Abstract
: In the era of mobile Internet, how to break the satiety state itself is a false proposition, but one should ask how to adjust the direction and find the right person. The mobile Internet speeds up the life cycle and iterative cycle of products. The simple one-room-duoduo App is only developed and developed through the MVP (Minimum Viable Product) method...
|
In the era of mobile Internet, how to break the satiety state itself is a false proposition, but one should ask how to adjust the direction and find the right person.
The mobile Internet has accelerated the life cycle and iteration cycle of products. The simple One Room Duoduo App is only developed, upgraded and iterated through MVP (Minimum Viable Product) method. It has achieved 280 billion yuan in turnover in 3 years, with a valuation of 10 billion RMB. Fangduoduo, which was born closely following the trend, completed the construction of an O2O platform for housing sales and purchases, and became a first-class Internet real estate integration service platform in China.
The Beaver Family, founded by Meng Xing, was given a valuation of 1 billion yuan by venture capital. This application, which focuses on manicure O2O, has been online for less than 8 months. Beaver's business model is extremely simple: provide a platform for manicurists, and then the manicurists provide customers with door-to-door nail services. At present, Beaver Home has attracted nearly 1,000 manicurists, and receives nearly 2,000 orders per day.
The Beaver family came from Meng Xing's thinking: Does O2O have to be "people go to service"? Why can't "service go to people"? So they decided to tear down the "shop" and free the craftsmen. He believes that the industrial revolution has brought "organization", and now, the mobile Internet is launching a "de-organization" revolution!
get out of satiety
At present, the market value of JD.com has exceeded 35.2 billion US dollars, and 40-year-old Liu Qiangdong ranks ninth on the Hurun Report with a wealth of 53 billion yuan. There are many keywords for Liu Qiangdong, such as gunpowder keg, pinch king, delivery boy and so on. Along the way, he never forgets the front line, and often plays the role of a delivery man, getting in touch with employees and customers, and realizing and creating together. Liu Qiangdong's attitude like a chicken blood and a wolf like a tiger has made JD.com keep catching up.
Looking at Jack Ma again, the richest man in China is "hidden and not retreating", and he is still expanding into new territories and territories. Perhaps, in the eyes of some people, he is a complete "ambitionist", from the Internet of Things to Internet finance, he wants to cover the sky with one hand. Whether it is Liu Qiangdong or Ma Yun, one nourishes in love and the other in "richest man", they should have been satisfied. What makes them continue to expand and gallop should be a sense of accomplishment. The sense of accomplishment will naturally turn the negative energy such as fatigue and running into nothing, and continue to rush forward.
Don't Microsoft and Nokia want to remain unbeaten at the top? Their fullness comes more from being out of touch with the times, and has long been unable to keep up with new rhythms, new tastes, and new demands. We should clearly understand that the feeling of fullness in big companies is definitely not from not wanting to move or eat, but from not knowing how to move or how to eat. So how to break the satiety state itself is a false proposition, but should ask how to adjust the direction and find the right person.
In this era, people are the business model. How to select, employ, and manage people, I have summarized 10 rules for organizational change in the mobile Internet era:
1. Choose only the right people
Picking only the right people means picking only the best and only those who follow trends. Xiaomi is now the third mobile phone company in the world, and Lei Jun spends 80% of his time finding the right person.
Netflix, an Internet nail company, also said that we only do things with "adults". They also say that the best benefit you can give your employees is to work with good people. Looking for talents who agree with the company's philosophy and culture, have the ability to actively integrate into the team, and at the same time follow the trend and strive for innovation, is the right talent.
2. Open your partner era
The reason why Xiaomi, Tencent, and Alibaba have grown into Internet companies with market capitalizations exceeding 10 billion US dollars and 100 billion US dollars one after another, looking back today, one thing in common is that they all have the most powerful partner teams. Creating a great partnership is not an ordinary skill, it should be regarded as a unique skill.
It is conceivable how many people Lei Jun met, talked about, and struggled with for this combination of partners. The challenge for all entrepreneurs is, in this era, are they willing to use a partner team to start a business? How to choose and abandon the partner candidates? Once selected, do you have the wisdom to operate this partnership?
3.管理者必然被领导者取代
这个时代的领导者必须同时具备管理和执行的能力，我们可以称之为“移动互联网时代的leader波粒二象性”，就像量子物理学中描述的光的特性，同时具有管理的波特性，和执行的粒子特性。
4.组织架构超级扁平化
传统企业组织架构像朝鲜人民军，创新企业组织架构像美国特种部队，在Kakao Talk这个拥有500多名员工的公司中，自上而下只有CEO、部长(职能部门负责人或项目组组长)、组员三个级别，组织被压到极扁。
5.“管理”被降维化
“管理和业务哪个更重要？”这根本就不应该是一个问题。把人员管理嵌入业务管理，把内部沟通融于外部沟通，把所有的管理、文化、价值观、视觉，都融于一件事：做出让用户尖叫的产品。产品成了引领、激励和衡量一切事务的方向标。
于是通常意义上的“管理”，消失了!
6.去他X的
小米是怎么做的?去KPI，去销售佣金，去绩效评估，只有两个本质目标：用户是否为新产品尖叫?用户是否愿意推荐给朋友?同时小米的管理层超级扁平化。合伙人都是“项目组负责人”，三个级别，不管多大腕都是工程师。
这股“去他x的”的组织变革之风同样蔓延到国企。新的东方卫视中心成立了三中心三部门，进行扁平化管理，150多个中层干部最后只保留了50个左右。管理团队彻底重组，原来频道的总监、副总监只有两个出路：离退休还剩3年的，全部不再担任管理岗位;剩下的让他们以独立制作人的身份和外部人员一起参加竞聘。
7.迷恋“精英小团队”
成立四年来，韩国版微信Kakao Talk共开发和推广了52款智能手机服务，但最终由一支四人团队完成了Kakao Talk开发，用时仅为两个月。WhatsApp创始人说：“打造一个伟大的公司，你只需要55个人就够了。”
8.不要让沉没成本束缚你
交往了五年的女友执意分手，还需要继续努力吗?一定要在自助餐厅吃回成本吗？什么是人力资源管理当中的沉没成本?在团队建设方面，一样有沉没成本的问题，那些让你失望的个别表现和离队的人就是沉没成本，那些默默奋斗一直追随的就是你的未来所在。坦然对待沉默成本，牢牢把握机会。
9.要么杰作，要么狗屎
乔布斯40%时间在用骂街的方式激发员工天赋。苹果之所以成为今天的苹果，少不了乔布斯暴君般拍桌子不讲道理式的刺激。
如果没有人在背后推一把，使你去逼迫自己，你永远不会知道自己的潜力。黎万强从雷军那接下小米手机米1的营销重任后，他做了一个3000万元的营销计划。但这个方案被雷军废了，“阿黎，你做MIUI的时候没花一分钱，做手机是不是也能这样?”在零预算的逼迫下，黎万强开发了“论坛+微博”的营销方式。结果?你懂的!
从乔布斯到雷军，他们营造“狼子野心”和“过于吝啬”的感觉，无非就是要向合伙人、向同事注入饥饿感。因为他们知道，只有饥饿感能最大限度地激发创造的热情，实现奇迹的诞生。
10.还需要匠人精神
一个70多岁的老人从头开始创业做“褚橙”，不仅要预测未来的产品，还要对员工的工作进行指导、控制生产流程等。尽管经营方面，褚时健面临的难题也很多，“我一生都不怕难，就是要不丧气，要有希望。”在王石看来，褚时健身上体现了中国企业家的一种更难能可贵的精神，“匠人精神”!王石认为，匠人就是用专业精神专注地将事情做到极致的人。无匠人，不变革。
寻找永不满足的荷尔蒙
美国耶鲁大学医学院Sabrina Dian教授表示，甲状腺荷尔蒙会提升产能粒腺体在神经里的数目，是诱发饥饿感的关键。可见，人体中的饥饿感也并非与生俱来，它同样需要外力去激发和调节。
在企业中，在整个组织架构上，该如何打破饱腹公司反应迟缓、失去危机感的问题?我们首先是需要找到自己的“甲状腺荷尔蒙”。这种甲状腺荷尔蒙，是创始人的“永不言败”，是相应的激励和奖励机制，更是消费者的“永不满足”。
1.以激励机制促饥饿
有一个段子是这样说的：一家奇葩的网络公司，五点半下班，六点半才有公司班车，没人逼你加班，但是为了能体面地坐着一人一座的大巴回家，大家愿意主动加班一小时;六点半准备坐班车时，就会想起另一条制度：八点钟有东来顺的工作餐：样多，管饱，有水果。想想坐班车回家还得自己做饭，那就再主动加班一小时，吃了工作餐再回家呗;八点钟吃完工作餐准备回家，又想起一条公司制度：十点钟以后打车报销。一天干了十几个小时，谁还有力气挤公交?那就再主动加班两个小时呗。这个公司特人性，从不逼着员工加班。
干到晚上十点，打车回家。也算是员工有情，公司有意吧?可是好景不常，2010年来了一个懂技术的Leader。让人开发了一个拼车系统，把员工住址和值班排期输进去，系统就会给你出一套拼车方案，告诉你几点几分打车去你附近的某某小区接某某同事，这套系统效果相当牛逼，一个月就给公司省了几十万元的打车费，还把好多单身员工拼成了夫妻。
这家公司叫腾讯。段子虽是段子，但形象立体也真实。激励是需要激励主体系统运用多种激励手段，诸如精神激励、薪酬激励、荣誉激励、工作激励，使之规范化和相对固定化，而与激励客体相互作用、相互演化，让员工的饥饿感始终存在甚至扩大。人性化的激励机制是可以不断放射出员工的饥饿感，同时让一切都来得理所当然。
2.以带头大哥促饥饿
传统企业的领导多是高高在上地向员工发号施令，这样从一开始就让员工没有形成有效的工作体验，更别说战斗体验。只有领导和员工一脉相承，手牵手、肩并肩，才能形成最为有效的战斗力。移动互联网推动的组织架构扁平化，就在于让领导和员工合二为一、休戚与共，从而产生更大的能量体和进取心。
如果一个企业还是创始人当道，那么从创始人开始时刻保持饥饿感，同时每天通过微信型组织的模式与各个部门及时沟通，促成及时反馈，这样一种高效的交互机制已经让员工和老板时刻共振，不敢怠慢。
另一方面，如果一个企业已经是职业经理人制，那么我们必须形成“精英小团队”作战的结构，同时履行结果导向的作战方式。不断制定任务、执行任务、反馈任务，让上下一体，时刻保持着高效的运作、研发和拓展节奏。
3.以市场需求促饥饿
今天的市场是消费者异常活跃的市场，品牌的价值已经让位给 “评牌”。互联网带来的高效连接和分享，让消费者的主人翁意识得到凸显。他们更愿意去分享和评论，去反馈去交互。同时，也因为信息的轰炸促使消费者价值观迭代速度不断加强，消费者的需求和口味也就变化得异常惊人。
互联网时代营销规则有以下9条：
第一，营销态度要从自慰到共爽;
第二，最受欢迎的信息：感性或者性感(无审美不营销);
第三，一次打击力度让位于二次传播指数;
第四，从品牌到评牌;
第五，从MV到连续剧;
第六，从低频声嘶力竭到高频呢喃细语;
第七，三化具备：人物化、人格化、人性化;
第八，赢在即时参与;
第九，所有的传播最后都归于口碑传播。
互联网时代，大量商品可以不用建设品牌，作为一个标签就好。如果社会商品安全性、基本质量得到基本保证，还有消费者透明评分机制，传统品牌的一部分内涵的确可以不用了，企业也省点钱。
同时，圈子的口碑信用也取代了一部分传统品牌信用的功能，所以现在一些不知名商标的产品反而有翻身机会。不打广告，利用本身产品的特性来做出差异，或者好玩，或者实在，通过圈子口碑，生意就做开了。
在这样的背景下，我们只有不断与用户交互，不断以用户需求为导向更新产品、产业升级，才能永远立于不败之地。
来源：《商界评论》杂志 王雨豪
from http://vc.dataguru.cn/article-6628-1.html
|