Chapter 1784: Chapter 1784

1784: Chapter 1780: Goodness That Cannot Directly Reach the Other Shore 1784: Chapter 1780: Goodness That Cannot Directly Reach the Other Shore Generally speaking, when leaders go mad, their subordinates usually try to stop them.

In most functional enterprises or groups, survival often doesn’t rely on the leader being particularly rational or wise; it’s more about the leader listening to advice during reckless moments or having internal factions to balance power, so that their chaos turns into superficial chaos and doesn’t unleash destructive consequences.

If no one stops them, then you can only hope the leader is truly a Divine Master.

However, even the most rational and intelligent leader is likely to become absurdly arrogant under unchecked internal praise, making one careless move that sends the company into oblivion.

Why is it that many heirs perform well when they first take over but ruin everything within a few years with a new operation?

Oftentimes, it’s because they’ve just completed an internal purge, ousting veterans and paternal uncles, and with no internal checks left, they floor the gas pedal towards uncharted territory.

When lofty goals are handed down from above, and there’s no resistance below, with veterans and key personnel swept away, the best-case scenario is an empty project running in circles.

The real danger comes when the execution reaches the grassroots level, charging wildly into the unknown—and that’s when massive organizations may suddenly perish.

“I don’t care; I want to do this.

You all figure out a plan for me, and come up with a strategic target as well.”

Lu Ping’an has acted as this kind of “willful superior” more than once or twice, but this time, it felt particularly outrageous.

“Others go overboard because they’ll stop at nothing for their motives, but you don’t even have a motive—you’re just obsessing over the methods and then making us invent the justification?”

I just feel like doing it, meow!”

It won’t fly internally.

As a group entity, we must act with profit-oriented goals in mind.”

“Lip service to profit isn’t enough either.

Where’s the revenue point here?”

“Doing public welfare needs a revenue point now?

What about tax deductions?”

“Religious entities already pay the lowest taxes.

And besides, overseas, we practically pay zero taxes…”

But when Lu Ping’an boldly stated, “I want to ensure basic humanitarian standards for this sea area and archipelago, so people can live like human beings,” the internal high level and strategists actually began to analyze it seriously.

This seemingly loss-heavy and thankless endeavor didn’t face the fiercest opposition.

This wasn’t because Lu Ping’an had complete dictatorial control…

In fact, true dictatorships often lead to chaos from top-down misdirection and circular inefficiencies, characteristic of low-functioning or non-functioning administrative structures.

On the contrary, after enduring countless bloodshed and a torturous past, Rebirth Commerce keeps raising and integrating core personnel rather than purging them, remaining a highly efficient first-generation decision-making body, rather than a second-generation pleasure-seeking institution.

This isn’t the first time we’ve done something foolish.

Back in the decade on Mercury 42, we don’t even know how many foolish acts we carried out.”

That, right there, is the core of the issue.

From the very start, Rebirth Commerce hasn’t been particularly ‘commercial.’ Its developmental trajectory is laden with young idealism.

The Redemption Church and Lu Ping’an’s “equality” principle of Ten Thousand Spirits embody its realistic path forward.

Perhaps this is what is called a shared vision.

“The foremost priority is identifying revenue points.

Ideals alone aren’t enough…”

What’s more valuable is that this group isn’t merely composed of idealists—they are idealists tempered by harsh realities and relentless practical struggles.

In some sense, this is the greatest asset of Lu Ping’an and Rebirth Commerce: this batch of pragmatic idealists, equipped with both vision and ability.

They can truly turn idealistic goals into executable plans, avoiding aimless busywork…

“So, is there any revenue we can extract…”

Idealists who’ve been chastened by reality care deeply about profits because they know that pursuing “principles” alone easily devolves into wasteful actions incapable of enduring.

Only by uncovering “revenue points” and compensating from other areas can idealistic endeavors become operable.

Small acts of goodwill may be carried out casually, but costly acts of goodwill that require immense funding, combat power, or even life sacrifices must identify sufficient revenue points to support action.

Whether for reputation, honor, or even impossibly unpredictable rewards in the afterlife, a return must always exist to justify those sacrifices and acts of goodwill.

In this regard, Lu Ping’an’s Rebirth Commerce excels.

The Redemption Church and Chamber of Commerce operated with meager profits during the closed-off decade, circulated vast marine transportation, and made monumental achievements in food, arms, and ships, saving countless lives directly and indirectly—yet managed to survive.

This couldn’t have been done by chanting slogans alone.

If idealists fail to receive basic returns or experience proper outcomes, then the number of people choosing this path will inevitably plummet over time.

Low profits are acceptable, and supplementary searches elsewhere are feasible, but zero gains are a non-starter.

Otherwise, once the “source” dries up, all that remains is barren chaos.

“The local human resources…

are essentially worthless, honestly.

Establishing industry from scratch there would incur astronomical costs—they’ve already regressed into slave societies…

Frankly, while we might assist them, we must guard against them as well.

Once certain moral boundaries are crossed, further breaches are merely a matter of time.”

“The Redemption Church — perhaps we can recover profits through church development.

Cries for aid and salvation amid suffering may increase local faith, potentially even spinning off localized churches.”

Acting in the name of Church Knights, no matter how flimsy the war justification, it can always be cloaked under Deity’s teachings.

With seemingly justified actions (wars), we can avoid becoming the warlords’ public enemy too soon.”

“The local resource points seem thoroughly depleted, but there is abundant Extraordinary resources.

As far as I know, this area in all of Asia is closest to Octopus World, with many small teleportation gates leading there.”

“Are you sure that’s an advantage?

The next wave of retaliation or the second Plane War is highly likely to start there.

You’ve basically identified a falling housing market scenario.”

“Speaking of housing markets…

Should we try speculating in real estate?”

“Haven’t you suffered enough from housing prices personally?

Brothers, beat him up!”

“No, seriously, there’s execution potential here.

We could set up refugee camps and charge the refugees rent—not in cash, but as labor to pay interest, and later they can repay the loans outright.”

“Um, are you planning to crib the safe district concept, using housing to trap their benefits?”

“It might be worth trying.

This isn’t about small-time profits, but if our aid is entirely unpaid, those people could be incredibly difficult to manage.

If they owed us money, they’d behave better…”

In some sense, the Rebirth Business Group is indeed a haven for talent—even an old stager like Lu Ping’an has to admit how outlandish they are.

But from another perspective, they’ve truly formulated a full-fledged strategy—a strategy to ensure the survival of as many people as possible, while minimizing resource expenditure.