Abstract The scale of modern enterprises is becoming increasingly large, organizations are becoming more and more bloated, business processes are becoming more and more lengthy, and KPI assessments are becoming more and more refined. However, enterprises with large scale and strict performance evaluation are struggling with bloated bodies. This can not help but cause people to think, in...
The scale of modern enterprises is becoming increasingly large, organizations are becoming more and more bloated, business processes are becoming more and more lengthy, and KPI assessments are becoming more and more refined. However, enterprises with large scales and strict performance evaluations are struggling with bloated bodies. This can not help but cause people to think. In today's Internet era, is there a way to revitalize these enterprises that can't be overwhelmed and turn them into intelligent organizations? 1, flat management
The internal structure of a traditional enterprise is often a tightly coupled structure. Once the first ring is moved, it must pass through layers to transmit the kinetic energy to the last ring. But companies in the Internet age are loosely coupled structures. The inside of the enterprise is an organic ecosystem. There are many small teams in a large team. The information is transmitted very quickly. There is a change in one place. It will soon reach every corner and generate corresponding countermeasures. The small teams collide with each other. Exclude outdated information and handle everyday things efficiently. The most important thing about such a team structure is that you don't have to wait for the top level to issue uniform orders, but face the market and respond accordingly.
2, bringing together the wisdom of employees and consumers
2015 is the fifth anniversary of Xiaomi's establishment. After completing the fifth round of financing, the company's valuation reached $45 billion. According to the prediction of Xiaomi CEO Lei Jun, at this speed, there will be an opportunity to reach the world's top 500 in two years. If Lei Jun's goal is really realized, Xiaomi will become the youngest in China and the world's youngest Fortune 500 company. .
Xiaomi is a large company with more than 7,000 employees. How does such a huge team, facing the complicated business every day, how to maintain efficient operation? How can a big company follow the example of Xiaomi to build a smart organization?
Unlike many companies that are boring in their heads, Xiaomi's team is very focused on familiarizing and understanding the details of the products through user feedback. "Seeing customers as God" is the empty slogan of many companies, but here at Xiaomi, it is implemented in earnest. In Xiaomi's company, one of the inevitable tasks for everyone in the core founder team is to spend an hour to reply to the official microblogging rice noodle comments, and to collect opinions and suggestions from rice noodles. Therefore, the improvement and iteration of Xiaomi's smart products is not the wishful thinking within the company, but also brings together the collective wisdom of thousands of rice flour outside the company.
According to statistics, on average, every millet engineer will reply to 150 posts issued by Xiaomi Forum on rice noodles. The feedback from engineers will record the status of “already included, being solved, resolved, verified†in each post. These feedbacks directly from rice noodles will provoke the most intuitive perception of frontline employees. A praise of rice noodles can give the frontline staff a spiritually inexplicable motivation; a criticism and accusation of rice noodles will also give employees the idea of ​​eager to improve their products. In Xiaomi, there are whiteboards for communication and explanation. Employees can analyze their ideas and discuss with colleagues at any time.
To build a smart organization means that every executive of the company must become a senior product manager, not just the uncle who is arrogant in the squatting of the lang. When the current line of staff proposes a new idea, the executive can quickly conclude whether the new idea is feasible based on the information received daily.
KPI assessment is a must for many traditional large enterprises, but it is also the rule that most slows down efficiency and allows employees to kick each other's responsibilities. So, can a company remove KPIs or optimize the form of KPI assessment?
Compared with simply assessing how many hard indicators the employees have completed, or simply assessing the financial and performance improvement, in the long run, the level of employee activity and customer satisfaction are more important. But these are often overlooked by some traditional companies. The so-called "practice is the only criterion for testing truth." Smart enterprises should hold the idea that "customer satisfaction with product experience is the only standard." According to the customer's complaints, the product and user experience are constantly iterated, which is what the company really needs to do.
In the Internet age, companies should pursue customer satisfaction. A smart enterprise can assign the work of the most important improvement products to consumers, let them operate as part of the enterprise, and operate with consumers, and truly make products with collective wisdom.
However, although many people know that interaction with fans can improve the product, it is not an easy task to truly connect with consumers. There are other key factors to building a smart organization.
3. Focus on the most important business
In the process of development, a company has gradually developed more and more businesses, which will inevitably increase the team. But the bigger the company, the more complex the business, the better it can create better products. When a company is starting a business, even if you want to do a lot of things and face limited human resources, the founder must think about it, first determine the most important thing, start from it, and then a limited number of people concentrate on this. The most important thing. Encouraged by the enthusiasm of entrepreneurship, the company's people are eager to get through and do other things, so everyone will use the quickest way to do the first thing.
But with the development of the business, the manager will suddenly find out that since there are so many things to do, simply add more people, so that you can carry out several business at the same time - anyway, the company has spare funds.
A company wants to stay alive. All it needs to do is focus on the most important business. It has always maintained the size of the startup team and only made a "small and beautiful" company.
Still returning to Xiaomi's example, from Xiaomi mobile phone to Xiaomi bracelet and intelligent weight scale, Xiaomi has been involved in various fields. In the face of such a broad operation, some people will suspect that the step is too big and will have a negative impact. But in fact, Xiaomi's core business is still in three categories of five products: mobile phones, tablets, TVs, boxes, routers. Other products are developed by cooperative enterprises on the Xiaomi ecological chain - "less is more" is the business philosophy that Xiaomi has always followed.
4. Have the same leadership as the first-line product manager
To manage the team through intelligence gathering and intelligent organization, as a leader, you need to: 1 be superior to Superman's vision and judgment; 2 Be a business expert and be highly involved in the business.
When the leader is completely confused about the situation outside, unable to understand the core direction of the enterprise, and holding the "Guangsha Net" mentality to do things, it will bring the enterprise into the mud. In the heavy business, picking the most important things requires the leader to have a broad vision and accurate judgment. Visionary leaders usually only aim at the vents and only do things related to the feng shui.
If you find a talent in a field, you can throw all of this business to him and let it go. For the top leaders of many companies, the answer is “yesâ€. However, as the head of a company, I am not involved in the specific business. How can the following people participate enthusiastically?
A company's top management lacks sufficient understanding of the new business. Even if the new business is carried out, all the talents will be placed in this business, and the product will not be able to achieve the ultimate.
In the face of more discerning consumers, the high-level executives of modern enterprises must not only participate in the product development process, but also participate in interaction with users. The identity of managers and business leaders is one and the same, in order to target the company and users.
Today, when the Internet and enterprises are getting closer and closer, what companies need to do is not only boring their heads to make products, but also integrating all-round production and sales, that is, participating in the economy-consumer participation in the management of enterprises, and the front line. Employees and corporate executives work together to create the ultimate product.
Focus on the product, adopt a light management model in management, and strive to save all unnecessary burdens and connect the entire company through a simple organizational structure. Pay attention to the opinions of consumers and let their voices reach the top level in the first time, so that we can truly build a smart organization with the help of collective wisdom. (Author: Li Dou)
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