90后问题的源起作为一家组织关系咨询机构,2008年,“和弈”和中国人民大学一起,共同开展了“中国劳动关系和谐指标体系”的研究,而富士康是我们的重点研究对象之一。当时回收的1400份问卷,使我对富士康的管理有了一些细致而深入的了解。但令我震惊的是,那些曾经被视为富士康管理精髓的东西,却恰恰成为了两年后众多年轻生命陨落的直接原因!这种强烈的反差使我陷入了深深的不安,直到几个月后,有一天我突然发现了问题的关键:90后!富士康不是做错了,而是走慢了—90后来了,而富士康的管理模式还在原地踏步。富士康没 Since the founding of the People’s Republic of China in the past 90 years, the problem originated as an organization advisory body. In 2008, together with Renmin University of China, we conducted a study on the Harmonious Index System for Labor Relations in China, with Foxconn as our focus One of the research subjects. The 1400 questionnaires collected at the time gave me some detailed and in-depth understanding of Foxconn’s management. What struck me, however, was that what was once considered the essence of Foxconn’s management was precisely the direct cause of the fall of so many young lives two years later! This intense contrast left me deeply in disquiet until several Months later, one day I suddenly found the crux of the problem: after 90! Foxconn is not doing wrong, but to go slow -90 later, and Foxconn’s management model is still in place. Foxconn did not