In the first half of the second year, Luxury Time was listed in Europe, and the market value exceeded 10 billion euros in the same year!

In the second half of the year, the tide officially landed in Hong Kong stocks, and the opening soared by 200%!

Two years later, the New York Stock Exchange rang the bell, with a market value of more than 100 billion!

Five years later, Shen Feng stood at the group's annual meeting, looked at more than 20,000 employees, and said emotionally: "China's 1.4 billion people can still stabilize and develop, and Foxconn's 1.2 million people can still stabilize and develop, why do Internet companies find it very difficult to manage when they reach 20,000 people?"

"I think that on the one hand, the number of employees has reached 20,000, one is the emergence of a huge middle office, and the other is the rapid BU. The middle stage is a thankless job of polyandry, and multiple BU cannot form a joint force by fighting separately. ”

"Because the Internet is intellectually intensive, encouraging everyone to break through themselves, what is needed is collaboration rather than management, this kind of business itself is relatively pursuing equality and decentralization, and everything has to hate to negotiate game compromises, and the internal friction costs and resistance in this will naturally develop into the form of middle office and BU. ”

"After all, the CEOs of most Internet companies are science and engineering men with R&D backgrounds, who started their businesses very early, and have never managed so many people and have never been managed. ”

"Even many CEOs have just slogan-style technology to change the world or vulgar IPO dreams, and they are all top-level design dwarfs in terms of corporate management philosophy. ”

"Most of them have not formed a unique management philosophy, formulated a sound management structure, mobilized and exerted strong organizational strength, etc., just like a 12-year-old child who has grown to 170CM but has immature mental development. ”

"But what I want to say is: the company's problem is a problem of management and culture, but it is fundamentally a problem of the CEO's perception and misjudgment. ”

"It's like Google bet on social and Baidu misjudged mobile. ”

"In Q2, the company reached 20,000 people, and the per capita revenue dropped significantly. ”

"It's really about making way for Google+, trying to improve the company's turnover and execution efficiency, and focusing development on the biggest bet that can change the world. ”

"The biggest bet is social. In order to force G+, cut Reader, and make the user's private photo album Picasa publicly searchable, YouTube must use G+ to log in to comments, which is one of the most degraded stages of Google's user experience under Page's rule. ”

"Baidu has grown to 20,000 people in about 12 years, and Robin Li still thought that the mobile Internet was drunk driving, which was actually a fundamental misjudgment. Later, after 360 entered the search market in a big way, an internal letter was issued at the end of the year, shouting that it was necessary to encourage wolf nature and eliminate petty bourgeoisie?

"Isn't it a bit of an afterthought?"

"You don't need a reason to miss it, you need a reason not to miss it!"

"Now an Internet company with 20,000 people is considered a large company, and the problem that is likely to occur at this time is that the team becomes arrogant, the per capita output and the quality of recruitment and selection decline, and the salary and development range of employees who join later are limited. ”

"To solve these problems, we must not treat the headache and the pain of the feet, but also start from the top-level design, and first solve the problem of corporate governance structure and cultural rectification. ”

Huawei reached 20,000 people in 01, Ren Zhengfei published "Huawei's Winter", the most important and core of an enterprise is to pursue a long-term and continuous growth of per capita benefits.

Ali 09 to 20,000 people, 18 Arhats collectively resigned and re-applied for partners, which is very similar to Huawei's 7,000 resignations in 07, so that the collective resignation within 20,000 job numbers is re-employed.

As a result, CEO Wei Zhe and COO Li Xuhui resigned. Jack Ma said at the time that integrity is one of Alibaba's most important values, and any behavior that violates our culture and values is unacceptable.

At that time, Wei Zhe's position was very similar to Jiang Fan today, and many people would use the different ways Ma Yun and Daniel Zhang treated these two executives differently to observe the difference between the two CEOs.

I think Wei Zhe's problem is a problem of values, and Jiang Fan's problem is a problem of private morality, which is different in nature. If there is a problem within the company, on the premise of ensuring that the general direction is correct, it is necessary to adjust the organizational structure and improve the culture to make systematic corrections.

It is said that mercy is not in charge, and it is indeed very difficult to balance the interests of all parties in the enterprise. Especially if your personality is very soft, or if you are a pacifist.

Ma Huateng of 10 years may have the same problem as Robin Li of 12 years, but he was woken up after the 3Q war.

When QQ has already done very well, it is difficult for many companies to let WeChat make it, and then continue to maintain the investment of resources in WeChat.

Being able to find out who is awesome, or even who is awesome, to choose this new product is a very big challenge for the management, requiring them to dare to make decisions and dare to analyze.

Tencent was stimulated by 360, and Kuaishou was woken up by Douyin. A year after being overtaken by Douyin, Kuaishou also announced in 19 that it would bid farewell to Buddhism.

Because Su Hua and Cheng Yixiao were not satisfied with the status quo of Kuaishou, the loose organization and Buddhist attitude made it difficult for them to sleep, and they thought that they had to change, reflecting that they had been ignoring organizational construction.

It's no longer the fastest team, and as we grow up, our muscles begin to become weak, our reflexes become slower, and our sense of connection with the user becomes weaker.

In the face of countless lessons from the past, the result of our reflection is to call on all employees to enter the combat state and open the door to the future.

We will change the organization, optimize the structure, and have always wanted to achieve a great product, so now we want to achieve a great company!

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