This article is from WeChat public account:Through Nitrogen (ID:weiwuhui_com) OF: Wei Wu Hui, from FIG title: Oriental IC
a
The founding partner of Whale Capital, Mr. Huang Wei, has a regular activity called “Whale Watching Class”, which is arranged on a certain night of the week to invite a person with certain achievements to close the door and speak for a long time. In more than three hours, the audience is not very wide, very small range of activities.
This time he invited Liang Ning. If you don’t know Liang Ning’s name, I guess you probably read “A Past Event on Domestic Chips and Operating Systems”, which is a blast that creates 80 million readings across the network.
Liang Ning has the title of talented woman in Zhongguancun, and his resume is also very rich. In the early years, I worked in Lenovo. Later, I was in Tencent for a while. Now I have a product instructor at Lakeside University, and I am a consultant to Baidu. BAT has given her everything.
Liang Ning shared a lot of content, and one of them has a lot of inspiration. I feel that with her close relationship with Lei Jun, the latter must have heard her say this and it will be inspiring.
This should be one of the reasons why Xiaomi has changed this (large-scale adjustment of organizational structure).
二
In Liang Ning’s view, an excellent organization has three fulcrums, as shown below:
(KPI, System Justice, Employee Security)
KPI is well understood, and almost all companies have KPI settings.
KPIs are goal-oriented and result-oriented.
When I was studying communication, I had a “organizational communication study”.”The KPI is basically similar to Taylor’s scientific management.
After going deep into the essence of KPI, you will find that KPIs are actually push-type and dynamic.
Employees are driven by KPIs for certain reasons—such as fear of being fired or wishing to be promoted to raise jobs—to get the job done.
KPI, which is biased towards the scientific management model, is very suitable for assembly plants, but for companies that need innovation, KPIs are not, but not enough.
three
Systematic justice, that is, within the organization, from top to bottom, believe in some ideas.
When it comes to arguments, the idea of meeting this idea is easy to win.
Yes, you might say, corporate values.
Liang Ning also used three words of values.
But I don’t like the word very much. The word is too big to be. Moreover, it is hard to say that there is a relationship between human values and the values of business organizations.
Steve Jobs, Zuckerberg, their personal values are not even as good as an ordinary person. But this does not prevent Apple and Facebook from becoming good companies.
I prefer to understand this kind of thing as an organizational pursuit. There is a word in English called mission. It can also be understood as the organization’s preference for the solution to the problem, which you can understand as a path.
In English, legitimacy is a good word that can be translated as legitimacy or translated into legitimacy. Or reasonable, orthodox, and so on. Therefore, Liang Ning’s invention, I ventured into: system legitimacy.
For example, Tencent has a famous word inside it called “user experience.”
In any kind of debate, the user experience of these four words, there is a big win (because it is just ^_^). The bigger the controversy – such as having been arguing with Ma Huateng, or the whole company and even the whole world knowing all the way – standing on the side of the user experience, the bigger the win.
SystemJustice requires employee identification. People who cannot agree will be cleaned out of the organization.
So Ma Yun will say that if the employees with excellent performance are not good, the values are not matched and they are not suitable for staying in Ali.
Why should we emphasize system justice?
four
When you fully agree with the systematic justice of the organization, you will take the initiative to do things.
For example, a certain detail of a product is not too much to take care of the user experience. If the organization focuses on the user experience, you will optimize it “actively.” This has nothing to do with the KPI.
The bigger the organization, the more systematic justice is needed. Because the top leaders of large organizations don’t notice the details, it’s hard to have KPIs.
Even from a utilitarian point of view, a small employee repairs a small detail because it conforms to system justice. This may be noticed by the top, even if it is not promoted, leaving a “our person”. The impression is a good result.
If KPIs focus on “things,” system justice focuses on “people” – the human heart.
So, good organizations have a sense of religion, which is generally good.
System justice is part of the corporate culture, but not exactly equal to corporate culture.
Because of KPI and system justice, there is still a serious problem: small team thinking, innovation is unsustainable.
KPI is goal-oriented, and system justice is path dependent. Only these two fulcrums, companies are hard to count as a good company.
five
Liang Ning provides the third fulcrum: employee safety.
There is a paragraph that can be annotated for this statement.
It is said that Zhang Xiaolong was promoted to Tencent’s SVP after the WeChat fire, and he will attend the president’s meeting in Shenzhen as usual. However, Zhang Xiaolong did not want to run from Guangzhou to Shenzhen, and he did not want to participate. Ma Huateng was anxious and said that I would send a car to pick you up every time.
This paragraph actually illustrates one thing: Zhang Xiaolong’s sense of security is superStrong.
There is a strong sense of security for two reasons. One is confident enough to think that you are capable. One is the boss’s tolerance, allowing employees to do something small.
Employees with a lack of security may try their best to complete the KPI and act actively with the approval of the system justice. But they don’t overstep, but act on the organization’s established track.
But the security staff will show the thorny side. Inside the organization, innovation is usually initiated by a strong sense of security. Because ta is not afraid of making mistakes.
An organization, the strongest sense of security is the founder. Because in most cases, ta is not worried about being kicked out, so dare to take the lead in doing some innovations that may fail. Most professional managers are not as secure as they are. Fear of demotion, salary reduction and even unemployment is a very normal state of mind.
Building a sense of security for employees—or allowing mistakes—is a must-have factor in a corporate culture of a good organization.
This is also related to the human heart.
six
Xiaomi has greatly adjusted the organizational structure, and one thing is obvious: to make room for young people. The newly established ten business lines, half of which are responsible for the 80s. The management of the entire company is also dominated by the 80s.
But this is nothing. After an organization vigorously promoted 80, it was no longer news, and more after the promotion of 90. Xiaomi’s structural adjustment, I am more interested in the “Organization Department” this new department directly reporting to Lei Jun.
This adjustment has comprehensively strengthened the functions of the Group’s headquarters, strengthened the company’s value inheritance and organization, enhanced organizational efficiency and vitality, strengthened the company’s talent echelon construction, and explored more young talents and given more opportunities for improvement. At the same time, the related business is sorted out to make the organizational structure more reasonable and the team more combative.
In my opinion, the second paragraph at the beginning of this email for all employees is almost paving the way for the establishment of the Organization Department.
Most companies have HR departments. Xiaomi’s organization department should have HR responsibilities, but it is not exactly the same as HR, because it focuses on the recruitment of middle and high-level management cadres.Promotion, training and assessment incentives, as well as organizational structure design and preparation approval for each department.
In other words, the main work of the organization department is the cadre (manager) instead of ordinary employees.
The management team of Xiaomi was in the post-80s, which means that quite a lot of middle-level and backbone are not the old employees of Lei Jun’s old department. And light has business ability, light has the ability to kill, Lei Jun is obviously not satisfied.
I have enough reason to believe that Lei Ning knows the three fulcrums that Liang Ning wants to come out. I also have enough reason to believe that Lei Jun has paid more attention to people than the business. Because the business is made by people.
The mission of the organization department, in addition to staring at the KPIs of the team leaders, I would rather value them whether they have the system justice to act actively, and at the same time, create a sense of security for them to stimulate innovation.
For Xiaomi, the manufacture and sale of mobile phones is a mature business. It is no longer a booster for the rapid growth of Xiaomi. Xiaomi needs a second growth curve, and the beauty of this curve is actually difficult to drive with KPI.
The core is the heart.
七
Let’s leave a question last.
What is the systematic justice of Xiaomi?
My answer is: price/performance. That is what Lei Jun calls “good roads.”
What do you think?
This article is from WeChat public account: pull nitrogen current (ID: weiwuhui_com) , author: Wei Wu Hui