Yang Ruoqian had barely survived the last settlement when the next document landed on his desk. The problem this time was simple: the phrase comprehensive value appeared in a report that should have been about losing money. Simple problems were the most dangerous kind inside Xplendi, because employees could always add sincerity, process, and several unnecessary interpretations.
Yang Ruoqian's private calculation was still very professional. The plan around the Comprehensive Value Is Not Money matter had receipts, workflow, and enough normal business logic to pass the system's eyes. Better yet, the costs were concrete: review meetings, finance hours, staff coordination, duplicated filing, and a report nobody outside the company could spend. A normal boss would ask how to convert those costs into growth. Yang only cared whether the administrative friction could keep swallowing money without producing a number large enough to punish him.
