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那可不是一个小数目，否则，岷州一干大小官员也不会纷纷获罪了。这些微小的举动，男人是不会注意和察觉的，女子确往往看在眼中。Console.ReadKey ();板栗忽然一把拉住她，将她护在身后，阴沉沉地望向卫江：你是奸细，你在这设了埋伏？靖军们都大惊失色：埋伏？伏击他们这一小队人有什么好处，就为了这堆破铜烂铁？卫江大怒：放屁。西南边关，在今天以前，也只有秦家和郑家怀疑板栗等三人有可能去了，这还不能确定呢。郑氏哼了一声，淡淡地对闺女道：泥鳅娘是个……总之。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