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The difference between the architecture design of section An and section B is: section A profit thinking, section B cost thinking; section A calculates the enemy, section B designs itself; paragraph A foresees failure, and section B is strong. The architect of paragraph A must strive to subtract and design simplicity (architecture) from complexity. Just like the books of the Qin Dynasty are on the same track as the text and the car, and strive to subtract in order to unify the world (addition), the poetry of the Tang Dynasty is shaped (for example, the shape of seven-character quatrains), which inspires infinite creativity and flourishes the style of poetry. This means: skilled business thinking, promote innovative design; effective subtraction design, greatly open addition; books with the same text and poetry, is the prosperity of the Han and Tang dynasties.

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Related documents:

1. Gao Lao's = > A section architecture design _ collection

two。 Gao Laodai's new book, "thinking skills in paragraph A", see the catalogue.

3. Welcome to teacher Gao's ADT Technology Forum

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[# 1] the difference between the architecture design of section An and section B is: section A profit thinking, section B cost thinking; section A calculates the enemy, section B designs itself; paragraph A foresees failure, and section B is powerful.

[# 2] We all appreciate Kong Ming's empty city plan and his ancient article "Longzhong pair", but Kong Ming did not write down his "how to think" empty city plan, nor did he write down his "how to conceive" Longzhong's grand strategy of the world, leaving only a big strategy, but no "strategic thinking technology". Today, Mr. Gao is committed to inheriting "strategic thinking skills" and looks forward to your support and encouragement.

[# 3] as far as paragraph An architects are concerned, "knowing the enemy" is often more important than "bosom friend"; therefore, the architectural design of paragraph An is often not to design themselves, but to "calculate" enemies (competitors). Because the mall is like a battlefield, like a foggy jungle, opportunities and traps coexist.

[# 4] the architect must often cover and oversee the development and implementation of product-related strategies in paragraphs A (before decision) and B (after decision). In paragraph A, we face the product strategy planning under the rapidly changing environment; in paragraph B, we face the team's practice strategy, execution ability and technological changes.

[# 5] the obvious difference between paragraph An and paragraph B is that in the planning section, the An architect mostly assists the product manager (Product Manager), while in the production segment, the B architect assists the production manager (Production Manager).

[# 6] paragraph An architect must strive to subtract and design simplicity (architecture) from complexity. Just like the books of the Qin Dynasty are on the same track as the text and the car, and strive to subtract in order to unify the world (addition), the poetry of the Tang Dynasty is shaped (for example, the shape of seven-character quatrains), which inspires infinite creativity and flourishes the style of poetry. This means: skilled business thinking, promote innovative design; effective subtraction design, greatly open addition; books with the same text and poetry, is the prosperity of the Han and Tang dynasties.

[# 7] paragraph An architects must have business model and strategic thinking, have insight, find simplicity from complexity, and design an effective achievable plan (that is, phase An architecture design). Let senior executives master complexity from simplicity and make the right decisions.

[# 8] because the nature of software is complex (changeable) and cannot be pursued purely, the architect of paragraph A (software) must first understand its complex nature and design a simple shape (architecture). So that people (such as software development, marketing teams) can grasp the complex nature from simplicity.

[# 9] the difference between paragraph An and paragraph B is the profit thinking of paragraph An and the cost thinking of paragraph B. The differences between the two kinds of thinking are: 1) profit thinking: users take advantage; 2) cost thinking: let users pick up bargains.

[# 10] the difference between paragraph An and paragraph B is the profit thinking of paragraph An and the cost thinking of paragraph B. The two kinds of thinking are two different perspectives (View); the architect in paragraph A must have both (perspectives), just as a person has two eyes in order to judge things from afar more correctly. There is no right or wrong perspective itself, but it may be wrong to cling to a single perspective.

[# 11] A paragraph profit thinking, B paragraph cost thinking; the two kinds of thinking are two different perspectives (View). However, the business model is complex and the business strategy is changeable. The architect in paragraph A should always take into account both profit thinking and cost thinking in order to flexibly adjust the strategy to support the business model and maximize profits.

[# 12] paragraph A calculates the enemy and paragraph B designs itself. For example, paragraph B thinks about how to design (such as Android platform), and paragraph A thinks about how to design (such as hardware manufacturers) to lift our sedan chair.

[# 13] the architect of paragraph A (in paragraph A) is not the main strategy maker, but the main tactical provider. The architect of paragraph An adjusts at the right time, often turning a corner but having the surprise of a village. Avoid strategy can not land, become a slogan hanging on the wall.

[# 14] the architect of paragraph An is not the main strategy maker, but the main tactical provider. The role of the architect in paragraph An is to provide planning for decision-makers to effectively invest strategic resources to maximize winning tactics, which is not against the principle.

[# 15] the architect in paragraph An is not the main strategy maker, but the main tactical provider. On the battlefield, only the winning tactics can make a profit, the winners are often familiar with them, and the losers are often those who are out of coordination with strategies and tactics. As the saying goes, shopping malls are like battlefields. Especially in the era of mobile Internet, the coordination of strategy and tactics is more important.

[# 16] in ordinary people's lives, they are often desperately looking for reasons and support for one of their own practices or ideas. In fact, it is looking for more strategic resources to support tactics and bring tactical benefits into full play. Therefore, many people believe that the significance of strategic existence is to maximize tactical benefits. Paragraph An architect is a strategic layout master with tactical profit as the center.

[# 17] looking back at the national top-level architecture design of all dynasties in history, paragraph An architect also plays the role of prime minister in the planning of large-scale systems (such as smart cities) (see "Zi Ren" written by Liu Zongyuan). The word "phase" is not an order to subordinates; it is a "good inducement".

[# 18] in order to implement the tactical guidance strategy, paragraph An architects need to specialize in tactical (technical) know-how; so effective architects often come from technical or R & D teams. It means: assist market strategists to revise their strategies and maximize the tactical benefits that will win. This can make up for the deficiency of the traditional "strategic guidance tactics".

[# 19] the architect of paragraph An is in paragraph A (strategic planning section), but it is not a management position, has no power to lead strategic (resource) planning, and is less likely to conflict with the positions or interests of senior managers. Therefore, it is easier to find a way. Because it is a future path, it means to keep going and there will be enough room to turn around when you encounter resistance.

[# 20] the architect in paragraph A will continue to look for (Corridors of indifference); through this corridor, he can lead the development team to the goal (Vision), but avoid causing resistance by harming the self-interest of the partner. This series of identical corridors is likely to turn into a new strategy that can be realized. Domino's, for example, has evolved from a humble tactic to a grand strategy.

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