", "Lei Feng bleeds and tears". As a result, gentlemen have sought other jobs. Businesses hurt the foundation of innovation and stability, while villains are secretly proud of themselves. They have saved money and ridiculed those enterprises and gentlemen for being "silly enough".

Second, it can inspire "gentleman". Institutions are not only binding, but also incentive and service. These incentives and services need to connect the interest direction of the enterprise with the core competence of the organization, and form a virtuous closed-loop cycle of PDCA. It is these gentlemen who form the backbone of the core competence of the organization. Therefore, incentive sharing in the system should be directly linked with performance providers, and the principle of resource allocation in the system should directly support the part of innovative growth. A good system can restrain or even transform the bad behavior of a villain; a bad system can release the ugly side of a villain, and even bring a gentleman into the situation of "inaction and disorderly action".

Third, risk can be controlled. The "bottom line function" of the system, or the "bottom line function", is risk control. In order to survive in the big environment, enterprises have to adapt to the "changeable, uncertain, complex and fuzzy" business environment, carry out risk point control and systematic risk prevention in key links, and can not think of a random response. Otherwise, not to mention that the company violated the red line of laws and regulations, even if the formation of potential losses is enough for enterprises to vomit blood. Therefore, it is the kingdom of system design to make clear the systematic risk prevention in the system and identify and control the risk at the key point.

Someone has to ask, why don't you choose the "villain" when you are not recruiting? Yes, you are right, there is this possibility in theory, but it is very difficult to do in practice! In interviews, many enterprises are based on the so-called value measurement, but in practice, there are so many unqualified interviewers that the founders of some star companies can't rest assured. Managers, HR, and even the words "interviewing key people is an important job for him, and never authorized to go out", and companies like Ali, Jingdong in practice are also interviewing key positions by group executives, never placed in molecular companies.