Ng\u00e0y nay ch\u00fang ta \u0111ang s\u1ed1ng trong m\u1ed9t th\u1ebf gi\u1edbi \u0111\u01b0\u1ee3c d\u1eabn l\u00e1i b\u1edfi c\u00f4ng ngh\u1ec7 v\u00e0 khi c\u00f4ng ngh\u1ec7 thay \u0111\u1ed5i, nhi\u1ec1u th\u1ee9 c\u0169ng s\u1ebd thay \u0111\u1ed5i. Kh\u00f4ng th\u00edch nghi \u0111\u01b0\u1ee3c v\u1edbi thay \u0111\u1ed5i s\u1ebd c\u00f3 hi\u1ec7u qu\u1ea3 ph\u00e1 hu\u1ef7 cho c\u00f4ng ti. N\u1ebfu b\u1ea1n nh\u00ecn v\u00e0o 100 c\u00f4ng ti th\u00e0nh c\u00f4ng nh\u1ea5t trong c\u00e1c n\u0103m 1940 t\u1edbi 1950, ch\u1ec9 7 c\u00f4ng ti trong s\u1ed1 ch\u00fang v\u1eabn t\u1ed3n t\u1ea1i t\u1edbi ng\u00e0y nay. \u0110i\u1ec1u g\u00ec \u0111\u00e3 x\u1ea3y ra cho 93 c\u00f4ng ti kia? H\u1ecd \u0111\u00e3 ph\u00e1 s\u1ea3n. T\u1ea1i sao c\u00e1c c\u00f4ng ti th\u00e0nh c\u00f4ng l\u1ea1i ph\u00e1 s\u1ea3n? H\u1ecd kh\u00f4ng th\u1ec3 \u0111i\u1ec1u ch\u1ec9nh \u0111\u01b0\u1ee3c theo thay \u0111\u1ed5i v\u00ec h\u1ecd \u0111\u00e3 d\u00f9ng ph\u01b0\u01a1ng ph\u00e1p qu\u1ea3n l\u00ed c\u1ed5 khi th\u1ebf gi\u1edbi \u0111\u00e3 thay \u0111\u1ed5i.<\/p>\n
L\u00ed thuy\u1ebft qu\u1ea3n l\u00ed truy\u1ec1n th\u1ed1ng \u0111\u01b0\u1ee3c t\u1ea1o ra trong th\u1ebf k\u1ec9 19 l\u00e0 d\u00e0nh cho th\u1eddi \u0111\u1ea1i c\u00f4ng nghi\u1ec7p. N\u00f3 \u0111\u01b0\u1ee3c thi\u1ebft k\u1ebf \u0111\u1ec3 qu\u1ea3n l\u00ed \u201cc\u00f4ng nh\u00e2n kh\u00f4ng k\u0129 n\u0103ng\u201d \u0111\u1ec3 l\u00e0m vi\u1ec7c trong c\u00e1c c\u01a1 x\u01b0\u1edfng n\u01a1i h\u1ecd ph\u1ea3i tu\u00e2n theo c\u00e1c qui tr\u00ecnh c\u1ee7a d\u00e2y chuy\u1ec1n l\u1eafp r\u00e1p \u0111\u1ec3 t\u1ea1o ra s\u1ea3n ph\u1ea9m m\u1ed9t c\u00e1ch hi\u1ec7u qu\u1ea3. B\u1eb1ng vi\u1ec7c c\u00f3 h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed n\u00e0y, ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u00f4ng ti c\u00f3 th\u1ec3 ph\u1ed1i h\u1ee3p n\u1ed7 l\u1ef1c c\u00f4ng vi\u1ec7c \u0111\u1ec3 chuy\u1ec3n giao s\u1ea3n ph\u1ea9m theo s\u1ed1 l\u01b0\u1ee3ng l\u1edbn m\u1ed9t c\u00e1ch nh\u1ea5t qu\u00e1n. H\u1ec7 th\u1ed1ng n\u00e0y d\u1ef1a tr\u00ean m\u1ed9t nguy\u00ean l\u00ed \u0111\u01a1n gi\u1ea3n \u201cC\u00f4ng nh\u00e2n l\u00e0m b\u1ea5t k\u00ec c\u00e1i g\u00ec ng\u01b0\u1eddi qu\u1ea3n l\u00ed b\u1ea3o h\u1ecd l\u00e0m.\u201d Ng\u01b0\u1eddi qu\u1ea3n l\u00ed gi\u00e1m s\u00e1t c\u00f4ng nh\u00e2n t\u01b0\u01a1ng \u1ee9ng theo h\u1ec7 th\u1ed1ng quan li\u00eau n\u01a1i c\u00e1c ch\u1ec9 \u0111\u1ea1o \u0111\u01b0\u1ee3c t\u1ea1o ra t\u1eeb tr\u00ean \u0111\u1ec9nh. Vi\u1ec7c c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed l\u00e0 ch\u1eafc r\u1eb1ng c\u00f4ng nh\u00e2n tu\u00e2n theo c\u00e1c qui tr\u00ecnh v\u00e0 b\u00e1o c\u00e1o \u0111i\u1ec1u \u0111\u00f3 cho m\u1ee9c ti\u1ebfp. V\u00ec c\u00f3 nhi\u1ec1u m\u1ee9c qu\u1ea3n l\u00ed, th\u00f4ng tin \u0111\u01b0\u1ee3c g\u1eedi l\u00ean t\u1edbi \u0111\u1ec9nh n\u01a1i ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti l\u00e0m m\u1ecdi quy\u1ebft \u0111\u1ecbnh v\u00e0 \u0111\u1eb7t ch\u1ec9 \u0111\u1ea1o \u0111i xu\u1ed1ng. Ph\u1ea3i m\u1ea5t v\u00e0i ng\u00e0y hay tu\u1ea7n \u0111\u1ec3 th\u00f4ng tin l\u00ean t\u1edbi \u0111\u1ec9nh r\u1ed3i nhi\u1ec1u ng\u00e0y hay tu\u1ea7n \u0111\u1ec3 cho c\u00e1c m\u1ec7nh l\u1ec7nh t\u1eeb \u0111\u1ec9nh \u0111i xu\u1ed1ng m\u1ee9c c\u00f4ng nh\u00e2n. Nh\u01b0ng v\u00e0o th\u1eddi \u0111\u00f3, \u0111i\u1ec1u \u0111\u00f3 l\u00e0 \u0111\u1ee7.<\/p>\n
Ng\u00e0y nay th\u1ecb tr\u01b0\u1eddng thay \u0111\u1ed5i nhanh ch\u00f3ng v\u00e0 c\u1ea1nh tranh gi\u1eefa c\u00e1c c\u00f4ng ti l\u00e0 d\u1eef d\u1ed9i cho n\u00ean quy\u1ebft \u0111\u1ecbnh ph\u1ea3i \u0111\u01b0\u1ee3c l\u00e0m nhanh ch\u00f3ng b\u1eb1ng kh\u00f4ng c\u00f4ng ti c\u00f3 th\u1ec3 m\u1ea5t c\u01a1 h\u1ed9i t\u1ed1t. Tuy nhi\u00ean nhi\u1ec1u ng\u01b0\u1eddi qu\u1ea3n l\u00ed v\u1eabn c\u00f2n theo h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed truy\u1ec1n th\u1ed1ng, kh\u00f4ng ai mu\u1ed1n l\u00e0m quy\u1ebft \u0111\u1ecbnh v\u00ec h\u1ecd \u0111\u01b0\u1ee3c hu\u1ea5n luy\u1ec7n \u0111\u1ee3i ai \u0111\u00f3 cho m\u1ec7nh l\u1ec7nh. Ngay c\u1ea3 ng\u00e0y nay, c\u00e1c tr\u01b0\u1eddng kinh doanh v\u1eabn c\u00f2n d\u1ea1y c\u00f9ng l\u00ed thuy\u1ebft n\u00e0y nh\u01b0 kh\u00f4ng c\u00e1i g\u00ec \u0111\u00e3 x\u1ea3y ra. Khi ng\u01b0\u1eddi qu\u1ea3n l\u00ed kh\u00f4ng th\u1ec3 l\u00e0m quy\u1ebft \u0111\u1ecbnh m\u00e0 ch\u1edd \u0111\u1ee3i ch\u1ec9 \u0111\u1ea1o t\u1eeb tr\u00ean \u0111\u1ec9nh, m\u1ecdi s\u1ef1 b\u1ecb ch\u1eadm l\u1ea1i v\u00e0 cho ph\u00e9p \u0111\u1ed1i th\u1ee7 c\u1ea1nh tranh n\u1eafm l\u1ea5y c\u01a1 h\u1ed9i. M\u1ea5t c\u01a1 h\u1ed9i trong th\u1ebf gi\u1edbi c\u1ea1nh tranh n\u00e0y c\u00f3 ngh\u0129a l\u00e0 m\u1ea5t kinh doanh v\u00e0 kh\u00e1ch h\u00e0ng v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao nhi\u1ec1u c\u00f4ng ti \u0111\u00e3 th\u1ea5t b\u1ea1i.<\/p>\n
Ng\u00e0y nay c\u00f4ng nh\u00e2n c\u00f3 gi\u00e1o d\u1ee5c cao. H\u1ecd KH\u00d4NG ph\u1ea3i l\u00e0 “c\u00f4ng nh\u00e2n kh\u00f4ng k\u0129 n\u0103ng” c\u1ee7a th\u1ebf k\u1ec9 19 v\u00e0 h\u1ecd KH\u00d4NG \u0111\u01b0\u1ee3c \u0111\u00e0o t\u1ea1o \u0111\u1ec3 tu\u00e2n theo m\u1ec7nh l\u1ec7nh v\u00ec h\u1ecd c\u00f3 k\u0129 n\u0103ng \u0111\u1ec3 l\u00e0m vi\u1ec7c c\u1ee7a h\u1ecd. Thay v\u00ec ra l\u1ec7nh cho c\u00f4ng nh\u00e2n l\u00e0m c\u00e1i g\u00ec, vai tr\u00f2 c\u1ee7a ng\u01b0\u1eddi qu\u1ea3n l\u00ed c\u0169ng \u0111\u00e3 \u0111\u1ed5i th\u00e0nh “vai tr\u00f2 h\u1ed7 tr\u1ee3” b\u1eb1ng vi\u1ec7c t\u1ea1o ra m\u00f4i tr\u01b0\u1eddng n\u01a1i c\u00f4ng nh\u00e2n c\u00f3 th\u1ec3 l\u00e0m xu\u1ea5t s\u1eafc trong c\u00f4ng vi\u1ec7c c\u1ee7a h\u1ecd v\u1edbi gi\u00e1m s\u00e1t t\u1ed1i thi\u1ec3u. C\u00f4ng nh\u00e2n tri th\u1ee9c kh\u00f4ng mu\u1ed1n ch\u1ec9 l\u00e0m m\u1ed9t vi\u1ec7c m\u00e0 l\u00e0 l\u00e0m vi\u1ec7c c\u00f3 ngh\u0129a n\u01a1i h\u1ecd \u0111\u01b0\u1ee3c coi l\u00e0 c\u00f3 gi\u00e1 tr\u1ecb. H\u1ecd mu\u1ed1n \u0111\u00f3ng g\u00f3p cho c\u00f4ng ti theo c\u00e1ch t\u00edch c\u1ef1c v\u00e0 s\u1ebd kh\u00f4ng kh\u1edbp v\u1edbi h\u1ec7 th\u1ed1ng quan li\u00eau \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao c\u00f4ng ti ph\u1ea3i thay \u0111\u1ed5i nhanh ch\u00f3ng \u0111\u1ec3 th\u00edch nghi v\u1edbi ki\u1ec3u c\u00f4ng nh\u00e2n n\u00e0y.<\/p>\n
Ng\u00e0y nay chu k\u00ec kinh doanh ng\u1eafn h\u01a1n nhi\u1ec1u so v\u1edbi qu\u00e1 kh\u1ee9 v\u00e0 m\u1ecdi th\u1ee9 thay \u0111\u1ed5i nhanh ch\u00f3ng cho n\u00ean c\u00f4ng ti c\u1ea7n ph\u1ea3n h\u1ed3i th\u01b0\u1eddng xuy\u00ean t\u1eeb th\u1ecb tr\u01b0\u1eddng. H\u1ecd c\u1ea7n s\u1ef1 linh ho\u1ea1t \u0111\u1ec3 thay \u0111\u1ed5i \u0111i\u1ec1u h\u1ecd \u0111ang l\u00e0m m\u1ed9t c\u00e1ch nhanh ch\u00f3ng. Thay v\u00ec ch\u1edd \u0111\u1ee3i c\u00e1c b\u00e1o c\u00e1o chi ti\u1ebft \u0111\u01b0\u1ee3c ng\u01b0\u1eddi qu\u1ea3n l\u00ed cung c\u1ea5p, ng\u01b0\u1eddi ch\u1ee7 c\u00f4ng ti ph\u1ea3i c\u00f3 m\u1ecdi th\u00f4ng tin c\u1ea7n thi\u1ebft m\u1ed9t c\u00e1ch nhanh ch\u00f3ng \u0111\u1ec3 l\u00e0m quy\u1ebft \u0111\u1ecbnh v\u00e0 \u0111i\u1ec1u ch\u1ec9nh theo thay \u0111\u1ed5i th\u1ecb tr\u01b0\u1eddng. Ng\u01b0\u1eddi ch\u1ee7 gi\u1ecfi s\u1ebd d\u1ef1 \u0111o\u00e1n thay \u0111\u1ed5i th\u1ecb tr\u01b0\u1eddng v\u00e0 l\u00e3nh \u0111\u1ea1o thay \u0111\u1ed5i thay v\u00ec ph\u1ea3n \u1ee9ng v\u1edbi n\u00f3. \u0110\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao \u0111i\u1ec1u \u0111\u1ea7u ti\u00ean h\u1ecd l\u00e0m l\u00e0 gi\u1ea3m quan li\u00eau b\u1eb1ng c\u00e1ch \u201cl\u00e0m ph\u1eb3ng\u201d t\u1ed5 ch\u1ee9c \u0111\u1ec3 c\u00f3 t\u00ednh linh ho\u1ea1t v\u00e0 cho ph\u00e9p ng\u01b0\u1eddi qu\u1ea3n l\u00ed \u1edf m\u1ecdi m\u1ee9c c\u00f3 th\u1ea9m quy\u1ec1n n\u00e0o \u0111\u00f3 \u0111\u1ec3 l\u00e0m quy\u1ebft \u0111\u1ecbnh. Nh\u01b0ng v\u1ea5n \u0111\u1ec1 l\u00e0 l\u00e0m sao \u0111\u1ec3 cho ng\u01b0\u1eddi qu\u1ea3n l\u00ed, ng\u01b0\u1eddi ch\u01b0a bao gi\u1edd l\u00e0m quy\u1ebft \u0111\u1ecbnh tr\u01b0\u1edbc \u0111\u00e2y, nay l\u00e0m quy\u1ebft \u0111\u1ecbnh? Gi\u1ea3i ph\u00e1p l\u00e0 \u0111\u00e0o t\u1ea1o l\u1ea1i h\u1ecd hay \u0111\u1ec3 h\u1ecd ra \u0111i. Ph\u1ea7n l\u1edbn c\u00e1c c\u00f4ng ti l\u1ef1a ch\u1ecdn tu\u1ef3 ch\u1ecdn th\u1ee9 hai thay v\u00ec \u0111\u00e0o t\u1ea1o l\u1ea1i h\u1ecd v\u00e0 \u0111\u00f3 l\u00e0 l\u00ed do t\u1ea1i sao h\u01a1n n\u1eeda s\u1ed1 ng\u01b0\u1eddi b\u1ecb sa th\u1ea3i trong ba m\u01b0\u01a1i n\u0103m qua ph\u1ea7n l\u1edbn l\u00e0 ng\u01b0\u1eddi qu\u1ea3n l\u00ed.<\/p>\n
Ng\u00e0y nay qui t\u1eafc c\u1ee7a kinh doanh l\u00e0 “Linh ho\u1ea1t v\u00e0 mau l\u1eb9\u201d n\u01a1i “t\u1ed1c \u0111\u1ed9” v\u00e0 “t\u0103ng tr\u01b0\u1edfng\u201d l\u00e0 m\u1ee5c \u0111\u00edch, \u0111i\u1ec1u kh\u00e1c ho\u00e0n to\u00e0n v\u1edbi h\u1ec7 th\u1ed1ng qu\u1ea3n l\u00ed c\u0169 h\u1ed9i t\u1ee5 v\u00e0o “\u1ed5n \u0111\u1ecbnh v\u00e0 tr\u00e1nh r\u1ee7i ro.\u201d \u0110i\u1ec1u \u0111\u01b0\u1ee3c ngh\u0129 t\u1edbi l\u00e0 trong v\u00f2ng v\u00e0i n\u0103m n\u1eefa, nhi\u1ec1u c\u00f4ng ti s\u1ebd ph\u00e1 s\u1ea3n, nhi\u1ec1u ng\u01b0\u1eddi qu\u1ea3n l\u00ed s\u1ebd b\u1ecb sa th\u1ea3i b\u1edfi v\u00ec h\u1ecd kh\u00f4ng th\u1ec3 \u0111i\u1ec1u ch\u1ec9nh \u0111\u01b0\u1ee3c theo thay \u0111\u1ed5i nh\u01b0ng \u0111i\u1ec1u \u0111\u00f3 c\u0169ng t\u1ea1o ra c\u01a1 h\u1ed9i m\u1edbi cho c\u00e1c c\u00f4ng ti tr\u1ebb h\u01a1n, n\u0103ng n\u1ed5 h\u01a1n v\u1edbi phong c\u00e1ch qu\u1ea3n l\u00ed m\u1edbi v\u00e0 c\u00f4ng nh\u00e2n tri th\u1ee9c ti\u1ebfp qu\u1ea3n. N\u1ebfu b\u1ea1n nh\u00ecn v\u00e0o m\u01b0\u1eddi n\u0103m qua, c\u00e1c c\u00f4ng ti t\u0103ng tr\u01b0\u1edfng nhanh nh\u1ea5t \u0111\u1ec1u l\u00e0 nh\u1eefng c\u00f4ng ti kh\u1edfi nghi\u1ec7p v\u1edbi l\u1ef1c l\u01b0\u1ee3ng lao \u0111\u1ed9ng tr\u1ebb h\u01a1n, \u0111\u1ea7y c\u00f4ng nh\u00e2n tri th\u1ee9c v\u00e0 h\u1ecd s\u1ebd l\u00e0m thay \u0111\u1ed5i th\u1ebf gi\u1edbi kinh doanh.<\/p>\n
<\/p>\n
—English version—<\/p>\n
<\/p>\n
Today<\/p>\n
Today we are living in a world driven by technology and as technology changes, many things will also change. Failure to adapt to change will have devastating effect to a company. If you look at 100 most successful companies during 1940s to 1950s, only 7 of them are still exist today. What happened to the other 93? They were bankrupted. Why successful companies did go bankrupt? They could not adjust to change as they were using the old management method when the world is already changed.<\/p>\n
Traditional management theory created in the 19th century was for the industrial age. It is designed to manage \u201cunskilled workers\u201d to work in factories where they must follow processes of the assembly lines to create products efficiently. By having this management system, company managers can coordinate work efforts to deliver products in large quantities consistently. This system is based on a simple principle \u201cWorkers do whatever managers tell them to do.\u201d Managers supervise workers according to a bureaucracy system where directions are made at the top. Managers\u2019 jobs are to make sure that workers follow the processes and report that to the next level. Since there are several management levels, information is sent upward to the top where company owners make all decisions and set directions downward. It takes several days or weeks for information to reach the top then several days or weeks for order from the top to come down to workers level. But at that time, it is sufficient enough.<\/p>\n
Today market changes fast and competition among companies is fierce so decisions must be made quickly else the company may lose a good opportunity. However many managers are still following the traditional management system, nobody want to make decision because they are trained to wait for someone to give order. Even today, business schools are still teaching this same theory as nothing has happened. When managers cannot make decision but wait for direction from the top, things are slow down and allow competitors to seize the opportunity. Losing an opportunity in this competitive world means losing business and customers and that is why many companies failed.<\/p>\n
Today workers are highly educated. They are NOT the \u201cUnskilled workers\u201d of the 19th century and they are NOT trained to follow orders because they have the skills to do their jobs. Instead of ordering workers what to do, managers\u2019 roles also have changed into a \u201cSupporting role\u201d by creating an environment where workers can excel in their work with minimum supervision. Knowledge workers do not want just a job but a meaningful job where they are valued. They want to contribute to the company in a positive way and would not fit into a bureaucracy system that is why company must change quickly to accommodate this type of workers.<\/p>\n
Today the business cycles are much shorter than the past and things change quickly so companies need a constant feedback from the market. They need the flexibility to change what they are doing quickly. Instead of waiting for detailed reports provided from managers, company owners have to get all necessary information quickly to make decision and adjust to market changes. The best owners would anticipate market changes and lead the changes instead of react to it. That is why the first thing they do is to reduce the bureaucracy by \u201cFlatten\u201d the organization for flexibility and allow managers at each level to have certain authority to make decision. But the question is how to let managers who never make decision before to make decision? The solution is to retrain them or let them go. Most companies select the second option rather than retrain them and that is why more than half of people who were laid-off in the past three years were mostly managers.<\/p>\n
Today the rules of business are \u201cFlexibility and Agility\u201d where \u201cSpeed\u201d and \u201cGrowth\u201d are the goals which is completely different from the old management system that focus on \u201cStability and avoid risks\u201d. It is expected that within the next few years, more companies will bankrupt, more managers will be laid off because they cannot adjust to change but it also create new opportunity for younger, more aggressive companies with new style of management and knowledge workers to take over. If you look at the past ten years, fastest growing companies were all startups with younger workforces, full of knowledge workers and they will change the business world.<\/p>\n","protected":false},"excerpt":{"rendered":"
Ng\u00e0y nay ch\u00fang ta \u0111ang s\u1ed1ng trong m\u1ed9t th\u1ebf gi\u1edbi \u0111\u01b0\u1ee3c d\u1eabn l\u00e1i b\u1edfi c\u00f4ng ngh\u1ec7 v\u00e0 khi c\u00f4ng ngh\u1ec7 thay \u0111\u1ed5i, nhi\u1ec1u th\u1ee9 c\u0169ng … <\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-4446","post","type-post","status-publish","format-standard","hentry","category-xu-huong-toan-cau"],"_links":{"self":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4446","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=4446"}],"version-history":[{"count":1,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4446\/revisions"}],"predecessor-version":[{"id":4447,"href":"https:\/\/science-technology.vn\/index.php?rest_route=\/wp\/v2\/posts\/4446\/revisions\/4447"}],"wp:attachment":[{"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=4446"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=4446"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/science-technology.vn\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=4446"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}