【读书笔记】冯唐《有本事》之二八原则

实战“二八原则”

1. 说实在的，最开始看到这个内容的时候，我是打算跳过的，谁不知道二八原则呢？

就在我要快速翻页的过程中，发现冯唐写的这个，还是“有点东西”——乃至比我之前从各种《麦肯锡手册》上看到的，都更有指导性。

2. 最主要的收获，来自于这段话：

这个原则的第一目的，是帮你成就更多。你花百分之二十的力气实现某件事百分之八十的效果，你花你剩下百分之八十的力气实现另外四件事百分之八十的效果，这样，你花百分之百的力气就能实现常人百分之四百的效果。这不仅是传说中的“事半功倍”，是“事半功多倍”。简直是小学数学题啊，或者说是微积分——不断的二八，其最终的效率，可以推导，应该是4倍的n次方。当然，这个是我以前看到二八定律的时候没有想到的——最开始想到的，仅仅是梳理下手头的工作，避开那无谓，或者说没有那么重要的百分之八十。而从practical的角度，接下来这段更具有指导意义：第一步，要明确你要在什么事情上达成什么效果。你要逼自己仔细想，想得越具体越好，并且拿起笔把它写在笔记本显要的位置，如果之后产生困扰，打开笔记本，重温它。在世俗的世界里，人们太容易被潮流、情绪、他人所影响，很多人做的事情和他们该做的事情无关，他们在该做的事情上的努力和要达到的效果也常常无关。第二步，确定达成既定效果最重要的三个行动。在确定的过程中，充分利用最直接的信息来源（比如某个行业有胆有识的专家的判断，比如你自己的直觉和常识）。第三步，果断行动，不必纠结是否已经有完美的方案，特别是在快速变化的情境中。如果纸上谈兵的节奏跟不上市场变化的节奏，那就先打，打了再看，然后看结果再调整。第四步，在达到百分之八十的效果之后收手。抬头看路，大处着眼，重新审视，再次确定为了赢得整个战争，下面最重要的三个战役是什么。纸短理长，很遗憾没有足够的字数让我多举几个例子。遥祝多用“二八”，打赢战争。

阅读背景

3. 现在似乎事情堆积如山，必须做的，不得不做的，想做的，想做而没时间做的，想做而终于挤出时间做了的，不一而足。做事儿还是愿意做的，更希望能达到陈少文说的，“结构化做事儿”——其实也就是把事情尽量做的有条理，有结果。今天这个二八，有提供了一些思路。

4. 二八原则，金字塔原理，科学推理（假设、逻辑、归纳、演绎）方法，这三个东西，被冯唐在这个书里称作做事儿三大法宝，金字塔原理以前在b站或者电子书颇有耳闻，科学推理方法算是耳濡目染，但是二八原则，自从大学乃至高中听说之后，一直是眼见而心无所念，until today，看到了其practical significance as a tool

5. 上次还在中信书店买了本冯唐的“入世”的书，《成事》，那之后似乎在某些文艺评论节目中看到了某些人士对冯唐这么“入世”，这么“实际”而有所不齿（偏离了早期文艺作品的风范），还好我没有被误导，还是看了这些书。说实在的，整点儿实用的，有啥不好？而且这本书也并非真正的“下里巴人”而抛弃了“阳春白雪”——比如《有本事》开篇即谈“财务自由”，谈“做自己喜欢的事儿，并从中获利”——相当潇洒啊，羡慕。

早期“二八原则”文本摘录

6. 翻出来了之前看的《麦肯锡之道》（英文版），特意看了下是不是自己之前没注意这部分内容，答案是否定的——见下一篇推送，我甚至还全文读过，但是之前对这个原则的讲解，并没有超出我高中/大一的理解，并没有像冯唐这个书这样把“应用”的方法讲的这么明白。有可能是文化差异？但是我觉得更大的可能，之前这本书也就是一本入门的，“攒”的书，罗列而已，并没有讲出精髓。跟一个“成事儿”且有文采的人讲述的感觉当然不一样。摘录如下

80/20

The 80/20 rule is one of the great truths of management consulting and, by extension, of business. You will see it wherever you look: 80 percent of your sales will come from 20 percent of your sales force; 20 percent of a secretary’s job will take up 80 percent of her time; 20 percent of the population controls 80 percent of the wealth. It doesn’t always work (sometimes the bread falls butter-side up), but if you keep your eyes peeled for examples of 80/20 in your business, you will come up with ways to improve it.I saw the 80/20 rule at work all the time at McKinsey, and I’ve always been impressed by its power as a problem-solving rule of thumb.

In my first-ever McKinsey study, when I was between years at

business school, I joined a team working with a large New York

brokerage house. The board of directors wanted McKinsey to

show them how to improve the profitability of their institutional

equity brokerage business—the selling of stocks to large pension

funds and mutual funds like Fidelity and T. Rowe Price.

When a client asks the question “How do I boost my profits?”

the first thing McKinsey does is take a step back and ask the question “Where do your profits come from?” The answer to this is not

always obvious, even to people who have been in their particular

business for years. To answer this question for our client, our team

went through every account of every broker and every trader by

customer. We spent several weeks analyzing this mountain of data

from every conceivable angle, but when we ran the numbers there

are some of the first things we saw:

• 80 percent of the sales came from 20 percent of the brokers.

• 80 percent of the orders came from 20 percent of the customers.

• 80 percent of the trading profit came from 20 percent of the traders.

These results pointed to some serious problems in the way the client allocated its staff resources, and we focused on those like a laser. Once we started digging, we found that the situation was more complex than simply “80 percent of the sales staff is lazy or incompetent” (not that we ever thought that was the case to begin with). We discovered, to give one example, that our client’s three top brokers handled the 10 biggest accounts. By sharing these big accounts out among more brokers, and by dedicating one senior and one junior broker to each of the three largest customers, we actually increased total sales from these accounts. Rather than divide up the pie more fairly, we increased the size of the pie. Thus,80/20 gave us a jump-start in solving the client’s problem. 80/20 is all about data. What are your sales figures by product?What is your margin by product? How does each member of your sales team perform in terms of sales? In terms of profits? What is the success rate of your research teams? What is the geographical distribution of your customers? If you know your business well(and you’d better if you want to survive), then you know the right questions to ask. When you have your data, put it on a spreadsheet or in a database. Sort it in various ways. Play with the numbers. You will begin to see patterns, clumps that stand out. Those patterns will highlight aspects of your business that you probably did not realize. They may mean problems (a big problem if 80 percent of your profits come from 20 percent of your product lines), but they also mean opportunities. Find the opportunities and make the most of them.