In the end, it's a system
 |
Description
Book Introduction
This is the first book by the CEO of Inka Financial Services, Jays, the first company in Korea to achieve a 1,000-person GA organization.
'Raise people and help them grow' This sentence contains his core philosophy that helped him grow from an organization of 8 people to an organization of 1,000 people.
In just four years since its establishment, he has set a new record in the GA industry, from a family-type 10-person organization to small, medium, and large-scale organizations.
We've compiled a list of 25 essential systems you need to know as you scale to become a mega-organization.
This book provides specific guidance on what to build and what to let go of, from the beginning of the structure to the expansion stage.
It is a method of building an execution-oriented system that enables the reproduction of success, not replication.
Achievements that depend on outstanding individual abilities do not last long.
An organization that loses its know-how with the departure of one leader ultimately reveals the limitations of a "people-centered structure" rather than an asset-centered structure.
Therefore, the author places the system at the center, but redefines the vision of management, branding, and education within it, as well as the role of leaders.
This book suggests that as organizations grow from small to large, leaders must become designers who review processes and set standards, rather than managers who report to them.
He defines the manual as the leader's alter ego.
Building standards and leaving a structure so that the organization will not falter even without a leader.
And within it, the philosophy that values people the most is centered.
"After all, it's a system" unfolds the process of completing an organization like a business painting.
Any leader can redraw their own system using the 25 blueprints in this book.
Ultimately, a system is not a cold conclusion, but a warm realization that every leader must reach at some point.
And it is the foundation for freeing the members of the organization.
This book is both a book on organizational management and a book on attitude toward life.
While dealing with leadership, while also dealing with the inner workings of human beings, and while talking about achievements, it ultimately comes back to 'human dignity.'
'Raise people and help them grow' This sentence contains his core philosophy that helped him grow from an organization of 8 people to an organization of 1,000 people.
In just four years since its establishment, he has set a new record in the GA industry, from a family-type 10-person organization to small, medium, and large-scale organizations.
We've compiled a list of 25 essential systems you need to know as you scale to become a mega-organization.
This book provides specific guidance on what to build and what to let go of, from the beginning of the structure to the expansion stage.
It is a method of building an execution-oriented system that enables the reproduction of success, not replication.
Achievements that depend on outstanding individual abilities do not last long.
An organization that loses its know-how with the departure of one leader ultimately reveals the limitations of a "people-centered structure" rather than an asset-centered structure.
Therefore, the author places the system at the center, but redefines the vision of management, branding, and education within it, as well as the role of leaders.
This book suggests that as organizations grow from small to large, leaders must become designers who review processes and set standards, rather than managers who report to them.
He defines the manual as the leader's alter ego.
Building standards and leaving a structure so that the organization will not falter even without a leader.
And within it, the philosophy that values people the most is centered.
"After all, it's a system" unfolds the process of completing an organization like a business painting.
Any leader can redraw their own system using the 25 blueprints in this book.
Ultimately, a system is not a cold conclusion, but a warm realization that every leader must reach at some point.
And it is the foundation for freeing the members of the organization.
This book is both a book on organizational management and a book on attitude toward life.
While dealing with leadership, while also dealing with the inner workings of human beings, and while talking about achievements, it ultimately comes back to 'human dignity.'
- You can preview some of the book's contents.
Preview
index
To you who opened the first page
prolog
Chapter 1: Sales: Creating a Structure Makes a Business
1.
The crossroads of the rich and the working class
2.
From worker's time to businessman's time
3.
Let them choose me, not the product.
4.
Six Blueprints for a Successful Sales Business
Chapter 2: Building People is Building an Organization
1.
Recruiting: A Mission, Not a Number
2.
Why should I continue?
3.
The Formula for a Successful Recruiting Interview
4.
3 Ways to Find a Partner Beyond Recruitment
5.
From Channel to Fruit: Everything You Need to Know About Sustainable Recruitment
6.
Correlation Curve between Organizational Growth Stages and Leadership Evolution
Chapter 3: The Essence of Management: Connecting People, Systems, and Performance
1.
One of 8 billion in the world, my own unique distinction
2. RTMM + M, the manager's formula
3.
Management where planning, feedback, and performance are alive
4.
Sit Plan
5.
Activity Management: Performance Completion through Feedback and Review
6.
Five Moments When Managers Fail
7.
Why Salespeople Earn a Lot of Money, But Have No Money
Chapter 4: The Future of Organizations Determined by Leadership and Culture
1.
The True Meaning of Leadership: A Journey of Acquisition, Not Appointment
2.
The Essence of Leadership: Roles and Responsibilities
3.
The limitations and growing pains of independent branches with fewer than 10 employees
4.
Why Organizations Collapse and Solutions for Growth
5.
Giver & Taker: The Power to Transform Organizations
6.
125-fold growth in four years: People are the answer.
7.
The secret to growing into a 1,000-person organization with 70 branches nationwide.
8.
Who to Join: Wisdom for Growth
Epilogue - p.248
prolog
Chapter 1: Sales: Creating a Structure Makes a Business
1.
The crossroads of the rich and the working class
2.
From worker's time to businessman's time
3.
Let them choose me, not the product.
4.
Six Blueprints for a Successful Sales Business
Chapter 2: Building People is Building an Organization
1.
Recruiting: A Mission, Not a Number
2.
Why should I continue?
3.
The Formula for a Successful Recruiting Interview
4.
3 Ways to Find a Partner Beyond Recruitment
5.
From Channel to Fruit: Everything You Need to Know About Sustainable Recruitment
6.
Correlation Curve between Organizational Growth Stages and Leadership Evolution
Chapter 3: The Essence of Management: Connecting People, Systems, and Performance
1.
One of 8 billion in the world, my own unique distinction
2. RTMM + M, the manager's formula
3.
Management where planning, feedback, and performance are alive
4.
Sit Plan
5.
Activity Management: Performance Completion through Feedback and Review
6.
Five Moments When Managers Fail
7.
Why Salespeople Earn a Lot of Money, But Have No Money
Chapter 4: The Future of Organizations Determined by Leadership and Culture
1.
The True Meaning of Leadership: A Journey of Acquisition, Not Appointment
2.
The Essence of Leadership: Roles and Responsibilities
3.
The limitations and growing pains of independent branches with fewer than 10 employees
4.
Why Organizations Collapse and Solutions for Growth
5.
Giver & Taker: The Power to Transform Organizations
6.
125-fold growth in four years: People are the answer.
7.
The secret to growing into a 1,000-person organization with 70 branches nationwide.
8.
Who to Join: Wisdom for Growth
Epilogue - p.248
Detailed image
Into the book
Recruiting is not about numbers, it's about a mission.
It is not a matter of recruiting people, but of taking responsibility for changing a person's life.
That heart strengthens the roots of the organization.
--- p.62
In an interview, I don't talk about 'conditions'.
Instead, ask:
“What do you really want?” The direction of the organization is determined by the answer.
--- p.68
An organization will collapse if it grows before its people.
Expansion without human preparation ultimately results in nothing more than speed. Growth is always complete only when human consciousness follows suit.
--- p.102
R stands for Recruiting, T stands for Training, M stands for Management, M stands for Motivation, and the last M stands for Marketing.
These five are the entire role of a manager.
If the first 'R' of these is shaken, all the remaining M's cannot exist.
Without recruiting, there is no management, no training, and no motivation.
--- p.121
A good manager is someone who can read situations without their team members reporting them. More accurate than data are human expressions, and management is about not missing those expressions.
--- p.129
The manager is not the one who receives the results.
A person who ‘checks’ the process of creating results and sets ‘standards’.
The difference between a successful team and an underperforming team is where the manager's questions lie.
--- p.142
Leadership is not an appointment, it is an achievement.
As an organization grows, its leaders become lonelier, and the system is the standard for enduring that loneliness.
Leadership that is maintained by people's favor will eventually waver.
--- p.189
A leader does not lead the team from the front.
We set a ‘standard’ by walking together.
Standards are not tools of control, but boundaries that allow everyone to be free.
--- p.194
Organizations don't collapse in a crisis.
It starts to waver when small promises are broken. Trust is broken not by systems, but by people's words and attitudes.
--- p.212
Organizations with many givers ultimately thrive on trust. The introduction of even one taker gradually erodes trust. The organizational climate is shaped not by institutions but by "human tendencies."
--- p.217
Who you go with ultimately determines the outcome.
The slow path we take together is the path to survival, rather than the fast path we take alone.
Ultimately, the system is a structure for people.
It is not a matter of recruiting people, but of taking responsibility for changing a person's life.
That heart strengthens the roots of the organization.
--- p.62
In an interview, I don't talk about 'conditions'.
Instead, ask:
“What do you really want?” The direction of the organization is determined by the answer.
--- p.68
An organization will collapse if it grows before its people.
Expansion without human preparation ultimately results in nothing more than speed. Growth is always complete only when human consciousness follows suit.
--- p.102
R stands for Recruiting, T stands for Training, M stands for Management, M stands for Motivation, and the last M stands for Marketing.
These five are the entire role of a manager.
If the first 'R' of these is shaken, all the remaining M's cannot exist.
Without recruiting, there is no management, no training, and no motivation.
--- p.121
A good manager is someone who can read situations without their team members reporting them. More accurate than data are human expressions, and management is about not missing those expressions.
--- p.129
The manager is not the one who receives the results.
A person who ‘checks’ the process of creating results and sets ‘standards’.
The difference between a successful team and an underperforming team is where the manager's questions lie.
--- p.142
Leadership is not an appointment, it is an achievement.
As an organization grows, its leaders become lonelier, and the system is the standard for enduring that loneliness.
Leadership that is maintained by people's favor will eventually waver.
--- p.189
A leader does not lead the team from the front.
We set a ‘standard’ by walking together.
Standards are not tools of control, but boundaries that allow everyone to be free.
--- p.194
Organizations don't collapse in a crisis.
It starts to waver when small promises are broken. Trust is broken not by systems, but by people's words and attitudes.
--- p.212
Organizations with many givers ultimately thrive on trust. The introduction of even one taker gradually erodes trust. The organizational climate is shaped not by institutions but by "human tendencies."
--- p.217
Who you go with ultimately determines the outcome.
The slow path we take together is the path to survival, rather than the fast path we take alone.
Ultimately, the system is a structure for people.
--- p.241
Publisher's Review
When does a leader become lonely?
Everyone is looking at him, but he himself has to find his way alone on the road.
"In the end, it's the system" is the record of a leader who passed through that very moment.
What the author realized in the process of growing a mega-organization is that 'it is not outstanding individuals who grow an organization, but the structure that makes people grow.'
This book shows how people and work are harmonized and completed as a system.
Scattered throughout the chapters are 25 blueprints that offer practical insights into the language of meetings, a leader's daily routine, how to communicate with team members, and how to replicate results.
The true power of this book lies in the story of how one leader came to love his organization and trust its people. It's the journey of a leader who chose process over performance, standards over direction, and trust over control.
At the end of that road, he realizes: "It's All About the System" is both a management book and a record of reflection.
The leader's loneliness and responsibility coexist with the warm insight that humanizes the organization.
So, as you read, you find yourself going beyond numbers and reports and asking yourself, "Why do people work?" and "What does it mean to grow together?"
This book serves as a compass for leaders and a mirror for team members, rediscovering the meaning of their work. The essence of leadership is not leading people, but liberating them through structure. "After all, it's a system" depicts that very moment of transition.
Someone says.
Leadership is control.
But control doesn't last long, only trust lasts.
The position of leadership must be shifted from a 'position of command' to a 'position of inspection and standard setting.'
As you read the book, at some point you realize something.
More important than the growth of an organization is whether people within that organization are growing.
An organization where people don't grow ultimately ends up residing in the shadow of one person. This book contains the practical journey of a leader who emerges from the shadows and moves into the light.
He views growth as a "reproducible formula," emphasizing not a one-time achievement but a structure anyone can recreate. He wanted to demonstrate that establishing this structure involves building a large system through the accumulation of small routines, brief meetings, and simple standards.
The moment the book is closed, the reader is left asking:
“Am I currently in a structure that nurtures people, or am I in a structure that consumes them?”
That question alone is enough to do the job.
As you read, you will find yourself reflecting on your own work, your organization, and the little world you have built.
A system is not the name of an organization, but rather its way of doing things. This book is the most practical and simple guide for any leader seeking to design that way themselves.
Everyone is looking at him, but he himself has to find his way alone on the road.
"In the end, it's the system" is the record of a leader who passed through that very moment.
What the author realized in the process of growing a mega-organization is that 'it is not outstanding individuals who grow an organization, but the structure that makes people grow.'
This book shows how people and work are harmonized and completed as a system.
Scattered throughout the chapters are 25 blueprints that offer practical insights into the language of meetings, a leader's daily routine, how to communicate with team members, and how to replicate results.
The true power of this book lies in the story of how one leader came to love his organization and trust its people. It's the journey of a leader who chose process over performance, standards over direction, and trust over control.
At the end of that road, he realizes: "It's All About the System" is both a management book and a record of reflection.
The leader's loneliness and responsibility coexist with the warm insight that humanizes the organization.
So, as you read, you find yourself going beyond numbers and reports and asking yourself, "Why do people work?" and "What does it mean to grow together?"
This book serves as a compass for leaders and a mirror for team members, rediscovering the meaning of their work. The essence of leadership is not leading people, but liberating them through structure. "After all, it's a system" depicts that very moment of transition.
Someone says.
Leadership is control.
But control doesn't last long, only trust lasts.
The position of leadership must be shifted from a 'position of command' to a 'position of inspection and standard setting.'
As you read the book, at some point you realize something.
More important than the growth of an organization is whether people within that organization are growing.
An organization where people don't grow ultimately ends up residing in the shadow of one person. This book contains the practical journey of a leader who emerges from the shadows and moves into the light.
He views growth as a "reproducible formula," emphasizing not a one-time achievement but a structure anyone can recreate. He wanted to demonstrate that establishing this structure involves building a large system through the accumulation of small routines, brief meetings, and simple standards.
The moment the book is closed, the reader is left asking:
“Am I currently in a structure that nurtures people, or am I in a structure that consumes them?”
That question alone is enough to do the job.
As you read, you will find yourself reflecting on your own work, your organization, and the little world you have built.
A system is not the name of an organization, but rather its way of doing things. This book is the most practical and simple guide for any leader seeking to design that way themselves.
GOODS SPECIFICS
- Date of issue: October 28, 2025
- Page count, weight, size: 253 pages | 342g | 128*188*20mm
- ISBN13: 9791194966173
- ISBN10: 1194966179
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