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……红椒等人已经笑得直不起腰来，使劲揉肚子。江都市公安局副局长戚新军举债 30 万元，最终未能救活烈火烧伤的妻子，深感自责和悲伤的他开始酗酒。 　　暗恋戚新军的作家丁莉芳一面帮他戒酒，一面暗中筹划代还借款。可当她找到澳华工贸集团总裁宋之霖时，宋之霖却对戚新军向他借款的事情矢口否认，令丁莉芳大惑不解……一户家庭，三个女儿With the upsurge of learning various management experiences from Huawei in recent years, The BLM (Business Leadership Model, commonly known as "Don't Touch") model introduced by Huawei from IBM for 30 million yuan in 2006 has also been hotly discussed by the business and management consulting circles. However, at present, the vast majority of online information on BLM is only at the level of brief introduction. There are two kinds of BLM translations, one is the "business leadership model" and the other is the "business leadership model". The difference between the two translations reflects the difference in the specific application of this set of tools. The former regards it as a strategic planning tool, while the latter uses it to enhance the leadership of middle and senior managers. IBM's original intention in introducing BLM to Huawei was to unify the strategic thinking methods and framework of Huawei's middle and senior managers and to enhance their leadership, because managers' leadership was gradually cultivated in the process of formulating strategic plans and promoting strategic implementation. In the subsequent actual use of this tool, It was found to be an inclusive thinking framework, It can integrate various tools previously used in strategic planning, such as MM (Market Management) of IPD (Integrated Product Development), strategy decoding, strategy map, balanced scorecard, etc. into it. And can use this thinking framework and strategic language from the company strategy to the business unit strategy and then to the strategy of each functional system. Therefore, when each major product line and PDT formulate SP (Medium and Long Term Strategic Plan, Spring Plan) and BP (Annual Business Plan, Autumn Plan), each固然，有些人家还是要脸的，不会让闺女参与这类大大伤风败俗的破事，但广大百姓求生求福，广大妇女的解放之心从未熄灭。香荽心细，让人把张念祖和雪莲他们叫来，小娃儿们欢蹦乱跳的，嬉闹成一团。