Han Jing has been working on project execution for five years, and what he is most familiar with is cleaning up others' messes.
The boss says "you are responsible", but if something goes wrong, it is his fault, but it may not be his turn to make the final decision on budget, suppliers, manpower, and contracts. It wasn't until the eve of a press conference that his boss once again put the pressure on him to deliver the next day's results. He suddenly discovered that as long as a real responsibility clearly fell on him, those permissions that should have been matched but had never been given to him would automatically be filled.
Budgets can be rearranged, suppliers can be changed, and approvals can truly fall into his hands.
But getting the authority only means that he is finally qualified to make decisions. Venues have their own rules, customers have their own boundaries, and third-party money, equipment, and people will not automatically obey just because they become the person in charge. If he makes a wrong judgment, signs the wrong contract, or spends the wrong money, he will still bear the consequences.
Starting from a press conference that almost couldn't get off the ground, Han Jing discovered for the first time that the word "responsible" can also be reversed to ask: Since the result belongs to me, what about the power to decide the result?
In the future, he will encounter joint store openings, regional operations, warehouse automation, corporate bailouts, and increasingly complex multi-party commercial projects. The bigger the problem, the less likely it is to be solved by one person's omnipotent authority. What's really difficult is getting those who hold budgets, resources, contracts, and control to put their respective responsibilities back on the table.
Anyone who puts me in charge must hand over their authority.
But after he gets the authority, he still has to decide what to do and who will bear the cost.
