About four or five years ago, Zhongtai suddenly became popular in the corporate world. At that time, people felt that this was an HE Tuber advanced system, which was tall and capable of concentrating efforts to accomplish big things.

Only two years ago, due to some chance, I saw some scenes, and my mind changed.

Scene 1 was at a meeting. Students from the business line stood up and angrily accused the "backpackers" sent by the R&D department. They were "in Cao camp and in Han 

and did not understand the needs of the business at all.

Scene 2 was also a meeting. The business boss spoke eloquently and even said he was excited. However, there was also the boss responsible for growth sitting at the conference table. He was almost unmoved throughout the whole process.

At that time, I felt that China and Taiwan might not work very well.

Sure enough, starting in 2023, those companies that took the lead in building the middle platform suddenly began to dismantle the middle platform. Now, I am afraid that some companies that have learned to build a middle platform are still in a mess, wondering whether they should continue to do so.

Let me tell you, in fact, everyone did not understand the meaning of Zhongtai from the beginning. This organizational form is not originally designed to improve efficiency. It is the 

First of all, the middle platform cannot reduce costs and increase efficiency for enterprises.

Although it is theoretically possible, in ecological enterprises, merging the same functional departments in different business lines with similar items does seem to avoid reinventing the wheel. For example, the same group of R&D personnel can perform development work for business lines at different stages, or departments that spend money such as growth and marketing public relations can concentrate their budgets and put them in a unified way to obtain lower prices.

But for companies in a fully competitive market, the efficiency shortcomings of the middle office are obvious, because it will cause the decision-making chain to be not only too long, but also complicated. Ultimately, people who hear the sound of artillery fire may not be able to call for fire support, or artillery fire cannot be deployed in time at critical moments of competition.

To give a simple example, in many companies, the growth department often gets a very large budget. But when the growth department is taken out and becomes a middle-office organization, one department will actually be responsible for the growth of multiple business lines. At this time, the first task of the growth department becomes to share the cake.