Huawei, Tencent, Alibaba, Xiaomi, and Baidu's three-year organizational structure adjustments are the most comprehensive

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Topic:Fanng's five giants accounted for market value

After the adjustment in 2012, Tencent upgraded from a product-oriented business system to a business group system, and re-divided its business into a corporate development business group (CDG), an interactive entertainment business group (IEG), and a mobile Internet business group (MIG), Online Media Business Group (OMG), Social Network Business Group (SNG), integrate the original R&D and operation platforms, establish a new Technical Engineering Business Group (TEG), and subsequently separate WeChat and establish WXG separately .

For the second structural adjustment, Ma Huateng explained in his letter to employees, he said:

"The basic starting point of this adjustment is to form a series of changes in accordance with the attributes of each business. Focus on the business group, reduce unnecessary overlap, give full play to the spirit of "small company" in the business group, deeply understand and quickly respond to user needs, create excellent products and user platforms, and provide colleagues with better growth Opportunities; at the same time, various business groups can share basic service platforms and create integrated services that are valuable to users, and strive to give full play to the integration advantages on the "One Tencent" platform."

(Organizational chart adjusted by Tencent in 2012, picture source network)

Recently it was split back and forth by major media and industries The interpretation of Tencent's third organizational structure adjustment basically continued the business group established at that time. That is, to reorganize and integrate on the basis of the original seven business groups, establish a new cloud and smart industry business group, a platform and content business group, and retain the original enterprise development business group, interactive entertainment business group, technology engineering business group, and WeChat business group.

According to the adjustment plan, Tencent’s B-side business will be unified into CSIG, covering the following areas: cloud, smart retail, security, maps, medical, Internet of Things, smart platforms, etc., which are merged into the original CDG Enterprise Development Business Group Smart Retail Strategic Cooperation Department; the original MIG mobile Internet business group security, map, medical, intelligent platform business team; the original OMG network media business group open platform department ToB related team; the original SNG social network business group cloud business Online, online education department, laboratory group team; formerly S1 Welink IoT Platform Department and Government Affairs Business Department. In other words, this organizational adjustment is still a "fine-tuning" in a sense.

(Organizational chart adjusted by Tencent in 2018, picture source network)

Strategy Deciding on the organization, on the whole, Tencent’s overall organizational model has not changed, and only the different focuses under the new strategy have been adjusted.

Ma Huateng attributed this adjustment to three key words:

"Innovation", "Upgrade", and "Tencent's new starting point for the next 20 years." At the same time, he also directly stated that the second half of the Internet belongs to the industrial Internet. The first half is connected to provide users with high-quality services. On this basis, in the second half, we will help the industry and consumers form a more open new connection. Ecology.

Insiders analysisIt is pointed out that with the QQ increasingly declining trend, Tencent’s adjustment of integrating the development of a relatively well-developed content platform with QQ and other social traffic platforms is a wise move. “In the past year or two, compared with OMG content The platform has a good momentum of development. SNG, with QQ and Qzone as its core cores, is increasingly detached from Tencent's grand strategy."

Strategy determines the organization, and the general trend determines the strategy. Such a change is not so much an initiative to seek change, as it is a situation that has to be changed. Since the second half of the year, negative labels such as no dreams, Mercury retrograde, mid-life crisis, and comfort zone have lingered.

(As of October 9th, Tencent's one-year real-time stock price chart)

The most direct The performance is this year's performance of Tencent's stock price. As of October 10, it has fallen from the highest point of 476.6 Hong Kong dollars in January this year to 293.8 Hong Kong dollars, becoming the largest decline in Tencent's share price since its listing. Affected by the market that began on October 11, Tencent's share price has fallen sharply, dropping to a minimum of 267 Hong Kong dollars.

I don’t know whether Tencent, which has transformed itself out of its comfort zone, will be recognized by the market.

The organizational structure of Xiaomi that iterates as quickly as the product

Compared with Tencent, Xiaomi continues to toss the organizational structure much more frequently, starting from 2016, at least once a year.

"Run in small steps, iterate quickly" is Xiaomi's eight-character motto on products, and Xiaomi's attitude towards organizational structure seems to make people perceive the application of these eight characters.

Before and after Xiaomi’s listing, in a large wave of public opinions, the story of Xiaomi’s counter-attack was the most talked about and widely spread. The beginning of counter-attack stories generally begins with a decline.

In 2015, in the five years of rapid development, Xiaomi’s valuation soared by 180 times. It is at this stage that Xiaomi has encountered a bottleneck, and it is absolutely not an exaggeration to describe it as internal and external troubles.

The increasing internal sales volume means that the supply chain cannot be missed at all, and the supply chain problems lead to the shortage of goods, and even the label of "hunger marketing" by Xiaomi; and external competition There are more and more rivals. Huawei's Internet mobile phone brand glory has become a strong rival of Xiaomi, and OPPO and vivo have also begun to rise with the help of powerful offline channels. At the same time, chip supplier Qualcomm's slam brake became the last straw to crush.

The data shows that in 2015, Xiaomi set a total sales target of 80 million units for one year, and ultimately only achieved sales of 70 million+. The main reason may be insufficient supply rather than poor sales of mobile phones. In contrast to the ever-increasing demand, Xiaomi has set a small number of sales for each round. It is reported that on the day of the 2015 "Mi Noodle Festival", only 2,000 units of the black version of Mi 5 were stocked.

Faced with a long-maligned supply chain problem that has not been resolved, Lei Jun decided to take over it himself.

On May 18, 2016, Lei Jun issued an email that is very important to Xiaomi-announcing structural adjustments,

Appointing Xiaomi Technology Co-founder and Vice President Zhou Guangping as the chief As a scientist, he is responsible for the research of cutting-edge mobile phone technology. The Xiaomi mobile phone R&D and supply chain management team that he was in charge of will report directly to Lei Jun himself in the future.

At the same time, Lei Jun also asked another co-founder to cede the role of supply chain leader , By him personally. He personally negotiated with Foxconn, Samsung and other suppliers to ensure that Xiaomi does not have to wait for parts and stabilize production.

After such adjustments and implementation, Xiaomi has indeed made a comeback. In the second quarter of 2017, Xiaomi’s mobile phone shipments increased by 70% from the previous month to 23.16 million units, setting a new record for Xiaomi’s quarterly mobile phone shipments. Xiaomi has resumed its rapid growth. "This is a significant and significant victory in the history of Xiaomi's development." Lei Jun said,

"2017 is the year of Xiaomi's counterattack. There is no mobile phone company in the world that can successfully reverse the decline in sales, except for Xiaomi." /strong>

Until September 13, 2018, Lei Jun once again announced through internal mail that Xiaomi would make an adjustment to the footprint structure, and this time the most recent adjustment was hailed as the largest since the establishment of Xiaomi Organizational structure change. And this adjustment should be packaged with the adjustment a year ago.

On November 24, 2017, Lei Jun announced the adjustment of the organizational structure through an internal letter. The adjustment involves the presidentLin Bin and Senior Vice President Li Wanqiang and others. Lin Bin, the former president of Xiaomi.com, became the general manager of Xiaomi's mobile phone department and reported directly to Lei Jun. Li Wanqiang, who was in charge of Xiaomi Market and Xiaomi Pictures, was appointed as the brand strategy officer and at the same time as the investment partner of Shunwei Capital to strengthen Xiaomi. Heshun is synergistic in the field of investment.

Some media have noticed that the most noteworthy point of this adjustment is that Hong Feng, Liu De, Wang Chuan and Qi Yan were promoted to senior vice presidents of the company. Among them, Hong Feng, Liu De and Wang Chuan are all Xiaomis. Co-founder, his previous position was vice president. As early as a few years ago, co-founder Li Wanqiang was promoted to senior vice president.

At that time, many media analyzed that this adjustment was considered by the outside world to provide more room for the inner young people to display their talents. It seems that this may be a step forward for the young and strong faction.

The adjustment announced on September 13 was the first major adjustment after Xiaomi went public and the biggest organizational change since its establishment.

Lei Jun announced in the letter that Liu De, who is in charge of Xiaomi's ecological chain business, and Wang Chuan, who is in charge of Xiaomi's TV business, will no longer be in charge of the department of Xiaomi's specific product business. Xiaomi newly established the Group Staff Department and the Group Organization Department to further enhance the management functions of the headquarters, and at the same time adjust the work division of Wang Chuan, Liu De, Hong Feng, and Shang Jin; assign senior responsibility that simply Hong Feng as the chairman and CEO of Xiaomi Finance ; The four business departments of the original TV department, ecological chain department, MIUI department and mutual entertainment department were reorganized into ten new business departments, and the department manager directly reported to Lei Jun.

(Xiaomi’s organizational structure adjustment chart, see the picture watermark for the source)

In the internal letter, Lei Jun, It has repeatedly emphasized the importance of young people for the future development of Xiaomi. He said,

There is no veteran, no inheritance; no new army, no future. Lei Jun also introduced that among the more than ten general managers appointed this time, the post-80s accounted for the majority.

This time the adjustment of "brain" and "muscle" has become the key words of interpretation. The brain refers to the newly established group staff and group organization department. The co-founders and senior vice presidents Wang Chuan and Liu De served as the chief of staff and the head of the organization department, respectively, to further strengthen the management function of the "brain" of the headquarters. Muscle refers to the practice of pushing young cadres to the forefront.

And this may be just the beginning. In an interview, Lei Jun said that Xiaomi’s organizational adjustments will continue: “This time is an important beginning, and it is indeed the beginning. The company has nearly 20,000 people, and this adjustment only involves the original four departments (MIUI, Huyu, There are more than 4,700 employees in the ecological chain, TV). The mobile phone department, sales and service department only received some spin-off teams, which are not within the scope of this adjustment."

At the same time, Lei Jun also said,

"In the next two years, Xiaomi will definitely continue to make a series of adjustments and optimizations. Do you think that there is no one-step, one-step organizational adjustment. This is a gradual process, and it needs to be carried out in all organizational dimensions. Work."

From the tree to the big and middle stage: Ali turning gracefully

In the recent organizational restructuring of the two companies, Tencent and Xiaomi, many people I saw the taste of paying tribute to Alibaba-Tencent's B-end effort and Xiaomi's "successor plan".

Compared with the frequency of Lei Jun’s disagreement with an internal letter announcing organizational changes, Jack Ma is even more “crazy”. There are even critics who believe that Jack Ma is the most enthusiastic Internet leader for structural adjustments, and news of Alibaba's structural adjustments will be heard almost every once in a while.

In 2011, Yitao and Tmall were separated from Taobao. The group-buying platform Juhuasuan operated independently; in 2012, Taobao, Yitao, Tmall, Juhuasuan, Ali international business, Alibaba's small business business and Alibaba Cloud are the seven business groups; on January 10, 2013, 25 business divisions were split to give more young Alibaba leaders opportunities for innovation and development; September 2013, Alibaba The network communications division was established and the OS division was upgraded to the OS business group. Zhang Yong, the former president of the B2C business group, became the COO of Alibaba Group, and Alibaba CEO Lu Zhaoxi personally took charge of the mobile business; in 2014, Alibaba Group COO Zhang Yong, the original Taodian business Department general manager Wang Yulei and Ali vice president Zhang Jianfeng have been reused...

The general manager of Ali Auto once told the media: “Ali will adjust the organizational structure every year, just like the New Year, if you don’t adjust it, you will lose the taste of the new year. "

If Alibaba’s structural adjustments are retrospectively reviewed for the past three years, theSpeaking of the strategy of “middle stage, small front desk”.

On December 7, 2015, Alibaba Group announced a comprehensive upgrade of its organizational structure, building a strong middle stage that integrates Alibaba’s product technology and data capabilities, and then Form the organization and business system of "big and middle stations, small front desks".

At the same time establish Alibaba Group's middle station business group, Zhang Jianfeng as the president, and unified as Alibaba Group and Ant Financial Services Group The chief architect of the Zhongtai system is fully responsible for the planning and construction of the two major groups' Zhongtai systems. Alibaba's Zhongtai business group includes the search department, shared business platform, data technology and product department. At the same time, Zhang Jianfeng will also lead the two This is an innovative community-based product, Xianyu and Taobao headlines.

Alibaba explained the middle stage: the establishment of a multi-dimensional, high-density, fast-processing super "data pool", these data after sorting and analysis, Describe user portraits more accurately, including demographic attributes, geographic distribution, media contact, hobbies, lifestyles and other aspects, so as to provide strong support for the front desk to formulate strategies and optimize innovation.

From From the "tree-like" management structure to the "large and medium desk, small front desk" organizational mechanism and business mechanism, the purpose is to adapt to the changes of the times and the needs of development. After adjustment at that time, the front-line business as the front desk will be more agile and adapt more quickly The ever-changing market; the middle station will integrate the entire group’s operational data capabilities and product technical capabilities to form strong support for each front office.

In fact, this is the structure of this large middle station. , In order to achieve instant call and support innovation, high cohesion and loose coupling are the keys.

In other words, a certain amount of cohesion is required to make the middle station output outward The service is relatively complete, and the front desk can quickly generate capabilities and deliver services; at the same time, loose coupling is also required. There is no strong association between different middle-station centers, and the service of center B will not be caused by not calling a certain service of center A. Unable to achieve.

This strategy is closely related to the upgrade of Ali’s cloud computing strategy, and it has also established Ali’s 2B battle method. Some media analyze Ali through this organizational adjustment to achieve cloud computing, Alibaba’s mother, The overall independent development of new businesses such as Cainiao. At the same time, more outstanding young people will take greater responsibilities.

Since then, Alibaba’s "big middle station" organizational structure has been in use today, and has been in use since recent years. In terms of performance, this set of organizational structure model is indispensable. In the recent organizational structure transformation of Tencent and Xiaomi, both companies have begun to see the taste of "large and middle Taiwan".

"Dazhong" After the "Taiwan" structure was formed, the adjustment of Ali's organizational structure did not stop.

At the end of 2016, Zhang Yong integrated Tmall and Juhuasuan and launched a "three vertical and two horizontal" structure, that is, three vertical For apparel, home appliances, and FMCG; the two verticals are marketing platforms and operation centers for Tmall merchants. January 1, 2017 On the 3rd, Alibaba Group announced a comprehensive upgrade of its organizational structure, fully embracing the "five new" strategies, namely new retail, new finance, new manufacturing, new technology and new energy.

Just as Zhang Yong said in an open letter at the beginning of 2017: “Continuously upgrade yourself, always have the enthusiasm and ability to embrace change, and must become a core competitiveness”.

Huawei’s changes are slow but penetrating enough

Huawei’s organizational structure has been overthrown and reconstructed many times during 30 years of ups and downs. This change has been described by everyone as "completed system thinking and overall change." Even once became a pilgrimage site for the authors of commercial best-selling books-"Huawei Organization and Operation Methodology", "Huawei Talks about Management", "War of the Squad Leader", "Huawei Essence", "Huawei You Can't Learn" and other books, all take the organization and management of Huawei as Template.

But is there really an organizational structure that is always on the top of the altar?

On August 15, 2016, Ren Zhengfei delivered an internal speech. He said:

Huawei’s 30-year "end" is approaching. Ren Zhengfei said that if Huawei wants to regain a new life without dying, what is waiting for Huawei is a major reform involving many aspects such as organization, structure, and talent. In his speech, Ren Zhengfei proposed the establishment of a strategic reserve team to "strengthen the blood circulation of the organization" and realize the transformation of Huawei's operation mode in the future through structural reforms.

Yu Chengdong's views on change and transformation, which have always been controversial, seem to be incompatible with the Internet industry, which is full of keywords such as "subversion" and "rapid iteration."

He believes that the transformation of large companies is a long one, and at the same time, the most critical aspect of transformation is the concept. He said,

"Huawei’s thinking,Both thinking and habits need to be changed, and changing is the most difficult, especially after a long-term habit has been formed. But once this transition is completed, Huawei's explosive power will be very strong. What I am doing now is to help Huawei change its thinking and change its habits. "

And Yu Chengdong’s concept of transformation is similar to that of most traditional hardware companies moving closer to the Internet. An investor once commented, "For the future of Huawei’s mobile phones, we should reshape My own concept, from system equipment to terminal equipment, to adapt to the thinking and ability of Internet companies, not just to find a soldier Ryan to save himself. ”

Huawei’s strategic transformation is gradually reflected in its organizational structure.

In the article "Huawei’s 30 Years of Organizational Evolution", it explained the shareholders’ meeting, board of directors, and board of directors in Huawei’s organizational chart. Rotating chairman of the board and other positions, responsible sections and specific content.

It is written in the article: The shareholder meeting is the authority of Huawei, which makes decisions on major matters such as the company’s capital increase, profit distribution, and election of directors/supervisors; the board of directors; It is the highest responsibility organization for Huawei’s corporate strategy, operation management, and customer satisfaction. It assumes the mission of leading the company forward, exercises corporate strategy and management decision-making power, and ensures that the interests of customers and shareholders are safeguarded; the company’s board of directors and the standing committee of the board of directors are composed of rotating directors Chaired by the chairman, the rotating chairman is the top leader of Huawei during his duty. The main responsibilities of the board of supervisors include supervision of the performance of directors/senior managers, supervision of company operations and financial status, and compliance supervision.

(Huawei’s organizational chart as of December 31, 2017, source network)

In 2017, in the original carrier business In the infrastructure sectors such as, enterprise business and consumer business, Huawei has established Cloud BU. Cloud BU is the end-to-end management unit of the cloud service industry, responsible for building cloud service competitiveness and satisfying customers of cloud services Responsible for degree and business success.

It entered the cloud service market in 2017, but it achieved remarkable results in one year. Data shows: As of the first half of 2018, Huawei Cloud revenue increased by 700% year-on-year, and partners increased by 45% , Has developed 6000 cloud service partners, and 872 new applications on the cloud market. According to expert analysis, the important reason for Huawei Cloud’s rapid progress is that in addition to the attention of the group’s senior management, the “fence wall” of the group’s internal data is first opened up. Move to the high-end route.

Compared with native Internet companies such as Tencent, Alibaba, and Xiaomi, the sense of smell and start of new technologies and new models such as "cloud" and "5G" are relatively slow. But the execution is not inferior. The matrix organization structure does not mean backwardness and failure in some aspects. Perhaps judging the quality of the organizational model or organizational structure, appropriateness is the key element.

Baidu: From All in AI to Stop Execution

In recent years, the adjustment of Baidu’s organizational structure has attracted a lot of attention from society and the industry and has given the greatest expectations. Qi-led adjustments under the strategy of "consolidating the mobile foundation and decisively winning the AI ​​era".

Starting from the beginning of 2017, with Lu Qi’s entry into Baidu as a node, Baidu’s adjustments to the original organizational structure were partially Businesses that are not related to artificial intelligence are marginalized.

After any month, Lu Qi divides Baidu’s business into four quadrants. The key mission is the vertical axis, and the main channel and the supporting moat are the horizontal axis. The vertical axis distinguishes the degree of relevance to the core business, and the horizontal axis reflects the division of business strategies. The “critical mission” item on the vertical axis corresponds to the consolidation of the mobile foundation, and the “non-critical mission” item corresponds to a decisive victory in the AI ​​era.

(The four quadrants of Baidu, this picture is from Caijing Magazine)

The complex Baidu Through these four quadrants, the business has been sorted out of priorities.

Specifically, the main channel refers to the two major businesses of Feed Stream and artificial intelligence, which represent Baidu's future; the moat refers to the business that can make the main channel business more stable, and plays the role of escorting the fleet, which is Baidu's present.

According to these "priority" quadrants, the businesses that originally existed side by side have been left.

In the first half of 2017, Baidu successively integrated the AI ​​team of the search system with the AI ​​Research Institute to establish the AI ​​Technology Platform System (AIG), and integrated the L3, L4 and Internet of Vehicles teams to form an intelligent driving business group ,Independent and upgraded the DuerOS team to establish the DuerOS Division. At the same time, under the idea of ​​All in AI, the medical business unit was abolished in February 2017, and Baidu Waimai was sold in April 2018. Subsequently, Baidu Nuomi, Baidu Finance, and Baidu Internationalization were split.

In this series of adjustments, Baidu's finances have also begun to pick up. The data shows that the four quarters of 2017 increased by 6.8%, 14.3%, 29% and 29% year-on-year, respectively. In 2018, Q1 increased by 31% year-on-year. In other words, Baidu, whose market value once fell to US$50 billion, broke the US$90 billion barrier in October 2017, which is infinitely close to the market value of 100 billion that Lu Qi wanted to achieve.

Baidu continues to upgrade its All in AI strategy. Intelligent driving business group, Baidu AI technology platform system, and intelligent life business group were established one after another.

Then formed the basic structure of the parallel of the six business groups. The six business groups are search company, AI technology platform system, intelligent driving business group, intelligent life business group, emerging business business group and financial service business group.

However, Baidu's transformation and adjustment came to a halt a year later. In May 2018, Lu Qi left Baidu. Huxiu’s article "Lu Qi Stops Baidu Deep Water Zone" mentioned the opinion of a middle-level Baidu who did not want to be named: "It is not difficult to figure out the direction of the change. The difficulty lies in the fact that it is too difficult for you to promote the process of change. You may be Say, I adjusted the organizational structure and the business structure, and the rest is implementation. Isn’t it very simple? But you find that it’s not the case. Many invisible things cannot be adjusted. Lu Qi did it. We can feel everything, and all employees can feel it, but the resistance is very high."

Many people describe Lu Qi’s abrupt change and adjustment as a time "Strike the rocks", and the key is Baidu's culture.

Compared with companies such as Alibaba, Xiaomi, and Tencent, the difficulty of Baidu's U-turn is not in restructuring, but in implementation.

Perhaps like Huawei, the beautiful vision of a giant turn around cannot be pinned solely on Ryan, a soldier who saves himself.

Summary

"If you don't change, you will perish." In a rapidly developing market in the external environment, this sentence has become a famous self-deprecating saying by many managers.

In fact,

Tencent’s adjustments for the next 20 years proposed by To B, Xiaomi’s idea of ​​keeping young people moving forward, Ali’s strategy of large and medium-sized platforms, Huawei’s cloud service department These giants in the Internet industry have adjusted their organizational structures in response to changes in the external environment, or the foreseeable upcoming changes. The three "ABC" industries of artificial intelligence (AI), big data (BIG DATA), and cloud computing (CLOUD) have become the fortresses that today's Internet companies have to conquer.

So in addition to the changes in the external environment, what are the other factors for organizational changes?

In his book, Huang Jiaqi, a professor in the Department of Business Administration at National Chengchi University, summarized the six elements that promote organizational change.

The nature of the employment population, technological innovation, economic impact, competitive situation, and social Trends, the international political situation. Among them, the essential factors of the employment population summarize the problems of differences in employee cultural background, demographic changes, aging population, and insufficient skills of new entrants; technological changes correspond to the impact of artificial intelligence, big data, cloud computing and other related technological developments. .

However, the reasons for the adjustment of the corporate organizational structure are similar, but the results are quite different. From the case of Baidu, we can see that the successful adjustment of an enterprise's organizational structure and the completion of business combing are only the beginning. Fulfilling the strategic objectives and landing to the executive level are the key criteria for judging the success of the adjustment of the corporate organizational structure.

Huang Jiaqi divides the factors that resist change into two categories: individuals and organizations.

In terms of organization, structural inertia, group inertia, tendency to accept partial changes, threats to professionals, threats to existing power relations, and threats to existing resource distribution are the main reasons.

Among them, inertia and threat have become the main keywords, which are also obstacles to the transformation and transformation of enterprises in reality. main reason.

1. The problem of inertia in organizational adjustments

As early as 1977, Michael HaThe concept of structural inertia was first proposed in "Organizational Ecology" proposed by M. T. Hannan and John Freeman (J.H. Freeman). They believe that structural inertia comes from a reproducible and stable organizational structure, and institutionalization, standardization and routineization are its basic components, and point out that the existence of structural inertia will hinder the adaptive change of enterprises in a dynamic environment.

After hundreds of years of supplementing and iterating on this concept, the current academic community believes that:

The organizational inertia of enterprises has shown cognition in sequence along the "decision-making level→resource level→execution level→network level". Inertia, strategic inertia, resource inertia, institutional inertia, process inertia, customary inertia, structural inertia and relationship inertia, and cultural inertia runs through the entire process of the manifestation of organizational inertia. The inertia here is the same as Lu Qi once used to describe Baidu's "muscle memory".

Lu Qi once used a bicycle story at the welcome banquet to tell new colleagues that change needs to fight against "muscle memory":

Any organization is the same as a person, and the resistance comes from your own you There are tens of thousands of cells in the body that have been accustomed to executing past experiences. In Baidu, this is a collective memory of 40,000 people.

As for companies like Xiaomi and Ali, which always like to adjust their organizational structure, their muscle memory and inertia may be constant adjustments and changes.

2. Threatening the company’s existing "ecology"

On the day when Lei Jun released an internal email announcing the latest organizational restructuring and personnel appointments of Xiaomi, There are many media interpretations that oscillate between overhead and battalion. Hu Xiu wrote an article that: "Veterans" are gradually changing hands and are no longer responsible for the first-line business. In the future, they will focus on the development of the company and the group as a whole.

This kind of conspiracy theory is not credible, but it is inevitable that it hurts or threatens existing power relations and resource allocation.

The pressure that Yu Chengdong faced on Huawei's transformation, if it were not for Ren Zhengfei's firm "support", the result should be the same as Lu Qi's adjustment to Baidu-nothing more.

Bruce Lee, the person in charge of Huawei P1 technology, concluded that all changes made by Yu Chengdong point to Huawei’s ignorance of user experience in the era of feature phones. Including him forcing the technical team with zero experience in smartphones to benchmark against Samsung's GALAXY team, including he always guarded against the details of the small print on the back of the phone, the position of the LOGO higher or lower, and similar details. This makes the Huawei team, which has been accustomed to the B2B management model, miserable.

This is even more "painful" in Baidu. More than a month after Lu Qi joined Baidu, Andrew Ng, the chief scientist of Baidu, published an open letter on the English self-media platform Medium and personal social platforms such as Weibo and Twitter, announcing that he would resign from Baidu.

The resignation of these executives and experts has only begun to bring pains to Baidu. In May 2017, Lu Fubin, the vice president of Baidu content ecology, announced in Moments that he was leaving Baidu; in September of that year, Lin Yuanqing, the former Dean of Baidu Research Institute, announced that he would leave Baidu to start his own business...

Not breaking or standing, adjustments and changes originally represent threats and impacts to the "existing ecosystem", and how to deal with this "rebound" should be made at the beginning of the action.

John Kotter of Harvard Business School listed the common mistakes managers make when they want to change, including

not establishing a sense of crisis that requires change; lack of strong alliances To lead the change; lack of a vision for change, and fail to communicate this vision effectively; not remove obstacles that may hinder the realization of the vision; lack of providing short-term achievable results; declaring victory too early; failing to root the form in the organizational culture.

In response to these eight issues, Kotter developed eight steps to complete the established change plan.

(1) Use persuasive reasons to establish a sense of crisis that urgently needs change; (2) Form an alliance with sufficient power to lead the change; (3) Create a new vision to lead the change and related strategies (4) Fully communicate the vision within the organization; (5) Remove obstacles to change, encourage risk-taking and creative problem-solving methods, so as to empower relevant people and enable them to complete the new vision; (6) Plan, create and reward Reward the short-range results, by using the short-range results to guide the organization to a new vision; (7) Consolidate the results, re-evaluate changes, and make necessary adjustments in the new plan; (8) Openly reveal the relationship between the new approach and the success of the organization Relationship, to embed change in the organizationin.

Professor Chen Chunhua has summarized three points from many excellent companies:

One is to maintain sufficient growth to ensure the ability and space to cope with change; the other is to change oneself, using a continuous transformation table. Perhaps their own growth; the third is the law of organization, compliance with the law of the market, and the law of objective development.

Matrix type, tree type, flat type, business group type... What kind of organizational structure is the best? In fact, within a certain life cycle, for the existing business and future development strategic planning, the right one is the best, and what an enterprise has to do is to accept constant changes.

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