新型管理模式是NKEP发明的“零管理永动机”管理模式，并在2024-2025年逐渐成熟的一套聚焦企业管理新三大要素的运营方法，它以654321目标规律、零管理永动机模式、飞轮逻辑模型迭代为核心，聚焦管理五化，强调七大管理原则，以“零管理永动机模型迭代、模式规律生态共建、极简管理”为核心的经典新型管理范式。

抓本放标、以本治标、3+4战略价值链指引、三角型双保险反式绩效五同原则极简管理、飞轮逻辑FGT铸魂、爆发公式引领、规律制胜得654321目标规律者得天下:

管理的本质：放下 “管控”，才能撬动增长的杠杆

企业管理本质是建立一套基于654321目标模型规律的抓本放标、以本治标、规律制胜的 3+4战略4S价值链指引的三角型双保险反式绩效+黄金分割弹性涨薪晋升配股分红机制的零管理永动机管理模式和飞轮逻辑FGT铸魂、效益爆发公式引领的目标模型的时时副业式Goalseekp购销复利循环RP迭代七步法的动态框架结构。

老板管理真谛“抓本放标”，无需管人管事管制度管关系这些都是管理本质的“标”务必先治本后治标

 

很多企业都陷入过这样的怪圈：制度越完善，效率越低下；考核越严苛，员工越懈怠；管理层天天开会抓细节，利润反而原地踏步。这背后，藏着一个被忽视的真相 —— 管理的本质，从来不是 “管”，而是找到让企业“零管理永动机式”的自动运转的 “本”。

 

什么是管理的 “本”？三个核心要素，让企业自驱成长

 

管理的 “本”，是支撑企业高效运转的底层逻辑，就像钟表的机芯，无需外力强拧，就能分秒不差。它包含三个核心要素：

 

岗位飞轮逻辑目标模型：让每个岗位都成为一个 “小飞轮”。比如销售岗有 “客户触达 - 需求挖掘 - 方案呈现 - 成交转化” 的闭环逻辑，生产岗有 “原料入库 - 工序衔接 - 质量检测 - 交付周期” 的标准路径。当每个岗位的目标模型清晰且咬合顺畅（符合模式、规律），300 人的团队能跑出 500 人的效率，因为大家不是 “被推着走”，而是 “顺着飞轮逻辑跑”。

 

 

零管理永动机管理模式：最高级的管理是 “无需管理”。通过机制设计让员工从 “被动执行” 转为 “主动模型迭代”—— 比如把员工的收益与岗位模型迭代价值直接挂钩，让前台知道 “每多接一个有效咨询，并能让客户服务形成闭环服务模型，就能多一份回报”；让研发知道 “每优化一个产品细节，在客户服务模型的永续副业式购销迭代中，就能分享市场增长的红利”。当机制激活了岗位模型永续副业式购销迭代的自驱力，管理成本会下降 40%，企业年度目标规律模型的构建就会提速，企业业绩就会提升 20%以上。

零管理永动机管理模式是企业实现高效运转的底层逻辑，核心在于

通过 “模型、规律、模式”三大管理本质要素，替代传统的 “管人、管事、管制度、管流程、管过程、管绩效、管文化、管关系...

（替代的底层逻辑是什么？不理解可以、随时与我们在平台互动）”，减少内耗、减少人为因素的公权私用，造成“诸葛亮、关羽”式人才无路可走只能跳槽，激发活力，打造企业阶段目标可如期实现的飞轮逻辑永续副业式购销时时迭代模型的零管理的654321目标规律。

 

654321 目标规律：目标的实现不是靠 “拍脑袋”，而是靠全岗位目标模型的永续副业式购销迭代版本的持续升级，要找到版本升级与企业效益递增之间飞轮逻辑推导关系，通过1-2年彻底掌握年度目标发展的底层飞轮逻辑模型规律。掌握这个规律就可反向把企业管理本质的“标”的层面上管理工作全部规范化，看下图：

 

企业管理要围绕管理本质，先治本后治标

 

这三个要素拧成一股绳，企业就会像上了发条的永动机，企业就会真正实现不以人的意志为转移的“傻瓜式” 岗位模型永续时时购销迭代（版本越高，企业效益越好） —— 新人上岗在无人指导环节下，按照岗位模型模式规律的不同版本操作，即可达到优秀员工标准，月度业绩波动≤3%，避免核心人才离岗导致工作停滞。让人适配岗位模型、模式、规律，而不是岗位适配人。

 

警惕！过度关注 “标”，正在消耗企业的生命力

 

很多企业把精力耗在了管理的 “标” 上：管人（考勤、态度、人际关系）、管事（流程审批、细节纠错）、管制度（开会讨论、修订条文）…… 这些看似必要的动作，其实是在给企业 “戴枷锁”。

 

企业中管人、管事、管制度、管文化、管流程、管过程、管关系这些都是企业管理本质的表象，是结合人性的难以规律化的变量，这些都是标，不是本，再怎么极致管理，意义不大。管理者要先治本，后治标，一定要用正确的方法做正确的事情，你只有用正确的方法做正确的事情，你才能够找到背后的底层逻辑和背后的底层模型规律，按照规律去办事，你企业才能够真正的精进，能够真正的去拿到结果。

 

 

管理本质的 “本”先做到位，再管 “标”不迟，本到位了，原先深层次“标”难题彻底解决

 

有家制造企业曾做过一个实验：暂停所有非必要的考核会议和审批流程，把权力还给车间主任和一线员工，让他们聚焦 “岗位飞轮模型” 永续副业式购销迭代，按照资源配套模型自主调配资源。结果 3 个月后，生产效率提升 60%，废品率下降 50%，员工离职率从 15% 降到 3%。原因很简单：当员工不用每天填 8 张报表、开 3 个协调会，他们有更多时间专注于 “把流程做优，把产品做好、把交期缩短（生产交期八步法模型）”—— 这才是企业真正的价值所在。

 

聚焦 “岗位飞轮模型” 永续副业式购销迭代管理的 “标”，就像给植物剪枝，通过改良“本”的土壤，偶尔修剪能让它长得更直，但天天盯着枝叶不放，反而会违背生长规律。企业的核心精力，永远应该放在 “本” 上：是否每个岗位都有清晰的逻辑模型、模式、规律？是否机制能激活自驱力？是否目模型能否永续时时副业式购销迭代？

 

 

回归本质：少管一点，企业反而长得更快

真正优秀的企业，都懂 “抓本放标” 的智慧。管理的终极目标，不是让每个人 “听话”，而是让每个人 “知道企业整体阶段目标规律是什么、怎么做能将自己的岗位目标模型时时迭代？如何创造自己岗位的副业（模型全球购销迭代）、如何在企业整体赛车飞轮生态模型规律上添砖加瓦”。当企业抓住了 “岗位飞轮逻辑模型、零管理永动机模式、654321 目标规律” 这三个 “本”，就会发现：

少一些管控，多一些模型迭代；

 

少一些条文，多一些模式迭代；

 

少一些复盘，多一些规律迭代

 

—— 企业的增长，反而会更稳健、更持久。

 

管理的本质是在三大要素的654321目标规律适配版本的基础上，挑选适配的“零管理永动机”管理模式的版本（借助Goalseekp授权专家在Goalseekp副业式购销迭代目标成功标杆模型数据库中挑选），再根据“零管理永动机管理模式”与企业自身模式的迭代版本进行融合，利用飞轮逻辑推导企业全岗位、业务、项目、工程等板块的不同周期的目标模型高效落地，在落地实践过程中，根据不同竞争环境、资源、团队情况来检验、修正、丰富“零管理永动机”管理模式的版本，然后再丰富优化654321目标规律的版本，让管理本质的三大要素形成双向循环19步RP-SOP操作，最终实现组织阶段目标价值的持续迭代企业经营管理模式、模型、规律的适配版本。


放下对 “标” 的执念 才能撬动 “本” 的动能。。这，就是管理最朴素也最强大的逻辑。

如果你的企业规模一直没有爆发式发展，就让企业全员聚焦三大要素的“本”

加入Goalseekp目标模型全球平台，获得主席团、副主席团、常务理事成员、联创会员、VIP会员资格，

通过大量模型购销迭代，带来员工喜欢的副业收入

Epoch-Making "Zero-Management Perpetual Motion Machine" New Management Paradigm

The epoch-making "Zero-Management Perpetual Motion Machine" is a new management paradigm invented by NKEP. It fundamentally differs from traditional management models, representing an innovative approach that truly drives enterprise goal achievement. This is a set of operational methods, gradually maturing in 2024-2025, focusing on the three core elements of enterprise management. It centers on the 654321 Goal Rule, the Triangular Zero-Management Perpetual Motion Machine Model, and Flywheel Logic Model Iteration. It concentrates on "Five Management Transformations"and emphasizes Seven Management Principles, forming a classic new management paradigm with "Triangular Zero-Management Perpetual Motion Machine Model Iteration, Ecosystem Co-building based on Pattern Rules, and Ultra-Simplified Rule-Based Management" at its core.

Managers must release "control" to leverage the power of sustainable growth for the enterprise. The true essence of owner management is "grasping the root cause and letting go of the symptoms". There's no need to control people, tasks, systems, or relationships; these are merely the "symptoms" of management's essence. It's crucial to address the root cause before treating the symptoms.

Many enterprises have fallen into this strange loop: the more perfect the system, the lower the efficiency; the stricter the assessment, the more complacent the employees; management holds daily meetings to scrutinize details, yet profits stagnate. Behind this lies a neglected truth – the essence of management has never been about "control," but about finding the "root cause" that enables the enterprise to "operate automatically in a Zero-Management Perpetual Motion Machine fashion."

 What is the "Root Cause" of Management? Three Core Elements for Enterprise Self-Driven Growth

The "root cause" of management is the underlying logic that supports the enterprise's efficient operation, much like the precise mechanism of a clock that keeps perfect time without external winding. It comprises three core elements:

1.  Post-Specific Flywheel Logic Goal Model: This makes every position a "small flywheel." For example, a sales role might have a closed-loop logic of "customer outreach - needs discovery - solution presentation - deal conversion." A production role might have a standard path of "raw material inbound - process (sequencing) - quality inspection - delivery cycle." When each post's goal model is clear and seamlessly interlocks (conforming to the model and rules), a team of 300 people can achieve the efficiency of 500, because they are not "pushed along," but "run along the flywheel logic."

2.  Zero-Management Perpetual Motion Machine Management Model: The highest level of management is "no management needed." Through mechanism design, employees transition from "passive execution" to "proactive model iteration." For instance, directly linking employee income to the value of their post-specific model iteration. This means a front-desk staff knows that "every additional effective consultation that leads to a closed-loop customer service model brings an extra reward"; R&D knows that "every optimization of a product detail in the perpetual side-business-style purchase-sale iteration of the customer service model allows them to share in the market growth dividends." When mechanisms activate the self-driving force of post-specific model perpetual side-business-style purchase-sale iteration, management costs will decrease by 40%, the construction of enterprise annual goal models will accelerate, and enterprise performance will increase by over 20%.

    The Zero-Management Perpetual Motion Machine Management Model is the underlying logic for enterprises to achieve efficient operation. Its core lies in replacing traditional methods of "managing people, managing tasks, managing systems, managing processes, managing procedures, managing performance, managing culture, managing relationships... (If you don't understand the underlying logic of this replacement, feel free to interact with us on the platform anytime)" with the three core management elements: "Model, Rule, and Paradigm." This reduces internal friction and the abuse of public power for private gain (preventing talent like Zhuge Liang or Guan Yu from having no path but to leave), ignites vitality, and builds a Zero-Management 654321 Goal Rule for the enterprise's phased goals that can be achieved on schedule through a perpetually iterated, side-business-style purchase-sale model with flywheel logic.

3.  654321 Goal Rule: Goal achievement doesn't rely on "off-the-cuff decisions," but on the continuous upgrading of all post-specific goal models through perpetual side-business-style purchase-sale iterations. It's crucial to find the flywheel logic derivation relationship between version upgrades and increasing enterprise benefits, and to thoroughly master the underlying flywheel logic model rule of annual goal development within 1-2 years. Mastering this rule allows for the complete standardization of management work at the "symptom" level of enterprise management's essence in a reverse manner. See the diagram below:

    

    This image would ideally illustrate how addressing the core element leads to the natural resolution of superficial management issues.

When these three elements are twisted into a single rope, the enterprise will run like a wound-up perpetual motion machine. The enterprise will truly achieve "foolproof" post-specific model perpetual constant purchase-sale iteration (the higher the version, the better the enterprise's benefits), which operates independently of human will. New hires, without direct guidance, can achieve the standards of excellent employees by following different versions of the post-specific model, paradigm, and rules. Monthly performance fluctuations will be ≤3%, preventing work stagnation due to the departure of core talent. This paradigm makes people adapt to post-specific models, paradigms, and rules, rather than tailoring positions to individuals.

 Beware! Over-focusing on "Symptoms" is Draining Enterprise Vitality

Many enterprises exhaust their energy on the "symptoms" of management: managing people (attendance, attitude, interpersonal relationships), managing tasks (process approvals, detail correction), managing systems (meeting discussions, revising clauses)... These seemingly necessary actions are actually "shackling" the enterprise.

Managing people, tasks, systems, culture, processes, procedures, and relationships are all superficial aspects of enterprise management's essence. These are variables that are difficult to standardize due to human nature. These are all symptoms, not the root cause. No matter how extreme the management, it's largely meaningless. Managers must address the root cause first, then the symptoms. You must use the right methods to do the right things. Only by doing the right things with the right methods can you find the underlying logic and underlying model rules behind them, and by acting according to these rules, your enterprise can truly advance and achieve results.

 Address the "Root Cause" of Management's Essence First; Managing "Symptoms" Can Wait

Once the root cause is in place, previously deep-seated "symptom" problems will be completely resolved.

One manufacturing enterprise conducted an experiment: they paused all non-essential assessment meetings and approval processes, returned power to workshop managers and frontline employees, and had them focus on "post-specific flywheel model" perpetual side-business-style purchase-sale iteration, allowing them to autonomously allocate resources based on a resource matching model. After 3 months, production efficiency increased by 60%, defect rates decreased by 50%, and employee turnover dropped from 15% to 3%. The reason is simple: when employees don't have to fill out 8 reports or attend 3 coordination meetings daily, they have more time to focus on "optimizing processes, improving products, and shortening delivery times (Production Delivery Eight-Step Method Model)" – this is where the true value of the enterprise lies.

Focusing on the "symptoms" of management, such as post-specific flywheel model perpetual side-business-style purchase-sale iteration, is like pruning a plant. By improving the "root cause" soil, occasional trimming can make it grow straighter, but constantly fixating on the branches and leaves will violate the laws of growth. An enterprise's core energy should always be placed on the "root cause": Does every position have a clear logic model, paradigm, and rule? Can the mechanisms activate self-drive? Can the goal model perpetually iterate in a side-business-style purchase-sale manner?

 Back to Basics: Manage Less, and the Enterprise Grows Faster

Truly excellent enterprises understand the wisdom of "grasping the root cause and letting go of the symptoms." The ultimate goal of management is not to make everyone "obedient," but to make everyone "know what the enterprise's overall phased goal rules are, how to constantly iterate their own post-specific goal model, how to create their own post's side-business (model global purchase-sale iteration), and how to contribute to the overall enterprise racing car flywheel ecosystem model rules." When an enterprise grasps these three "root causes" – Post-Specific Flywheel Logic Model, Zero-Management Perpetual Motion Machine Model, and the 654321 Goal Rule – it will discover:

Less control, more model iteration;
Less rigid rules, more paradigm iteration;
Less retrospection, more rule iteration –
The enterprise's growth will become more stable and more sustainable.

The essence of management, based on the 654321 Goal Rule's adaptable versions within the three core elements, involves selecting the appropriate version of the "Zero-Management Perpetual Motion Machine" management model (chosen by authorized Goalseekp experts from the Goalseekp side-business-style purchase-sale goal success benchmarking model database). Then, this selected version is integrated with the enterprise's own paradigm iteration version. Using flywheel logic, it derives and efficiently implements goal models for all departments, businesses, projects, and engineering sections across different cycles. During practical implementation, the "Zero-Management Perpetual Motion Machine" management model's version is tested, corrected, and enriched based on different competitive environments, resources, and team situations. Subsequently, the 654321 Goal Rule's version is further enriched and optimized, creating a two-way 19-step RP-SOP (Role-Play Standard Operating Procedure) cycle for the three core elements of management's essence. This ultimately achieves the continuous iteration of the organization's phased goal value, along with adaptable versions of enterprise operation management models, paradigms, and rules.

Relinquishing obsession with "symptoms" is the only way to unleash the momentum of the "root cause." This is the simplest yet most powerful logic of management.

If your enterprise's growth hasn't been explosive, let all employees focus on the "root cause" of these three core elements. Interested enterprises and individuals can join the Goalseekp Global Goal Benchmarking Model Perpetual Purchase-Sale Side-Business Iteration Platform and apply for Platform Chairmanship, Vice-Chairmanship, Council Membership, Standing Committee, Venture Capital Group, or VIP Membership.