First, "organizational structure" is a real perspective, which can reflect the real thoughts and will of entrepreneurs.
Many times, the information we get comes from the media, financial reports and corporate public relations departments. For example, an enterprise puts a certain business at an important strategic height or carries out a major reform strategy. It is difficult for us to judge and verify whether the enterprise will actually implement these strategies in the end, but the organizational structure serves the actual operation of the company. It is a mirror of the company's operation and will not lie. If a company attaches great importance to a new business, then the organizational structure will reflect the degree of attention of the company. The enterprise will give the business department sufficient resources and support (including manpower, financial resources and technology), and appoint trustworthy core figures in important positions of the business and fully authorize them. For another example, if an enterprise claims to carry out major transformation or business innovation, but the business department, personnel arrangement and assessment management mechanism have not changed substantially, it means that the information released by the enterprise is not worthy of full trust. From the perspective of investment, organizational structure is a very valuable perspective with very high information authenticity.
Second, different governance cultures reflect different thinking patterns of leaders.
We find that there are great differences in the governance culture of the four enterprises, which are mainly determined by three factors: 1) leader style, 2) industry characteristics, and 3) enterprise scale and development stage. As Munger said, most investors in the market rely on a single mode of thinking, but these Internet giants respectively embody different top-level thinking modes of leaders:
1) Ali's governance embodies the thinking mode of "politics": Ali is an elite organization with innovation as its core. In order to maintain the ability of innovation forever, Ali has established a fierce competition mechanism and created a "winning culture", which is also an important reason for Ali's self-upgrading. In addition, Ali's business system is huge, and its important management challenges include cultivating successors and preventing internal corruption. So Ali needs to find a balance between decentralization and centralization, which embodies many concepts of political science.
3) JD。 The governance of COM embodies the thinking mode of "military science": retail is a traditional industry, and its core competitiveness lies in execution (not innovation). Therefore, full of Liu's "iron fist governance" color, the enterprise is more like an army, the power system is strict, and the reward and punishment assessment mechanism is designed very accurately.
4) The organization of the comment by the US delegation is still undergoing drastic changes, and the thinking mode of "game theory" is more reflected in its development process.
Third, business model innovation promotes management mechanism innovation: president responsibility system, professional manager system, class Committee system, management training system and partner system.
Senior management: partnership system and president responsibility system.
We find that hiring "professional managers" with high salary is no longer the first choice for top enterprises. Ma Yun rarely uses professional managers, but the professional managers hired by JD.COM before listing and Meituan Review introduced the best people in the industry when they expanded their new business, and the subsequent turnover rate was also high. In order to break the simple employment mode, Ali adopted the "partner system" at the beginning of his business, and the earliest co-entrepreneurs formed "18 arhat". As long as the latecomers have made great contributions to Ali, they will also become partners and enjoy the fruits of the group's success for a long time. Ali's innovative business (such as entertainment and rookie) adopts the "president responsibility system" more. Many Xiaomi executives come from closely related companies. In addition, the rice company has a wide range of equity incentives and highly unified interests.
With the development of enterprises, new management challenges come from finding successors. Ali Yu Yongfu initiated the "class Committee system", which is suitable for training successors in mature departments. Ali's retail business and Meituan's takeaway business all adopt the "class Committee system". The middle and senior managers of JD.COM Retail Group mainly come from internally trained Guan Peisheng.
Guan Peisheng's advantage is that he is more loyal to the enterprise, and the advantage of the class Committee system is that he can absorb young foreign backbones.
Grass-roots departments: partnership system
For grass-roots departments with more people (such as logistics and distribution departments and local sales departments), early enterprises generally promote/eliminate grass-roots employees based on performance appraisal, such as JD.COM Jiugongge assessment and Meituan PIP plan, and finally eliminate departmental employees. In recent years, all walks of life have carried out management innovation of "partner system" in grass-roots departments. Examples of the partner system, such as open joining, can reduce the number of employees and operational losses, and can also more effectively mobilize the sense of ownership of the front desk, such as the big BOSS of Jingdong Logistics Open Partner Program.
Fourth, external competition has intensified. Ali, JD.COM and other enterprises have successively carried out the transformation of "small front desk, large and medium platform"
Zhang Yong put forward the concept of "large, medium and small front desk" in the internal letter of Ali Group on 20 15. At that time, Ali had been divided into 25 business divisions. Zhang Yong pointed out that the small front desk is to adapt to the rapidly changing market, and the large and medium-sized front desk is to integrate the resources of the whole group and form a strong support for the front desk business. Huawei also put forward the theory of "large platform artillery supporting elite operations" very early.
The theory of "small front desk, big middle platform" comes from the operational theory of the US military. In World War II, the U.S. military took the "army" as the unit, Vietnam took the "battalion" as the unit, and the Middle East war took the small class platoon with less than 1 1 as the unit. The U.S. military dares to send teams to the front because there is a strong missile intelligence system in the middle and backstage. But in most cases, the background resources can't be effectively used by the foreground, and the update iteration is slow. The existence of "middle desk" is to refine the demand of each front desk, make the background products into standardized components for the front desk departments to use, and at the same time, it serves as a quick record of matching the front and back desks as a "speed-changing gear", so that the product update iteration is more flexible, the business is more agile, and "repeated wheel building" is reduced.
Liu also put forward the management theory of "building block organization" on 20 18, and based on this theory, made great changes to the organizational structure of the three major groups. The three groups are reorganized into "front desk, middle desk and background", in which the front desk sets small BU according to the scene or customer type, and the function of the middle desk is to make "standardized and unified interface building block products". The headquarters has also delegated more rights to the front-line departments, including setting up a big boss partner mechanism in the logistics group.
Similarly, Yonghui Group also carried out the transformation of large, medium and Taiwan on 20 18. The original two business clusters merged, and the purchasing, finance and human resources merged, which strengthened the ability and reduced the cost of the middle and back offices. The new retail format at the front desk still implements the partnership interest system, fully mobilizing the enthusiasm of the front desk posts.
Verb (abbreviation of verb) The influence of capital and culture on the implementation strategy of enterprises
The organizational structure serves the strategic objectives of the enterprise in the current period. For example, the most important strategic goal in the early stage of enterprise development is growth, and the flat structure is the easiest to grow at a high speed. If an enterprise needs to accomplish an important strategic goal, it will generally adjust or reorganize a specific department as the main body of implementing the strategy. For most enterprises, it is very difficult to adhere to the five-year plan, but Ali and Xiaomi put forward and successfully implemented the ultra-long-term plan of 10:
Ali: In 2007, Ma Yun put forward the "Big Taobao Strategy", and GMV will surpass Wal-Mart within 10. In 20 17, the scale of Wal-Mart/Ali was 3.3/4.6 trillion RMB respectively, and the strategic goal of 10 was successfully achieved.
Lei Jun formulated the Internet of Things strategy at the beginning of his business, and built a monopoly platform for the Internet of Things, thus achieving the goal of turning the corner beyond the Internet Big Three. At present, Xiaomi's AIoT strategy has achieved remarkable results, and the number of terminal hardware has exceeded 100 million, and this strategy is still deepening.
Xiaomi and Ali can successfully implement the long-term strategy, which is the result of multiple factors * * * of "time, place and people", but we find that capital and culture may have an important impact on the long-term strategy implementation of the enterprise:
Enterprises with independent capital have a greater probability of long-term strategy landing. Xiaomi Group is a good case. Through the pre-sale mode of mobile phones, we will strictly control and understand the risk of supply chain funds, achieve rapid growth in scale in a good cash flow state, and have surplus funds to invest in the layout.
Empowerment is more conducive to innovation. When Ali develops important innovative businesses, he will repeatedly authorize the responsible executives. For example, the three presidents during the "Big Taobao" period were fully responsible for exploring three new models (Taobao, Tmall and Ceramic Art). Xiaomi Company generally implements a flat and authorized management culture.
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