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描述同樣有艱苦歷練的三個女人之間的友情和成長的故事……即集中兵力，歼灭敌人，这也正是尹旭要用的计策。8-Wood Lignum不过你也说的在理，哪怕能把罪行定的低些，咱们还是要走，但那时就不像这样了，心里没了牵挂，就是无事一身轻了。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范增无奈地摇摇头：或许以前是不会，但是现在，我们在北边忙的焦头难额，无暇南顾尹旭胸有大志，打败了东瓯和闽越之后后顾无忧，实力大增。所以断腿乡下青年曾阿牛站了起来，承受灭绝师太三记重手，以重伤之躯救了这群明教教众。