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So, if there are any management secrets since the establishment of the byte, it can only be a “short check” called “growth” that has made employees forge ahead. Fortunately, the most important checks are Was cashed. There is a saying in competitive sports that the main idea is that victory can cover up all locker room contradictions-yes, who knowsHow about the management of Dow bytes? They have never really been shown ( Strong management exchange benefits ), because it is not necessary.

# This article is a cut-down version of the byte-beating OKR application analysis, Original About 11,000 words, published in Tiger Sniff Pro Member-Deep Case on October 29, 2019, join now Tiger Pro member , unlock the full text #

Why byte skipping and how to use OKR?

“Father of Modern Scientific Management” Frederick Winslow Taylor ( “Taylor” ) “Principle” advocates distinguishing managers from non-managers:

Managers need to plan and implement tasks in advance, telling employees what each task is to do, how to do it, and when to complete it.

Non-managers need to eliminate all false, slow and useless actions and complete tasks step by step.

The move that made Taylor’s theory become substantive occurred on the Ford production line. The production process of the Ford Model T was broken down into 84 steps and the chassis assembly process was reduced from 12 hours and 30 minutes to 2 hours and 40 minutes.

Taylor’s theory has influenced so far, but the operation of this set of management ideas is based on the premise of “depriving” employees of thinking ability and subjective initiative. Conversely, employees’ incompetence requires managementManagers must be omniscient and omnipotent.

Obviously, no manager can do it. Unless the market environment is extremely friendly, there is little competition. Ford was the lucky one at that particular point in time.

Early managers make decisions that have nothing to do with real market needs ( In fact the same today ), such as Ford during the period 1913-1918 It sold the largest number of black T-model cars in the United States, but not because the owner liked it, but because the black paint dries quickly and can be listed on the market the first time. With the market competition intensifying, Ford’s scenery is no longer.

Ford, who lost the trust in the market, then made a fuss about employees’ wages. They reduced the piece rate of piecework or extended the length of work, causing workers to strike. This is probably the first strike in KPIs in history.

In the description of OKR, KPI is often used as a negative teaching material. Byte is no exception. They believe that KPIs are often based on the pursuit of fixed indicators and mandatory results, and are strongly linked to employee performance. The most annoying thing is that once managers make decisions that violate market rules, not only can employees not use their expertise, they also pay for the wrong decisions.

(Picture Source: Byte Beat)

In fact, KPIs can often be the most effective for those positions that do not rely on employee creativity or poor interaction-for example, the post-cooker position in the catering industry, which only needs to ensure the production rate and stability. The front office service positions are not suitable for KPI assessment due to long-term dealings with customers and great randomness.

Since the establishment of BYTE, we have continued to expand new business to expand the market size. This is why we say BYTE has no time to manage. BYTE is not a company staying in a single business. They naturally have no inherent experience. It can be copied and then executed. This constitutes the first premise for bytes to use OKR.

The second premise of

bytes to use OKR is business attributes. Every byte of business is directly oriented to C-side users. Even the 2B-oriented Fei Shu, its functional design fully considers the C-side user experience. 2B business often has a high degree of standardization, and 2C business faces various uncertainties. Before a product goes on the market, it needs repeated internal testing and polishing to collect user opinions, and iterative versions continue to be required after listing. It can be said that all business decisions in the operation cycle of a 2C product cannot be completely made by the manager. A more reasonable method is to give part of the decision-making power to the front-line employees who can hear the sound of gunfire.

This is a key for BYR’s natural application of OKR. They have opened so many C-end product channels in the past few years. The requirement for mastering all these products has far exceeded Zhang Yiming and the BYD management team. Beyond the scope of their capabilities, they rely more on mid- and lower-level employees in their business decisions.

“Don’t hire smart people and tell them what to do; instead, let them tell us what to do.”-Steve Jobs

“Compared with the Organization Center, innovation is usually more likely to occur on the edge of the organization.”-Paul Graham

(Picture source: byte beating)

Although the ordinary employees of BYTE cannot be compared with the management in terms of the importance of responsibility, the right of both parties to exert their talents in their respective positions is equal. OKR is the basis for building equality ( as shown above ). OKR has found a middle ground in the blueprint and reality, a middle ground where the company determines the general direction, mobilizes resources, and employees act independently to obtain corresponding returns.

Therefore, within the byte, the formulation of OKR follows the “top-down” and “bottom-up” approaches ( In fact, this is also OKR Ground rules ).

“Top-down” applies to macro types of O ( objective, that is, goals )-such as bytes 2017 decided to layout short In the video field ( This is the company’s strategic O ), today’s headline hatches the tremolo volcano version, or the tremolo hatching clip ( This is a team business development class O ). Under the “top-down” approach, companies and business team members can understand and undertake the total O level by level, forming their own small O.

“Bottom-up” applies to micro-type O, assuming Douyin decides to increase daily activity and user duration ( This is a specific business strategy O ). Then in the “bottom-up” approach, general members of the business team can initiate the formulation of the O, and then the head of the department uniformly selects, identifies, and summarizes the O of the subordinates to form their own O.

It is worth noting that the bytes follow the basic rules of OKR, that is, “in the bottom-up approach, the superior OKR cannot simply be a summary of the subordinate OKRs, and the superior should ensure that the team’s important and most concerned matters appear to itself. OKR. “ This shows that byte is more focused on the ability of waist management. Generally speaking, the quality of waist management determines the long-term development of a company.

When a company strategy is announced, there are three ways in which bytes can accept the total O, the order is as follows:

The first type is decomposed undertaking. At this time, the superior O often involves the description of multiple dimensions. For example, the superior O is to “improve the market competitiveness and share of XX products”, which requires products, markets, sales, and manpower to provide at the same time. support. At this time, the person in charge of the corresponding business / functional department can decompose the superior O according to his corresponding scope of responsibility to form his own department O;

The second type is conversion type. If the superior KR ( Key Results, “The key result “) directly corresponds to the scope of responsibility of the subordinate, so the subordinate O can switch from the superior KR, and then define the corresponding KR ( as shown below );

The third is direct acceptance. This method is suitable for the O of the superior to overlap with the scope of responsibility of the subordinate. When the subordinate fills in the O, he can directly reference the O of the superior

(Source: Byte Beat Virtual Case Show)

In general, the second and third conversion methods mostly occur at the micro type O, and the description methods are more precise and single. For example, “ Accelerate product feedback collection and iteration speed ” . The first conversion method is based on the macro type O.

OKR is tracking the target, and the result of changing the KPI is oriented to the top. Of course, it is not that the result is not important, but the result is often a complicated product of many factors including market environment, rival competition, and resource input. Therefore, in addition to the benefits, we must attach importance to multiple key results ( 【字How do you rate employees’ work results? Want to know more about OKR’s detailed research on byte beating, you can view the exclusive 11,000 words of members Original ]

The relationship between corporate culture and OKR

In last year’s interview with internal employees of Tiger Sniff Pro, they acknowledged the fact that byte’s corporate culture was born before OKR. An employee who had joined before 2017 said that he didn’t know what OKR was when he first entered bytes, but he adapted quickly.

Byte’s corporate culture is highly consistent with the behavior advocated by OKR. The following is the contrast between the two. The left is byte culture-they call it “byte fan”, and the right is OKR’s advocate behavior: < / p>

Pursuing the ultimate——pursuing difficult goals

Be pragmatic-set goals from the bottom up

Openness and modesty——collaboration with others

Frankness and clarity-keep information flowing fast and transparent to each other

Always start a business-no boundaries, independent thinking

(Editor’s Note: On March 11, Byte added a new corporate culture called “Diversity and Compatibility” based on the global layout, this item is not in Within the scope of this article)

Any corporate culture comes from the company’s own refinement, summary and generalization of past consistent good actions. As the British philosopher John Locke said, “I think human behavior is the best translator of thought.”

In turn, the corporate culture will further strengthen or imply a code of conduct across the enterprise. “Gene theory” has been a hot topic in the field of business management in recent years, and I am afraid it has nothing to do with corporate culture.

Byte has absorbed a large number of people from various fields and positions in the past few years. Therefore, BYTE needs to take measures to ensure that the original culture is not destroyed, and allow new employees to quickly integrate into this culture. Therefore, the first thing that BYTE does is to cancel the job ID. This is done to avoid the breeding of the atmosphere of the funded generation. They like to use a case to explain this. In internal cross-departmental cooperation, it is often until the end that one party does not know that the other party is an intern ( Bytes require everyone to call their names ).

In addition, they also eliminated the concept of ranks and levels-at least it is difficult to detect at work. It is the most common practice to downplay or even keep silent about titles. Post titles appearing in press releases are said to be prepared temporarily for those attending the event. Once the event is over, these people will return to a state without titles. Xie Xin also said this when attending the QCon conference in 2015, “In fact, no one in the company knows what titles they are with each other. We don’t think this is important. Knowing it will delay things.”

Adjusting the organizational structure is another addition to byte-enhanced equality. Of course, this design also takes into account the smoothness of the flow of information and creativity. Byte Beat does not use the business unit compilation, but builds a middle stage based on user growth, technology, and commercialization departments, forming a network structure of “you have me, you have me”. This expression may be more like a form between the organizational structure of Google and Facebook ( as shown below ).

(Photo by: Manu Cornet)

In the office area and leisure area of ​​BYTE, they have what they call “BYTE”, which employees can hear when they eat in the cafeteria, can see when they look up in the tea room, and summarize their work ( Every bi-monthly optimization / comment OKR ) can be used to make employees become loyal fans of corporate culture. There is no trick, we must tirelessly repeat it.

Byte likes to enable young people very much. Their average age of 50,000 is only 28 years old, and the project leaders of vibrato and flashes are all post-90s. Young people are more likely to be shaped. They may need to be cultivated in business literacy, but the cleanliness of entering the society is more valued. p>

The founder’s temperament is highly consistent with the concept of OKR

Zhang Yiming’s main achievement is to establish the tone of “byte fan” and to recruit talents in this way. This statement can be confirmed from the management team of BYTE’s corporate culture. “Internally, the company culture born before OKR was summarized by the members who participated in founding BYTE.” The other party said.

In 2005, Zhang Yiming, a university graduate, joined Cool News and it took only one year to be promoted from a general engineer to a supervisor who manages all back-end technology and some product work. Many years later, when he evaluated this experience, Zhang Yiming thought he had done a few things right:

When I work, I don’t distinguish between what I should do and what I shouldn’t. After I finish my work, I will do most of my colleagues’ problems as long as they can help solve them.

For the first two years of work, I went home at 12 o’clock every day, and it was very late after I got home. It’s really because of the interest, not the company’s request.

I am in charge of technology, but when I have a problem with the product, I will also actively participate in discussions and think about product solutions ( Including going out with the sales order < / span>). Many people say that this is not something I should do. But I want to say: hope that the motivation to do things well will drive you to do more things.

In the above description, basically every item can find 1-2 similarities with OKR’s claims. Zhang Yiming’s several startups / entrepreneurial experiences after leaving Kuxun gave him enough experience to precipitate these traits, which in turn helped Zhang Yiming identify like-minded people. For example, His experience as a product director in the Cool News period actively asked him to meet with the sales director to meet customers, which he regarded as “laying the foundation for today’s headlines to recruit sales talent.”

The translation of the two “singing words”, “Striving for Miracles” and “Delaying Satisfaction”, is the “pursuit of difficult goals” advocated by OKR. There is no essential difference between the three.

Source code Cao Yi said that Zhang Yiming will devote all his resources, energy and miracles to what he must win. ( Source: People Magazine )

Zhang Yiming’s AngelInvestor Liu Jun said that Zhang Yiming’s thought was 100, and he would only report 80 for investors, but in fact, the final result was often 120 or even 150. ( Source: Catchers )

Huang He, head of early product headlines today, said that Zhang Yiming dared to set very high goals, and Toutiao’s annual revenue targets were very high, and even when the base was already very large, he dared to set a few times higher goals. Zhang Yiming’s vision and goals are very big, so he pushes everyone to work extremely hard. ( Source: Zuo Lin You Tan )

Once the “high target” is identified, the byte will often attack with full force. The insider of the byte told Tiger Sniff, “We are not saying ( Money and resources ) If you do n’t do it enough, we must try our best to satisfy it, recruit people to do it, and do n’t do anything else at this stage until the right people are recruited.

[With reference to the pulsating growth trajectory, which businesses are suitable for the use of OKR to promote in the initial stage of creation? What other key qualities of Zhang Yiming are worth noting? Join Tiger Sniff Pro to view the 11,000 words exclusive to members Original ]

Values, high growth, controversy

Zhang Yiming has shown a value tendency in most previous interviews, similar to “I don’t necessarily have a connection between doing good things and being a good person.”

He doesn’t consider Byte to be a company that excels at bringing clear claims to users. Compared to clear byte values, Zhang Yiming is more willing to say that the vision of bytes is “more information reaches users faster and faster” ( 2014, Source: Tencent Technology ), or if there are real values, it is “improving distribution efficiency and meeting users’ information needs” ( 2016(Source: Financial Journal ).

If you look at it for a while, you will find that the word “value” is basically not mentioned in the official communication of Byte. Their official account “Byte Faner” on WeChat’s byte-beating culture is more commonly used in terms of “working methods” and “working culture” —not even the “corporate culture” we frequently mentioned in the previous article.

This expression of “heavy individual, light collective”, It makes byte and most Chinese companies of this size are different, the latter is generally quite emphasized Collectiveness and execution force bring invisible pressure. But BYTE’s employees look relaxed and personal.

What is the relationship between values ​​and corporate management? According to Peter Drucker’s definition, management is the process of “defining the organizational mission and then motivating and organizing human resources to achieve the mission”.

Drucker also cited the Nazi government as a negative teaching material for management in his book “The Doomsday of the Economic Man” to illustrate the need for good management. He believes that “management can only do good, not evil.” In other words, management requires values.

Values ​​are the compass when companies face choices.

Tiger Pro believes that the subtle state of values ​​in bytes since its inception is the root cause of the company’s continued high-speed growth, but how much it has been plagued by public opinion on its products.

“Making information flow more efficient” has a very deep extensibility, and its positive significance is visible to the naked eye, as Liu Jun, the headline angel investor, said in an interview with Catcher, creating printing presses and televisions to make information Getting free circulation is a value in itself.

Can you go down or go up? Zhang Yiming did not make clear the significance of bytes doing this ( what ), and lower-dimensional strategies ( how ), eventually evolved Become a way of working-remember we introduced the OKR concept that fits with Zhang Yiming and even byte-by-byte work? That was no accident.

The “more efficient flow of information” is becoming more and more important. Guiding everything will bring hidden dangers, which means that law can do nothing. Such a detailed study, I am afraid, is exactly the root cause of the breakup of the old shareholder Sina Weibo.

This is reminiscent of Zhang Yiming ’s Coase ’s Law-like business expansion logic. Coase ’s Law essentially encourages the handing of resources to the person who can maximize its value, regardless of whether the person has resources at first .

It seems that this is a behavior that brings gains to society as a whole, but Coase’s Law is prone to moral flaws in actual implementation. Byte took the investment of Sina Weibo, and then grabbed the public content of Weibo as the feed for the headlines of today to realize the vision of making information flow more efficiently. From the legal point of view, there seems to be no big problem, but what about the moral aspect?

In the past eight years, while bytes have made remarkable achievements in promoting the efficient flow of information, they have also created a yoke for themselves. For example, the media sued today ’s headline infringement and vulgar content … These look like Value judgments and moral trials imposed on the bytes by the outside world are not necessarily complete. The root of all problems lies in the hands of bytes. If Zhang Yiming does not exercise the power to define values, then someone will help him.

Will Zhang Yiming finally exercise his power? Perhaps more important than this problem is how to exercise power without affecting the rapid growth of bytes.

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