#197 I'm restructuring the company (15/03/2026)

A few weeks ago, around Lunar New Year, I seriously thought I might not be able to handle the company's operations anymore. I felt that perhaps it would be better to let go and hand over the company to professional managers, as I didn't know how to do it. But after the New Year, I had a realization. The past two weeks felt very slow, yet I accomplished a lot. I've been trying to establish systems and an operational framework for the company, hoping to eventually make myself redundant in day-to-day tasks so I can focus on more important work that requires my attention. If you've read my earlier weekly journals, you'd know that I've always been hands-on, actually doing the work, moving goods, and executing. I come to work punctually every day from Monday to Friday, but much of my work is hands-on, which prevents me from stepping back and seeing the bigger picture.

I realized that this approach could very likely leave me stagnant for several more years, constantly busy and bustling every day, seemingly doing a lot but achieving nothing. And I think perhaps much of this daily hustle and bustle, this repetition, stems from my own lack of proper organization and management. Because I'm not someone who wants to do business or manage; I just want to create products. In fact, I don't know how to manage a company. For example, more than half a year ago, I mentioned some issues I encountered regarding potential conflicts or personnel problems between the company and colleagues. I gradually saw that the core problem was that I hadn't established a good environment for my colleagues. My entire computer/management system wasn't well-done, making it difficult for colleagues to work and leading to more opportunities for mistakes. These are solvable issues, and I'm addressing them now. Another example is the problem of stockouts and production failing to keep up with demand. These situations can actually be resolved through better management, or at least improved. Continuously urging the colleagues responsible for sewing to "do it faster, do it faster" will only lead to mistakes. Instead, we should provide ample time and manage things better so they have enough time to produce quality products. This is what I'm doing now.

I've found that often, we tend to blame others and fail to see our own problems. But in reality, we ourselves are often the root cause of the problems we encounter.