{"id":11761,"date":"2025-12-31T13:20:52","date_gmt":"2025-12-31T02:20:52","guid":{"rendered":"https:\/\/geoffreychen.com\/?p=11761"},"modified":"2025-12-31T13:25:38","modified_gmt":"2025-12-31T02:25:38","slug":"when-management-detaches-from-execution-the-end-of-the-professional-manager-myth","status":"publish","type":"post","link":"https:\/\/geoffreychen.com\/zh\/when-management-detaches-from-execution-the-end-of-the-professional-manager-myth\/","title":{"rendered":"When Management Detaches from Execution: The End of the Professional Manager Myth"},"content":{"rendered":"

By Geoffrey Chen<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

For a long time, modern enterprises have been described as objects that can be governed through \u201crational management.\u201d Managers are portrayed as chess players positioned high above the board, coordinating organizations through models, reports, and abstract judgment, while execution is left to others. The legitimacy of the MBA system is rooted precisely in this imagination: as long as one masters sufficiently mature methodologies, management can exist independently of concrete action.<\/p>\n\n\n\n

This narrative was not entirely wrong in the industrial era. When production processes were stable, technological change slow, and market demand relatively predictable, abstract management did indeed improve efficiency. Today, however, the problem is no longer whether this model is outdated, but whether it misunderstood the nature of the enterprise from the very beginning.<\/p>\n\n\n\n

A company is not first and foremost an economic entity; it is a collective form of action. It is born from the willingness to confront uncertainty: someone decides to pursue something not yet proven feasible; someone bears the cost of failure; someone continuously adjusts direction under real-world constraints. Profit is not the reason a company exists, but the outcome of these actions over time. When outcomes are mistaken for causes\u2014when a company is understood as a machine for producing economic value\u2014management inevitably drifts toward abstraction and away from action itself.<\/p>\n\n\n\n

The mythologizing of the professional manager is the institutionalized result of this misunderstanding. Over the past several decades, a repeatedly reinforced belief has taken hold: founders are suited for exploration and risk-taking, but once an enterprise enters maturity, it must be handed over to \u201cprofessional managers.\u201d In this narrative, professional managers are depicted as neutral, rational, and replicable figures. They need not deeply understand products or technology; mastery of processes, metrics, and organizational tools is presumed sufficient to \u201coptimize\u201d any enterprise.<\/p>\n\n\n\n

The generation of professional managers represented by \u738b\u77f3<\/strong><\/a> is a typical product of this historical logic. Their capability structure is not without value\u2014on the contrary, they are highly skilled at handling the steering wheel, clutch, and brake. They excel at maintaining stability, controlling risk, and avoiding mistakes on well-defined roads. The problem is that when the road itself begins to change rapidly\u2014when terrain becomes unclear and rules are constantly rewritten\u2014this capability structure proves inadequate. What determines survival is no longer whether operations are standardized, but whether one possesses the instinctive capacity to respond directly to complex and shifting conditions. And such instinct cannot be added externally through training or frameworks; it can only grow naturally through long-term, real execution.<\/p>\n\n\n\n

The core competence of professional managers has never been the creation of new value, but the allocation and preservation of existing value. Their effectiveness presupposes that problems are clearly defined, boundaries stable, and risks compressed. Yet the stages that truly determine an enterprise\u2019s fate\u2014periods of technological transition, product reconstruction, or unresolved business models\u2014are precisely those in which problems remain undefined. In such contexts, abstract rationality is not merely unhelpful; it systematically excludes the risk-taking and judgment that are actually necessary.<\/p>\n\n\n\n

This has already manifested in dramatic fashion in recent years. Two years ago, OpenAI<\/strong><\/a> experienced a sudden and intense leadership upheaval. The board attempted, within a very short period of time, to replace core executors on procedural and governance grounds, only to trigger strong collective resistance from research and engineering teams. The outcome itself revealed the underlying issue: in an organization operating at the technological frontier, where paths are still being formed, abstract governance structures lose legitimacy the moment they attempt to override execution reality. The crisis was resolved not because governance logic proved more \u201ccorrect,\u201d but because the organization was forced to acknowledge a fact\u2014within domains of extreme uncertainty, the authority to judge direction can only belong to those deeply embedded in execution and technical reality.<\/p>\n\n\n\n

This is not a new problem. Decades earlier, Apple paid a high price to learn the same lesson. When Steve Jobs<\/strong><\/a> was forced out of Apple in its early years, the company gained a more \u201cprofessional\u201d management structure, steadier processes, and a more respectable organizational form. What it gradually lost, however, was not efficiency but direction. Apple did not collapse immediately, but it drifted over time. Jobs\u2019s return was not merely a return of managerial style, but a return of execution logic: managerial authority was once again bound to product judgment, technical detail, and responsibility for action. Apple\u2019s later revival did not come from better abstraction, but from management returning to its proper place\u2014making things actually happen.<\/p>\n\n\n\n

When management detaches from execution, enterprises often enter a state that is outwardly rational yet internally hollow. Financials remain healthy, processes highly standardized, and decisions seemingly logical. Yet within the organization, few genuinely believe that what they are doing is still worth doing. Corporate spirit is not a slogan or a vision statement, but something more fragile and more real: it is the internal reason people are willing to go the extra mile to do things well, and the respect afforded to judgments and exploratory efforts that have not yet been quantified. Once this layer is entirely replaced by KPIs, models, and procedures, a company may not fail immediately\u2014but it has already lost its internal momentum.<\/p>\n\n\n\n

The emergence of artificial intelligence has further illuminated this problem. In discussions about AI, people often worry that symbolic reasoning will replace understanding and meaning. But at a deeper level, AI has not betrayed rationality; it has pushed rationality to a limit humans are reluctant to confront. When a system can reliably produce effective outcomes purely through symbolic relationships and statistical structure, what it reveals is not the disappearance of understanding, but the extent to which human \u201cunderstanding\u201d itself is largely an internal effect of symbolic structures.<\/p>\n\n\n\n

The true dividing line lies in constraint. AI\u2019s symbolic reasoning is constantly corrected by real-world feedback; errors translate directly into performance degradation, leaving no room for explanation. By contrast, the managerial language cultivated within MBA systems often circulates without such constraints. Reports are treated as reality, narratives replace correction, and formal rationality gradually floats free from practice. In an era where symbolic capability is systematically surpassed by machines, this kind of abstraction appears increasingly hollow and fragile.<\/p>\n\n\n\n

AI can optimize paths, but it cannot answer a fundamental question: why a path is worth taking in the first place. The true value of an enterprise is never designed in advance; it is validated repeatedly through interaction with reality. It arises from an internal logic: why this work solves real problems, why long-term risk is worth bearing, and why continued effort remains justified even after failure. These are existential questions, not optimization problems, and they cannot be outsourced to MBA models, processes, or algorithms.<\/p>\n\n\n\n

This is not a rejection of management itself. What is truly coming to an end is the illusion that management can exist independently of action, risk, and real-world feedback. In the age of AI, the only irreplaceable asset of an enterprise is not its models, processes, or managerial rhetoric, but the internal logic that has been proven\u2014again and again\u2014worth acting upon in reality. Only those who stand within execution are qualified to judge whether that logic still holds.<\/p>\n\n\n\n

When management returns to this foundation, it ceases to be a ladder for escaping the front lines and becomes a higher-density form of responsibility. The enterprise, in turn, ceases to be merely a container of economic value and re-emerges as a human structure grounded in action and calibrated by reality.<\/p>\n\n\n\n

<\/p>\n\n\n\n

\u300a\u5f53\u7ba1\u7406\u8131\u79bb\u6267\u884c\uff1a\u804c\u4e1a\u7ecf\u7406\u4eba\u795e\u8bdd\u7684\u7ec8\u7ed3\u300b<\/p>\n\n\n\n

By Geoffrey Chen<\/p>\n\n\n\n

\u5728\u5f88\u957f\u4e00\u6bb5\u65f6\u95f4\u91cc\uff0c\u73b0\u4ee3\u4f01\u4e1a\u88ab\u63cf\u8ff0\u4e3a\u4e00\u79cd\u53ef\u4ee5\u88ab\u201c\u7406\u6027\u7ba1\u7406\u201d\u7684\u5bf9\u8c61\u3002\u7ba1\u7406\u8005\u88ab\u5851\u9020\u6210\u9ad8\u5904\u7684\u68cb\u624b\uff0c\u901a\u8fc7\u6a21\u578b\u3001\u62a5\u8868\u4e0e\u62bd\u8c61\u5224\u65ad\uff0c\u534f\u8c03\u4e00\u4e2a\u7531\u4ed6\u4eba\u6267\u884c\u7684\u7cfb\u7edf\u3002MBA \u4f53\u7cfb\u6b63\u662f\u5728\u8fd9\u79cd\u60f3\u8c61\u4e2d\u83b7\u5f97\u4e86\u5b83\u7684\u5408\u6cd5\u6027\uff1a\u53ea\u8981\u638c\u63e1\u8db3\u591f\u6210\u719f\u7684\u65b9\u6cd5\u8bba\uff0c\u7ba1\u7406\u5c31\u53ef\u4ee5\u8131\u79bb\u5177\u4f53\u884c\u52a8\u800c\u72ec\u7acb\u5b58\u5728\u3002<\/p>\n\n\n\n

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\u4ee5 \u738b\u77f3<\/strong><\/a> \u4e3a\u4ee3\u8868\u7684\u8fd9\u4e00\u4ee3\u804c\u4e1a\u7ecf\u7406\u4eba\uff0c\u6b63\u662f\u8fd9\u79cd\u65f6\u4ee3\u903b\u8f91\u4e0b\u7684\u5178\u578b\u4ea7\u7269\u3002\u4ed6\u4eec\u7684\u80fd\u529b\u7ed3\u6784\u5e76\u975e\u6beb\u65e0\u4ef7\u503c\u3002\u6070\u6070\u76f8\u53cd\uff0c\u4ed6\u4eec\u6781\u5176\u719f\u7ec3\u5730\u638c\u63e1\u65b9\u5411\u76d8\u3001\u79bb\u5408\u5668\u548c\u5239\u8f66\u8e0f\u677f\uff0c\u64c5\u957f\u5728\u65e2\u5b9a\u9053\u8def\u4e0a\u7ef4\u6301\u7a33\u5b9a\u3001\u63a7\u5236\u98ce\u9669\u3001\u907f\u514d\u5931\u8bef\u3002\u4f46\u95ee\u9898\u5728\u4e8e\uff0c\u5f53\u9053\u8def\u672c\u8eab\u5f00\u59cb\u5feb\u901f\u53d8\u5316\uff0c\u5f53\u5730\u5f62\u4e0d\u518d\u6e05\u6670\u3001\u89c4\u5219\u4e0d\u65ad\u88ab\u91cd\u5199\u65f6\uff0c\u8fd9\u79cd\u80fd\u529b\u7ed3\u6784\u4fbf\u663e\u5f97\u529b\u4e0d\u4ece\u5fc3\u3002\u771f\u6b63\u51b3\u5b9a\u751f\u6b7b\u7684\uff0c\u5df2\u4e0d\u518d\u662f\u64cd\u4f5c\u662f\u5426\u89c4\u8303\uff0c\u800c\u662f\u662f\u5426\u5177\u5907\u5728\u590d\u6742\u8def\u51b5\u4e2d\u505a\u51fa\u5373\u65f6\u5224\u65ad\u7684\u672c\u80fd\u53cd\u5e94\u3002\u800c\u8fd9\u79cd\u53cd\u5e94\u80fd\u529b\uff0c\u5e76\u4e0d\u662f\u901a\u8fc7\u57f9\u8bad\u6216\u6a21\u578b\u5916\u52a0\u4e0a\u53bb\u7684\uff0c\u5b83\u53ea\u80fd\u5728\u957f\u671f\u3001\u771f\u5b9e\u7684\u6267\u884c\u8fc7\u7a0b\u4e2d\u81ea\u7136\u751f\u957f\u51fa\u6765\u3002<\/p>\n\n\n\n

\u804c\u4e1a\u7ecf\u7406\u4eba\u7684\u6838\u5fc3\u80fd\u529b\uff0c\u4ece\u6765\u4e0d\u662f\u521b\u9020\u65b0\u4ef7\u503c\uff0c\u800c\u662f\u5206\u914d\u548c\u7ef4\u6301\u65e2\u6709\u4ef7\u503c\u3002\u4ed6\u4eec\u4f9d\u8d56\u7684\u524d\u63d0\u662f\u95ee\u9898\u5df2\u7ecf\u88ab\u5b9a\u4e49\u6e05\u695a\uff0c\u8fb9\u754c\u5df2\u7ecf\u7a33\u5b9a\uff0c\u98ce\u9669\u5df2\u7ecf\u88ab\u538b\u7f29\u3002\u4f46\u5728\u771f\u6b63\u51b3\u5b9a\u4f01\u4e1a\u547d\u8fd0\u7684\u9636\u6bb5\u2014\u2014\u6280\u672f\u8dc3\u8fc1\u671f\u3001\u4ea7\u54c1\u91cd\u6784\u671f\u3001\u5546\u4e1a\u6a21\u5f0f\u5c1a\u672a\u6210\u578b\u4e4b\u65f6\u2014\u2014\u95ee\u9898\u6070\u6070\u662f\u672a\u5b9a\u4e49\u7684\u3002\u5728\u8fd9\u79cd\u60c5\u5883\u4e2d\uff0c\u62bd\u8c61\u7406\u6027\u4e0d\u4ec5\u65e0\u52a9\uff0c\u53cd\u800c\u4f1a\u7cfb\u7edf\u6027\u5730\u6392\u65a5\u5fc5\u8981\u7684\u5192\u9669\u4e0e\u5224\u65ad\u3002<\/p>\n\n\n\n

\u8fd9\u4e00\u70b9\uff0c\u5728\u8fd1\u5e74\u7684\u73b0\u5b9e\u4e2d\u5df2\u7ecf\u4ee5\u6781\u4e3a\u620f\u5267\u5316\u7684\u65b9\u5f0f\u663e\u73b0\u51fa\u6765\u3002\u4e24\u5e74\u524d\uff0cOpenAI<\/strong><\/a> \u7206\u53d1\u4e86\u7a81\u5982\u5176\u6765\u7684\u7ba1\u7406\u5c42\u52a8\u8361\uff0c\u8463\u4e8b\u4f1a\u5728\u6781\u77ed\u65f6\u95f4\u5185\u8bd5\u56fe\u4ee5\u7a0b\u5e8f\u6027\u3001\u6cbb\u7406\u6027\u7406\u7531\u66ff\u6362\u6838\u5fc3\u6267\u884c\u8005\uff0c\u5374\u8fc5\u901f\u5f15\u53d1\u5185\u90e8\u7814\u7a76\u56e2\u961f\u4e0e\u5de5\u7a0b\u56e2\u961f\u7684\u96c6\u4f53\u53cd\u5f39\u3002\u4e8b\u4ef6\u7684\u8d70\u5411\u672c\u8eab\u5df2\u7ecf\u8bf4\u660e\u95ee\u9898\uff1a\u5728\u4e00\u4e2a\u5c1a\u5904\u4e8e\u6280\u672f\u524d\u6cbf\u3001\u8def\u5f84\u4ecd\u5728\u751f\u6210\u4e2d\u7684\u7ec4\u7ec7\u91cc\uff0c\u62bd\u8c61\u6cbb\u7406\u7ed3\u6784\u4e00\u65e6\u8bd5\u56fe\u51cc\u9a7e\u4e8e\u6267\u884c\u73b0\u5b9e\u4e4b\u4e0a\uff0c\u5c31\u4f1a\u7acb\u523b\u5931\u53bb\u5408\u6cd5\u6027\u3002\u5371\u673a\u6700\u7ec8\u5f97\u4ee5\u5e73\u606f\uff0c\u5e76\u975e\u56e0\u4e3a\u6cbb\u7406\u903b\u8f91\u66f4\u201c\u6b63\u786e\u201d\uff0c\u800c\u662f\u56e0\u4e3a\u7ec4\u7ec7\u4e0d\u5f97\u4e0d\u627f\u8ba4\u4e00\u4e2a\u4e8b\u5b9e\u2014\u2014\u5728\u8fd9\u79cd\u4e0d\u786e\u5b9a\u6027\u5bc6\u5ea6\u6781\u9ad8\u7684\u9886\u57df\uff0c\u771f\u6b63\u80fd\u591f\u627f\u62c5\u65b9\u5411\u5224\u65ad\u7684\uff0c\u5fc5\u7136\u662f\u6df1\u5ea6\u5d4c\u5165\u6267\u884c\u4e0e\u6280\u672f\u73b0\u5b9e\u4e4b\u4e2d\u7684\u4eba\u3002<\/p>\n\n\n\n

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\u771f\u6b63\u7684\u5206\u6c34\u5cad\u5728\u4e8e\u7ea6\u675f\u3002AI \u7684\u7b26\u53f7\u63a8\u6f14\u59cb\u7ec8\u88ab\u73b0\u5b9e\u53cd\u9988\u4e25\u683c\u6821\u6b63\uff0c\u9519\u8bef\u4f1a\u76f4\u63a5\u8f6c\u5316\u4e3a\u6027\u80fd\u4e0b\u964d\uff0c\u6ca1\u6709\u89e3\u91ca\u7a7a\u95f4\u3002\u800c MBA \u4f53\u7cfb\u4e0b\u7684\u7ba1\u7406\u8bed\u8a00\uff0c\u5374\u5e38\u5e38\u5728\u8131\u79bb\u73b0\u5b9e\u7ea6\u675f\u7684\u60c5\u51b5\u4e0b\u81ea\u6211\u5faa\u73af\u3002\u62a5\u8868\u88ab\u5f53\u6210\u73b0\u5b9e\uff0c\u53d9\u4e8b\u66ff\u4ee3\u4e86\u4fee\u6b63\uff0c\u5f62\u5f0f\u7406\u6027\u9010\u6e10\u6f02\u6d6e\u4e8e\u5b9e\u8df5\u4e4b\u4e0a\u3002\u5728\u4e00\u4e2a\u7b26\u53f7\u80fd\u529b\u88ab\u673a\u5668\u7cfb\u7edf\u6027\u8d85\u8d8a\u7684\u65f6\u4ee3\uff0c\u8fd9\u79cd\u62bd\u8c61\u7406\u6027\u53cd\u800c\u663e\u5f97\u7a7a\u6d1e\u800c\u8106\u5f31\u3002<\/p>\n\n\n\n

AI \u53ef\u4ee5\u4f18\u5316\u8def\u5f84\uff0c\u5374\u65e0\u6cd5\u66ff\u4f01\u4e1a\u56de\u7b54\u4e00\u4e2a\u6839\u672c\u95ee\u9898\uff1a\u4e3a\u4ec0\u4e48\u8fd9\u6761\u8def\u5f84\u503c\u5f97\u8d70\u3002\u4f01\u4e1a\u7684\u771f\u6b63\u4ef7\u503c\uff0c\u4ece\u6765\u4e0d\u662f\u88ab\u8bbe\u8ba1\u51fa\u6765\u7684\uff0c\u800c\u662f\u5728\u73b0\u5b9e\u4e2d\u88ab\u53cd\u590d\u9a8c\u8bc1\u51fa\u6765\u7684\u3002\u5b83\u6e90\u4e8e\u4e00\u5957\u5185\u5728\u903b\u8f91\uff1a\u505a\u8fd9\u4ef6\u4e8b\u4e3a\u4f55\u80fd\u89e3\u51b3\u771f\u5b9e\u95ee\u9898\uff0c\u4e3a\u4f55\u613f\u610f\u627f\u62c5\u957f\u671f\u98ce\u9669\uff0c\u4e3a\u4f55\u5931\u8d25\u4e4b\u540e\u4ecd\u7136\u503c\u5f97\u7ee7\u7eed\u5c1d\u8bd5\u3002\u8fd9\u4e9b\u90fd\u662f\u5b58\u5728\u8bba\u95ee\u9898\uff0c\u800c\u4e0d\u662f\u4f18\u5316\u95ee\u9898\uff0c\u65e0\u6cd5\u901a\u8fc7 MBA \u6a21\u578b\u5916\u5305\u7ed9\u6d41\u7a0b\u6216\u7b97\u6cd5\u3002<\/p>\n\n\n\n

\u8fd9\u5e76\u4e0d\u662f\u5bf9\u7ba1\u7406\u672c\u8eab\u7684\u5426\u5b9a\u3002\u771f\u6b63\u88ab\u7ec8\u7ed3\u7684\uff0c\u5e76\u4e0d\u662f\u7ba1\u7406\uff0c\u800c\u662f\u90a3\u79cd\u8bd5\u56fe\u8131\u79bb\u884c\u52a8\u3001\u98ce\u9669\u4e0e\u73b0\u5b9e\u53cd\u9988\u800c\u72ec\u7acb\u5b58\u5728\u7684\u7ba1\u7406\u5e7b\u89c9\u3002\u5728 AI \u65f6\u4ee3\uff0c\u4f01\u4e1a\u552f\u4e00\u4e0d\u53ef\u88ab\u66ff\u4ee3\u7684\u4e1c\u897f\uff0c\u4e0d\u662f\u6a21\u578b\u3001\u6d41\u7a0b\u6216\u7ba1\u7406\u8bdd\u672f\uff0c\u800c\u662f\u90a3\u5957\u5728\u771f\u5b9e\u4e16\u754c\u4e2d\u4e00\u6b21\u6b21\u88ab\u8bc1\u660e\u201c\u503c\u5f97\u7ee7\u7eed\u884c\u52a8\u201d\u7684\u5185\u5728\u903b\u8f91\u3002\u53ea\u6709\u771f\u6b63\u7ad9\u5728\u6267\u884c\u4e4b\u4e2d\u7684\u4eba\uff0c\u624d\u6709\u8d44\u683c\u5224\u65ad\uff0c\u8fd9\u79cd\u903b\u8f91\u662f\u5426\u4ecd\u7136\u6210\u7acb\u3002<\/p>\n\n\n\n

\u5f53\u7ba1\u7406\u56de\u5230\u8fd9\u4e00\u70b9\u4e0a\uff0c\u5b83\u4e0d\u518d\u662f\u9003\u79bb\u4e00\u7ebf\u7684\u664b\u5347\u9636\u68af\uff0c\u800c\u662f\u4e00\u79cd\u66f4\u9ad8\u5bc6\u5ea6\u7684\u8d23\u4efb\u5f62\u5f0f\u3002\u4f01\u4e1a\u4e5f\u4e0d\u518d\u53ea\u662f\u7ecf\u6d4e\u4ef7\u503c\u7684\u5bb9\u5668\uff0c\u800c\u91cd\u65b0\u6210\u4e3a\u4e00\u79cd\u4ee5\u884c\u52a8\u4e3a\u6838\u5fc3\u3001\u4ee5\u73b0\u5b9e\u4e3a\u6821\u51c6\u7684\u4eba\u7c7b\u521b\u9020\u7ed3\u6784\u3002<\/p>\n\n\n\n

Email: me@geoffreychen.com<\/a><\/p>\n\n\n\n

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(2025.12.31 Australia)<\/p>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

For a long time, modern enterprises have been described as objects that can be governed through \u201crational management.\u201d Managers are portrayed as chess players positioned high above the board, coordinating organizations through models, reports, and abstract judgment, while execution is left to others. The legitimacy of the MBA system is rooted precisely in this imagination: as long as one masters sufficiently mature methodologies, management can exist independently of concrete action.<\/p>","protected":false},"author":17897162,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"image","meta":{"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_geoff_meta_description_en":"","_geoff_meta_description_zh":"","_wpcom_ai_launchpad_first_post":false,"_jetpack_hide_featured_image":false,"_jetpack_featured_image_duplicate_dismissed":0,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[780925312],"tags":[],"class_list":["post-11761","post","type-post","status-publish","format-image","hentry","category-reflections","post_format-post-format-image","","has-post-thumbnail","fallback-thumbnail"],"translatepress_titles":{"en_AU":"When Management Detaches from Execution: The End of the Professional Manager Myth"},"jetpack_publicize_connections":[],"jetpack_likes_enabled":false,"jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/p1ar9H-33H","jetpack_featured_media_url":"","_links":{"self":[{"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/posts\/11761","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/users\/17897162"}],"replies":[{"embeddable":true,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/comments?post=11761"}],"version-history":[{"count":6,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/posts\/11761\/revisions"}],"predecessor-version":[{"id":11769,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/posts\/11761\/revisions\/11769"}],"wp:attachment":[{"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/media?parent=11761"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/categories?post=11761"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/geoffreychen.com\/zh\/wp-json\/wp\/v2\/tags?post=11761"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}