Day1
Jiaya's "One" Strategy
Before launching the "One" strategy of co-creating Jiaya, Steven first introduced us the U-shaped theory, guiding us to establish a thinking level of "systems thinking" 
and transform "learning from the past" into "learning from the emerging future" , To perceive the future and create the future.

                                                                                                             Three Questions about the Soul of "One" Strategy
                                                                                                                     What is "one"? --Essence of knowledge
                                                                                                                     How to breakdown? --Single point break
                                                                                                                         How to evolve? --Iterative feedback

"One" is our essential cognition of a thing. After finding this "one", what we have to do is to find the problem behind it, make a single-point breakthrough, 
and see the real problem clearly in order to find the fundamental solution. 
After finding the fundamental solution, it is how to realize the fundamental solution, and iteratively feedback continuously, forming a positive loop.
In order to co-create the "One" strategy belonging to Jiaya, we are divided into three groups according to the number of years of employment, ice-cola group, 
mineral water group, and vacuum flask group (the group naming fully reflects the years...)

In the afternoon, we held a mid-year review meeting to publish and summarize the data for the first half of the year, and set the company's annual goals and 
sprint goals, and broke them down to each team.

                                                                  ▲Conscientiously discussing the goal planning & Share the landing plan to complete the goal


Day2

Performance management
On the second day, we conducted performance management-related training, and based on different selling teams, we jointly created performance evaluation 
indicators for grassroots employees.