Dong Ming only talked about the advantages of the system, not the real structure of the system, probably trying to fool other companies and let them learn a little bit, and then the company's operation failed......

Although Hang Yu behaved very loosely, and even said things like "the company went bankrupt and went home to farm", the people below would not relax because he said such a thing.

The reason is very simple, Hang Yu doesn't care about the company's bankruptcy, but Yue Qin cares a lot.

Even though they have only a small stake......

Hang Yu's mother, the general manager also cares very much.

The management of the company is mainly completed by the central office and the general manager, and Hang Yu is not a manager, but a leader.

Hang Yu has set himself the main responsibilities, and the most important duty is to stand firm!

99% of private companies are profit-oriented, without a long-term vision, and there are only a handful of private companies in the world that can think about long-term development. And Hang Yu can do that.

Hang Yu has two major advantages, one is rebirth, and the other is open-mindedness.

The main reason why Hang Yu can consider long-term development is that he is open-minded and not afraid of losing his wealth.

This is related to a habit that Hang Yu has developed since childhood.

Every time before doing something "big", Hang Yu will make up for the worst in his mind and be ready to accept the worst result. Over time, Hang Yu has formed a habit, and every time before making an important instruction, Hang Yu will prepare for the worst.

The phrase "the company went bankrupt and went home to farm" was not used by Hang Yu to spur himself, but the result that Hang Yu was ready to accept.

With such preparation, Hang Yu can make decisions with the calmest attitude.

Open-mindedness does not mean that Hang Yu is messing around, although he is prepared for the worst, Hang Yu will still go all out. After all, psychological preparation is false, how can such a big company really play as rags.

With such a habit, Hang Yu can take a firm stand and always choose the most "good" plan.

When there is no money, of course, it is to find a way to make money, and now that the company is not short of money, it is necessary to change the concept in time. From a "money-oriented" to a "people-oriented", the people here are mainly customers and employees.

Needless to say, although Hangyu does not advocate that customers are gods, it also attaches great importance to customer experience.

The staff is divided into three categories: technology, management, and grassroots, and the technical staff is the priority of Hangyu, and the grassroots and management are not divided into top and bottom, and it is difficult to say which is more important.

After all, it is a company, and it cannot be viewed in terms of the management concept of the state.

If it is a country, the most important thing is naturally the grassroots people, because as long as there are grassroots people, through education, there will be a continuous generation of talents, and naturally there will be a superstructure.

But Hang Yu doesn't need to do that, he can recruit from outside the company.

In fact, even the state can now recruit foreign talents, so local talents are sometimes wronged.

Why do we say people-oriented? Because wealth is created by people, and without people as the foundation, wealth is just a castle in the air. Hang Yu as a person, of course, he has also created a lot of wealth.

However, Jiangyan Company's development to this day is by no means the credit of Hang Yu alone.

Especially those valuable technical talents, each of whom can create a lot of wealth.

Even if the company is really bankrupt, as long as Hang Yu keeps a technical team, no matter how bad it is, he can make some gadgets and not fall to the point of farming himself.

There are very few bosses who can understand this truth, or they are not qualified to understand this truth.

Or rather, they didn't understand this truth, so they couldn't go to Hang Yu's step.

It's a chicken-and-egg dilemma.

In short, Hang Yu understands this truth and is willing to practice it personally, he is the Dinghai Shenzhu of Jiangyan Company, and implements the people-oriented business mode, which is a firm position.

Hang Yu's second important responsibility is to "point out the direction"!

There is only one general direction - the development of technology!

In terms of details, Hang Yu is actually not very talented, and he has taken a lot of the right path by relying on the advantage of rebirth.

Although these roads are not as important as the general direction, they have made the development path of Jiangyan Company much smoother. If Hang Yu wasn't a reborn, he wouldn't have had a chance to play to his strengths.

There are many open-minded people in this world, but few have the opportunity to show their strengths.

Hang Yu's third important responsibility is to "supervise operations"!

After nearly six years of growth, Hang Yu has really matured a lot.

He has developed a set of methods for leading the development of the company, in which overseeing operations is an important part.

Hang Yu thinks that he can't compare with the entire high-level in terms of specific management and operation capabilities, but he can't completely delegate power. So how to supervise the entire management? Hang Yu's method is to set goals, shape the structure, and look at the results.

The goal is to formulate the company's development goals, such as the previous Weibo cloud, Hangyu's planning is not a specific development path, but the development goals of the Weibo cloud.

As for how technology companies achieve these goals, Hang Yu doesn't care, he just needs to look at the results.

When the target deadline is reached, Hang Yu will look at the results.

Achieve the goal, then say nothing, praise the staff.

If you don't achieve your goals, ask the reasons for your failures first, forgive them if they are excusable, and re-set your goals.

If there is no justification, punishment is imposed.

Punishment cannot punish one person, and those involved must be held accountable.

So there is a system of accountability.

Hang Yu has a very clear concept of responsibility, after all, he was also born in management, and knows the importance of clear responsibility and accountability.

When the Great Wall was built in the Qin Dynasty, slaves were asked to engrave their names on each brick, and if there was a problem with any brick, they would find a slave worker, so the Great Wall has stood to this day!

From this case, it can be seen that ancient China had a sense of accountability very early.

However, in many cases, large-scale accountability can easily lead to instability in the internal structure, so the superior begins to thin the mud, or there are too many people who take responsibility, and collectively resist the accountability of the superior.

And the prestige of the superior was not enough, and he had to give up after being resisted.

Hang Yu doesn't have this trouble, in the entire Jiangyan Group, as long as he wants to be held accountable, even if the entire office is to blame and resign, Hang Yu can let them obediently line up to write a resignation report.

Clarifying responsibilities and pursuing accountability can ensure the efficiency of the company's operations.

On the contrary, if the responsibility is ambiguous, the bearer shirks each other.

It is necessary to make sure that the person who does the work has no one to shirk his responsibility, and let him understand from the beginning that you will be responsible for what happens! People are forced out, and if you don't put pressure on them, it is easy to mess up.