China Food

Talk about entrepreneurship coach Guan Mingsheng: how does the economic environment change? The CEO faces the same problems

a new environment, a new cycle, and a bunch of old problems.

(Yao Yinmi, editor: Huang Junjie)

Source: postlate)

All enterprises claim to attach importance to “management”. But when the market is in a good situation and entrepreneurs can raise funds one after another, their management ability does not need to face the most cruel test. Although the operation is still fierce, if the management is chaotic and the decision-making is slow, there will be no worries about life and death.
The downward cycle is coming, and companies with improper decisions and inefficient management may disappear. Companies that have successfully raised funds in the past decade or so are now facing a big test. This is probably why Ren Zhengfei has mentioned the theory of wintering many times, and this year people have listened very carefully.
History will not be completely repeated, but there are similarities. Twenty years ago, China’s Internet industry also experienced a foam and burst. What collapsed in the fluctuation was not only the wealth value bound to the stock price, but also the expansion plan carefully constructed by young entrepreneurs.
Guan Mingsheng was the witness and intervener of that market crash.
In 2001, venture capital was still a new thing in China, and there was very little money in the market. Alibaba group, headquartered in Hangzhou, had only $10 million left in its book at that time. Its offices had been opened all over the world and employed many highly paid European and American employees. It could spend $2 million a month, that is to say, there were still five months left in its life.
Guan Mingsheng, who has 17 years of Ge China management experience, joined Alibaba as chief operating officer at that juncture and served as chief human resources officer a few years later. After joining the company, Guan Mingsheng did three important things: first, lay off staff; The second is to help Ali sort out “mission, vision and values”; The third is to help build a sales team management method. The “Iron Army” trained on this basis has helped Ali accumulate the wealth needed to incubate Taobao. For Ali at that time, it not only got an experienced former executive of a foreign enterprise, but also dug up a set of modern company management concepts.
Over the past 20 years, Alibaba has gradually grown into a giant company employing more than 200000 people. It operates the largest online retail platform in the world with the largest transaction volume. It faces a completely different environment and deals with seemingly less urgent but actually extremely difficult management problems. At the same time, Alibaba’s corporate culture and organizational management methods have been learned and emulated by a large number of Chinese companies.
Since 2005, Guan Mingsheng has been providing management consulting services for SMEs. The problems faced by some companies are more similar to those of Alibaba when he first joined in 2001: hundreds of people, spending more than earning; Some other companies have been successful, but have encountered bottlenecks in their development.
Management is a practical science. Peter Drucker, the father of modern management, used his life choice to practice this important proposition – refusing the teaching invitation of Harvard Business School, choosing to be employed by general motors and other large companies as consultants to observe the company’s organizational structure closely and provide management advice.
Guan Mingsheng’s
Let someone better than you follow you all the time
Later: many people say that management is a practical knowledge, and it does not have theoretical formulas like natural science. Many management experts have discussed the essence of excellent management. What is your understanding?
Guan Mingsheng: I have done management for many years and summarized a little experience. If you ask me what management is, I will say “let them follow you”.
“Follow you” needs something. You need to create an environment and a sense of mission. Let them follow you because you know where to go. Many people say that your dream is very good and your mission is very good, but you don’t seem to know what to do, and employees will hesitate. Your strategy is very good. If no one follows you or is willing to do it, you can’t do it; Your strategy is not good, but everyone is willing to follow you. Instead, you will die faster.
The strategy is not to take the lead. Good leaders are not made by themselves. We must find a group of people who are better than ourselves in all fields, but follow me. Through them, we can get outstanding results that we can’t get by ourselves.
Later: what can the CEO do to make those who are better than him in different fields willing to follow him all the time?
Guan Mingsheng: the CEO has two key customers. One is the external customers, who pay. Your mission and strategy are to win them. One is the customer at home, that is, the employee. Many CEOs say to their employees, “if I ask them to do anything, they have to do it, and if they can’t do it, they have to fire it.”; Some executives said that Lao Tzu was here to get performance. If you go to HR for human affairs, you will surely die.

A man’s business is a great one. You need to understand them before you can gain their trust and provide the value proposition they need. Otherwise, why does he come to your company to work?
“Later”: treating employees as customers is also one of Drucker’s important ideas. But specifically, how does the CEO serve his employees well?
Guan Mingsheng: we opened a channel in Ali at that time. Employees can ask any questions. Within 24 hours or 48 hours, the four o’s of the company must answer them in person. These things are very important, and good companies can do them, as long as they have the will. But the will must be persistent and persistent. You can’t just talk about it. It’s better to solve one person’s problems than to listen to 5000 people casually.
The CEO of the company is spending time looking at performance, running around and financing everywhere. This is a method. Many CEOs think that they can do whatever they want when the company is big. No, the principle is the same when the company is bigger, and the results are obtained through others.
Strategy is very important. Strategy is not how to do it,
But how to win
“Later”: when the company goes to a higher level, the CEO will be very eager to improve his management ability and take many management training courses. Small and medium-sized enterprises learn the management methods of large companies. What is table and what is inside?
Many bosses even said that our problem is that the company’s culture is not clear. Could you please give us an analysis of the company’s culture and give us a lecture? We can pay you as much as you want for how many days. I asked, is there a problem with the strategy? (he said) our strategy is very good. Finally, after listening, there may be problems with the strategy. From a to B, you can’t go from B to C, but they don’t even know where C is.
“Later”: you have always stressed the importance of “strategy”. How do you understand “strategy” and what is its relationship with “management”?
Guan Mingsheng: the most critical strategy is to win, not to do. Many bosses think that strategy is the way to do things. Then he was wrong. What is the strategy? Tomorrow will be better. What is management? I have meals today and every day. If there is food to eat, the war can only be fought tomorrow, so strategy and management must be coordinated. Many companies in China do not necessarily have such strong patience. They may have to occupy the market and fight as soon as they go out.
“Later”: what are the key questions you will ask the CEO or senior executives when helping an enterprise find the management problem?
Guan Mingsheng: I first asked, “who are you?” What problems have you chosen to solve? For whom? This is a very basic question. Second, ask entrepreneurs and executives: what is your pain? Those pain points can often tell us what happened. Everyone who came to talk with us spoke freely. We told the boss the original words. The boss was shocked. Two or three bosses said, “I am the bottleneck.”. This is a good boss.
Values are rules of the game, not moral constraints
It should be realized through the system
“Later”: after joining Alibaba, you promoted and led the sorting out of “mission, vision and values”. How do you understand the key words of Alibaba’s values? How do they change from value oriented words to specific behaviors of employees at work? (Alibaba’s values were first “Dugu Jiujian” and later “six pulse Shenjian”, that is, customer first, teamwork, embracing change, integrity, passion and dedication.)
Guan Mingsheng: after our six executives discussed Dugu nine swords together, I was wondering how to sort them. They were all in a mess. Later, it became clear that there were two great things: one was passion, and the other was system. At that time, we had more passion but less system. We should design a system to let everyone solve the problems of customer first, responsibility, focus and teamwork.
There are two definitions of responsibility. One is customer satisfaction. Another definition I brought from the outside is “the best performance today is the lowest requirement tomorrow”. Everyone likes this very much. Concentration is “doing the right thing”, not doing things right. Teamwork is “ordinary people do extraordinary things”.
Values are not only the rules of the game, but also the rules of behavior. It’s useless for you to pat your chest and say that the customer is the first. We don’t know what you’re thinking, but we can see you
I can share with you my experience at London Business School. My predecessor was a system engineer who designed systems for the major communication companies in the UK. One day in 1974, I was in a daze, wondering if I would be a good engineer? My answer is that I will be an OK engineer, but I will not be an excellent engineer. I found that all the people in the company played with parts, took them home to make electronic clocks, burglar alarms, and other things. I was the only one in the company who didn’t do this.
One of my classmates went to London Business School to study MBA. I also applied, but was rejected. I am two classes higher than him, and I have much more work experience than him. He can go in. Why can’t I go in? I was very angry and rushed to London Business School. When I saw the dean of the Department, he said, “why don’t I participate?”? This gentleman is well-known and a master professor. He said that in your application, you said a lot about what London Business School can do for you, but not a word about what you can bring to London Business School.
This turned my mind upside down. Because of this, I’m doing things much easier. I no longer say what you can do for me, but that I can solve problems for you. Of course, I’d be happy to use my plan; If you don’t use my plan, I will find my competitors to help you solve the problem.
“Later”: Peter Drucker said that good management methods can also be used to manage life and life. “Who are you” originates from a summary of your life.
Guan Mingsheng: right. You are an individual. What do you want to contribute in life? This is the key. I think many bosses don’t focus on asking themselves this question. Many MBA students feel that I should change my career and function after receiving my degree. I used to be a product designer, but now I should be a banker. He didn’t think what his instinct was? Only when you understand the functions and instincts can you design things well.
The same goes for the company. The function of the company is to meet the requirements of customers; What is instinct? Social responsibility, improving returns for employees… You are a CEO and a founder. Your instinct is to leave a system for people who have stayed to develop very well, and even many places are stronger than you, to inherit rather than inherit. Many times, we see who has run the company, leaving traces. The best trace left is inheritance, not inheritance, inheritance is the vassal state.
“Later”: today’s Internet entrepreneurial environment is very different from that when you joined Alibaba 20 years ago. Compared with the past and the present, what do you think have changed that have an impact on management?
Guan Mingsheng: in the past, employees were willing to fight with the company for 1000 yuan and 2000 yuan. It’s OK to learn something. Now startups basically need to give money to match successful companies before they can hire people. If you want to succeed in the company’s salary and stock options, the company’s burning rate will be much higher. Of course, there is a lot of money now. Many entrepreneurs I have contacted and helped are unicorns in their lives. They burn ten if they burn money alone
Talk about entrepreneurship coach Guan Mingsheng: how does the economic environment change? The CEO faces the same problems
《晚点》:在帮助一家企业找到管理症结时,你会向 CEO 或高管问哪些关键问题?
关明生:我首先就问 “你是谁?” 你们挑选了什么问题来解决?是为谁解决?这个是很基本的问题。第二,问企业家和高管:你痛在什么地方?那些痛点往往能告诉我们发生了什么事。每一个来跟我们聊的人都畅所欲言,我们把原话告诉老板,老板很震撼,有两三个老板说 “原来我是瓶颈”。这是好老板。
《晚点》:你入职阿里后,推动和主导梳理了“使命、愿景、价值观”,你怎么理解阿里价值观那几个关键词?它们如何从具有价值导向的词变成员工工作中的具体行为?(阿里价值观最早是 “独孤九剑”、后来的 “六脉神剑”,即:客户第一、团队合作、拥抱变化、诚信、激情、敬业。)
责任有两个定义。一个是客户满意。另一个定义是我从外面带过来的,就是 “今天最好的表现是明天最低的要求”,大家很喜欢这个。专注就是 “做正确的事”,而不是正确地做事。团队协作就是 “平凡人做非凡事”。
价值观只是一个游戏规则,而且是行为的游戏规则。你拍胸脯说客户第一没用的。我们不知道你心里想什么,但是我们可以看得出你的行为做什么。这个最后就变成我们每三个月做一次绩效考核,50% 的绩效考核是营业值,50% 是价值观。
关明生:(方法)一开始其实是不知道的,慢慢慢慢地,你在天子脚下去学习,天子是谁呢?天子就是客户,你是在做当中去悟去想,慢慢自己的水平就提高了。很多人有一个很大的问题,他们很知道自己的功能,但是不知道自己的本能。功能就是你是做销售的、做管理的,你是 CEO、COO。本能是 “你是谁”。我也不是一天知道的。
我可以给你分享在伦敦商学院的经验。我前身是一个系统工程师,在英国最主要的通信公司设计系统。1974 年的有一天,我在发呆,想我会不会是一个好的工程师?我的答案是我会是一个 OK 的工程师,但我不会是一个卓越的工程师。我发现所有的人在公司都拿零部件玩,带回家做电子钟、做防盗铃,做各种各样的东西,我是全公司唯一不做这件事的。
有一个同学去了伦敦商学院读 MBA,我也申请了,被拒绝了。我比他高两班,工作的经验比他多很多,他都能进去,为什么我不能进去呢?我就很火,冲到伦敦商学院一见到系主任当头一句话就是为什么不要我参加?这个先生很出名的,是大师级的教授,他说,你在申请书上说了很多伦敦商学院可以帮你做什么,没有一句话说你能给伦敦商学院带来什么。
《晚点》:彼得·德鲁克说,好的管理方法的也可以用来管理生活、管理人生,“你是谁” 源自你生活的一个总结。
关明生:对。你是个人,人生在世要贡献什么?这个很关键。我觉得很多老板没有专注地去问自己这个问题。好多 MBA 的同学拿了学位,就觉得我应该换一个职业、换一个功能,我以前是一个产品设计,我现在应该做一个银行家。他没有想他的本能是什么?只有把功能、本能都想明白了,你才能把事情设计好。
公司也一样。公司的功能是满足客户的要求;本能是什么?社会责任、为员工提高回报……你是一个 CEO,是一个创始人。你本能是雁过留声,留下一个系统,叫待过的人都发展得很好,甚至很多地方比你更强,去传承而不是继承。很多时候看谁谁谁管过这个公司的,留下了痕迹。留下最好的痕迹是传承,不是继承,继承就是诸侯。
《晚点》:今天的互联网创业环境和你 20 年前加入阿里时已经大不相同。对比过去和现在,你觉得哪些对管理有影响的事情变了?
关明生:以前的员工 1000 块、2000 块就愿意跟公司打天下,学到东西就 OK 了。现在创业公司基本上要给匹配成功公司的钱才可以请到人。又要成功公司的薪水,又要股权期权,公司的烧钱率就高很多。当然了,现在钱也多很多,很多我接触过、帮助过的创业者一生出来就是独角兽,光烧钱都烧十亿以上。
竞争也不一样,生意的联系非常之大,你以为你在这个领域里面做得很清晰,突然之间另外一个领域发生的事影响你。另外,周期短很多,微软的周期是 50 年,到现在还蒸蒸向荣;但现在阿里、腾讯、京东、美团、百度全都受周期短的压力,改变来得越来越快。
关明生:以前创业的老板白手起家,特别是中小企业的老板,一个人蛮干的话,可以做一两百人的工作。现在绝对不行了。现在员工都是 00 后,要求不一样。现在很不一样是社会富裕了,机会就多了,目标客户的要求高了,你自己的水平也高了。但最后我们要问,最重要的东西有改变吗?没变,只是说难了一点。
所以现在培训 “跟着你” 的能力才是最重要的,你请一批人志同道合不一定是最厉害的,而是能让他们明白你的理念、让他们支持你跟你创业、让他们觉得我没拿到那些大公司的钱,但是我把这个事情做成功了,也值很多钱。



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