I Worked as a Consultant in the Sui and Tang Dynasties

Chen Yan, a 35-year-old top management consulting partner, accidentally traveled to the end of the Sui Dynasty with his management case library and the management wisdom of masters such as Drucker - the Grand Canal overdrafted the people's power, the gentry monopolized resources, the Hu merchants in Chang'an West City were separatist, and the collapse of the troubled times was imminent. When he landed in Chang'an, he coincided with the time when the capital chain of the local largest silk merchant "Jinji" was broken due to blind expansion, and the boss wanted to commit suicide by drowning in the river. Chen Yan made a bet to "turn around losses in three months" and used modern methodologies to initiate business changes: dismantling inventory to make standardized garments, binding channels to compress repayments, using hierarchical management of accounts receivable to toughen the powerful, and relying on the deposit reserve system to resolve run crises; using Taylor's scientific management to improve efficiency, using Huawei-style dividend rights to activate momentum, leading the tapestry alliance to integrate resources, and quickly reversing the defeat. However, modern management logic ran into the feudal system, which was full of thorns: the nobles blocked the supply chain, the imperial power was suspicious of "decentralization" and turned it into rebellion, the technological gap without steel and electricity blocked innovation, and the historical inertia of the war in the late Sui Dynasty and the Anshi Rebellion was even more difficult to shake. He not only had to use the failure lessons of Qin Chi and Delong to avoid pitfalls for merchants and vassal towns, but also had to choose between "saving the company" and "accommodating history"; he not only had to assist Li Jing and Li Shimin in implanting management ideas into Li Tang, but also had to fight against the gentry's counterattack and imperial suspicion. From Chang'an's cash flow rescue, to the construction of Shu's industrial ecology, to the laying of the business background of Zhenguan's rule, watch the modern consulting giants use cognitive leverage to leverage the chess game of the late Sui Dynasty, and use wisdom to reverse each business deadlock. At the end of the Sui Dynasty, the business road was lost. Chen Yan allowed the losers to make a comeback and the entrants to avoid the pit. He planted the fire of modern business in the feudal soil and interpreted the true meaning of management for thousands of years.