Customer needs will always exist, and everyone will play different roles around this. You have your own value tree. If you put your personal value on the whole tree, then individuals have the power to resist organizational change and uncertainty.
Before taking notes, please think about:
Do you have your own value tree?
How to be worthy of both superiors and subordinates?
How to be worthy of the boss and the employees?
People will feel weak in organizational skills. Why?
What is the root cause behind Ali's organizational problems?
Innovation is outside the industry. Which companies is Ali learning from?
What are the performance management challenges and solutions that Ali faces?
First, uncertainty, the normal state of Ali organization
The post adjustment of Tonglu Conference and Organization Department has a great influence on me. I am responsible for improving the performance system of the group, which is related to performance.
201February 14- 18, Tonglu meeting was held. Today, HR and business leaders of the top 40 Alibaba Group attended. The meeting lasted for four days and was very difficult. After the end, everyone is like a flying bird.
We discussed Ali's organization and culture, current problems and four future solutions. At that time, we felt very happy and felt that these four plans could at least lead Ali HR forward 10 years.
So what are the four proposed solutions?
First, the performance system should be reformed;
At that time, some superficial phenomena of Ali problem included frequent company forums, employee turnover, and Ali culture being criticized. Finally, the solution is to reform the performance system.
The second is ecological construction;
Many of Ali's businesses have become truly platformized, and a policy, like a macroeconomic regulation, will bring the whole chain reaction. But Ali is still an enterprise, and the young employees who manage this enterprise will have a clean government, so how to manage a small society from the enterprise requires ecological construction.
Third, cultural review;
Alibaba's values and culture really need to be re-examined in connotation and expression.
Fourth, HR capability upgrade.
Prior to this, the HR model was more based on policy interpretation and defending values, and the understanding of values was not fundamental and in-depth. The definition of "a good HR" is still immersed in the management and warm care of "little cotton-padded jacket", but there is no way to stand on the judgment and diagnosis of the organization.
Things in these four directions have their own leaders to take back.
In April of 20 12, another important thing happened: the organization department was going to rotate posts.
20 12 years, the organization department has about 300 people. Later, 22 people actually took turns, which was about 10%. You didn't ask everyone's permission in advance, but your phone was turned off after you signed up, so you couldn't choose where to go.
The occurrence of such a major event is not decided by Mr. Ma Yun himself, but can only be finalized after various discussions (both the business department and HR will participate in the discussion). Taobao department will take away the D (direct) of four core presidents in one breath, including eight people in business, HR and legal affairs. This transfer has brought great harm to the original organization.
What do I want to express by giving these two examples?
This is a normal state in Ali, and we are always embracing change and uncertainty. When we went through it, we didn't know why, and the management felt the same way. What kind of turmoil will the following employees have?
Second, the performance management challenges faced by Ali and the solutions behind them
After I transferred to the group, the core is to do performance reform.
Looking back at 20 16, we can see how the road to performance came.
We made a one-to-one or one-to-many interview interactive questionnaire for about 2000 people.
Finally, the feelings summarized include (although there are some dialects, today we can clearly see the meaning vividly expressed behind and the essence touched):
1, "I just wanted to eat meat when it was taken away."
What I did was about to bear fruit, and I was immediately changed. If it happens two or three times, it is conceivable that who will dare to do the immediate thing more seriously in the future, because when I may not be allowed to do it, it may be intentional adjustment from the organizational level, but there will be such problems from the personal level);
2. "My shoulder was stepped on and improved."
(it means that the job changes, sometimes because of changes in people, sometimes because of events. This is what the P8 product manager said. At that time, he was working on a major product project, and completed research, customer interviews, prototype design, production and other stages in the early stage. But because the company had more important business at that time, the whole team was removed and taken over by another team. Because the product was very popular at that time, the team got very good results. In fact, there are many such things).
3. "The boss can't even protect himself. Who cares if I stay?"
The context behind this sentence is: in this turbulent environment, maybe I won't stay in this project for long, so I can always follow the right person, right? We used to say that doing the right thing is not only doing the right thing for people, but also doing great harm to the organization. However, even the boss doesn't know if he will stay, and he may be attacked suddenly. Although there are considerations, personal efforts, planning and confidence can easily be changed by the overall environment. Therefore, it is particularly important to have a strong mentality or go with the flow.
Later I came to the conclusion that people feel powerless in the organization. What is the reason behind it? I am also thinking about how to connect individuals and organizations. After the discussion, a very clear relationship appeared: reporting the relationship and connecting everyone with the structure. Because you are the superior, I want to report to you.
I caught several employees interviewing and heard them tell me that they all agreed with the above, but immediately after returning to the team, he was worried that the team would be torn down. Will this affect his subsequent work and life? In fact, it often looks beautiful above, but below, the employee is more concerned about what will happen to him personally. Of course, this is not all. We see that Ali is still a very healthy organization. When a healthy organization wants to be better, it will come into contact with these problems.
So what is the root of the problem?
The essence of the problem is that the organizational model is out of touch with the business model.
Ali is a typical platform-based business, with buyers and sellers on it. Ali provides a platform for both Taoke and Alibaba Cloud. Ali is like an administrator on the platform, giving policies, schemes and preferences, so that players participating in the ecosystem can play games in a way that maximizes their own interests. Ali's business is a typical form of Internet business. With the constant adjustment of users, environment and future orientation, because we serve many sellers and buyers, they are interested in society.
Pay attention to men's attention:
For every company, introducing its organizational structure may be the clearest part in team building, but in Alibaba, it is the most difficult part to describe, on the one hand, because Alibaba's organizational system is always changing, on the other hand, because Alibaba is establishing a future-oriented organizational system, it is hard to say that this system has taken shape now.
Alibaba once put forward an idea: Internet companies must be round. The productivity of the Internet itself is a network economy, not a vertical economy. What can best promote the development of network economy is a networked and circular environment. This also coincides with the view of Drucker, a master of management. Drucker predicted in 1988 that due to the popularization of information technology, the management level of a typical large enterprise will be less than half of today's, and the management personnel will be less than today's 1/3. In such an enterprise, the work will be completed by an inter-departmental expert group, and coordination and control will rely more on the self-discipline of employees. More than 20 years later, Alibaba is moving towards such a company.
February 20 12, Ali made an adjustment and set up an organizational structure called "Seven Swords", which consists of seven groups. However, this system has only been running for less than a year. At the beginning of 20 13, Ma Yun announced by email that Alibaba would be split into 25 BUs. Although the later development can't be said to be satisfactory, Ali can be said to be an exploration of "managing the company with Internet ideas" by splitting himself.
Ceng Ming, Chairman of the Board of Directors of Alibaba Group, is one of the participants in this restructuring. In his view, Ali's vision for future management change can be divided into three levels: first, through relatively open, close and interactive communication, Ali has always maintained a strong understanding of his mission vision and culture (second, he has gradually matured his own work platform and finally found an Internet working mode with high frequency and deep interaction; Third, different organizational methods have evolved in this process. For example, internal employees may flow freely, someone may erect a flagpole to do one thing, which will attract more than a dozen people and there will be more small units in the company. Ceng Ming believes that as an Internet user, it is very important to have a high tolerance for uncertainty and dare to get out of control.
In Alibaba's development blueprint, the future is to operate this enterprise, not to manage it. Management is top-down, and operation means that everyone works together to turn the whole system around, making it more and more a "self-organization" with its own energy and cooperation methods. The traditional top-down organizational form is characterized by control and command, and the management tools are planning and budgeting. The future will gradually become an incentive, encouragement, direction and bottom-up way, from the so-called integration of resources to resource aggregation. Just like the sun in the Milky Way, the sun has its own satellite system, which has an internal energy to make them work better.
This is reflected in the organization that Ali is changing from the original pyramid structure to a more ecological organization. From a very certain world to a network and an uncertain world.
20 10 feels that if you continue to study in the e-commerce circle, you will encounter the bottleneck of self-learning. Innovation is outside the industry, and there are mountains outside the mountains. We want to learn from the development of other industries to see ourselves, so Ali held several issues of "Outside the Mountain, Innovation Outside the Industry". Go to Vanke to see how the house assets are productized. As a residential product, Vanke has done a good job in value of sales besides products and assets. We went to see BYD, which was born as a rechargeable battery. How did it develop into a new energy vehicle? It is to be a core competitiveness across borders, that is, "innovation outside the industry."
At 20 12, 20 13, I still want to learn something new. At that time, I was still in Taobao, and we found that the business form of Taobao was more and more like society, and more and more macro-economy was used to manage this business.
Our enterprise today is like a small society. How do we learn macroeconomic governance? So we went to the Singapore Development Board, Singapore Management Institute, Mayor Training Course, etc. Learn macro-control. This shows that when our business and organizational form have reached the ecological network structure, there will be more interrelationships among many elements, rather than vertically, and our organizational management model is still a relatively industrialized management model.
First of all, seek certainty (clear goals, plans, assessments, results identification and returns are all tied together with KPI, and the disadvantages we read from KPI are all phenomena).
I recognize this phenomenon. When our business presents a network platform, the transmission of our interests is still on the same line. When our organization is changing with the business, we are still pursuing organizational certainty; So employees don't know who to be with. If our KPI can be explained clearly, there will be no trouble, because the time, content and reporting relationship have changed.
So what is the constant? People need the greatest recognition and benefit. There are various deviations between the evaluation of organizations and individuals, which are reflected in unfairness, unsatisfactory performance and challenges to organizational culture.
The second basic challenge is being single. The superior decides me, and I decide the subordinate.
Later, we had a series of discussions and reforms. The most important point is how to transfer from bureaucratic organization to the relationship between the performance of team projects and individuals. As long as you put your performance on you, you won't mind what changes have taken place in the organization, because your performance at all times will be recorded.
Customer needs will always exist, and everyone will play different roles around this. You have your own value tree. If you put your personal value on the whole tree, then individuals have the power to resist organizational change and uncertainty. If a reasonable system based on personal value can be established, then the performance system will be innovated and changed, even fundamentally changed.
How to find the bearing point of personal value from the enterprise, create a new interest transfer relationship and make a breakthrough in performance is something we must think about. ;