Amoeba's business model is based on the trust of employees. Believing in the ability of employees and building management on the basis of mutual trust are the most basic conditions for realizing amoeba management.
The basis of Amoeba's business model is to trust employees, in fact, to fully tap the wisdom and ability of employees as "people". Employees are not machines or simple tools, but members of amoeba management. In such a business atmosphere, employees will feel respected and devote their life-long wisdom and efforts to their careers.
Another important feature of the amoeba model is the "authorized management model", which is "full authorization" if it is changed to what we are familiar with. Why have we heard this many times, but we have never done it well? In fact, I still don't trust employees enough. "I don't believe he will do things well", which is a common mentality.
In the amoeba model, the ultimate goal of full authorization is actually to cultivate amoeba leaders, stimulate the entrepreneurial enthusiasm of each employee and tap the entrepreneurial spirit of employees. As the saying goes, "I was born useful", every employee must have a job that suits him best, just depending on whether you put him in this position. In a big company, there are always few leadership positions, and there are few opportunities for an employee to reach that position. But in the amoeba model, you can have many opportunities to be the leader of a small organization. On this stage, you can give full play to your intelligence.
The second core concept of amoeba management: putting rationality first.
There is a saying in China that "the principle of the world is great", and this truth can also be seen in the amoeba model, which takes "what is right to be a man" as the benchmark for judging everything.
In fact, why are many problems at work so difficult to solve? In fact, it is because we have not returned to the source of the problem and considered many factors other than the problem, which makes it too difficult to solve the problem.
If "the healthy development of the company" is regarded as the greatest truth in the organization, then when solving the problem, if we can't refute it, we might as well move this greatest truth out and inspect it, and then judge it from the basic logic, and restore things to the most primitive and simple state, and we will often find the crux of the problem.
In an organization that usually suffers from big enterprise disease, everyone only focuses on their own "one acre and three points" and only buries themselves in their jobs, so they lose the overall view and forget that "the healthy development of the company" is our greatest truth. Therefore, when you are working hard, you should occasionally look up at everyone and climb to the heights to see the panorama, so that you can know your position and role more clearly.
The third core concept of amoeba management: taking home as the root
Highly transparent, full participation. This is another important feature of amoeba. However, most business operators believe that the disclosure of important information will be detrimental to the company and transparent to employees. How to do this?
Sometimes we can find some interesting phenomena. If the car is used as a bus, both the maintenance and the cost will remain high, but if it is an employee's own car, it will be cherished like a baby. There are countless examples of this. The difference is that employees do not regard the organization as their "home".
It is not easy to make employees "take the factory as their home", but the amoeba model needs such a "big family". In such a big family, we don't respect employees, but we are one. Respecting employees means respecting ourselves.
Employees will feel alienated if they don't understand. Imagine, in a family, who doesn't know what's going on at home? If you keep it a secret, it will always make people feel "strange." The "unit time accounting" mechanism in the amoeba model is also carried out in the family bookkeeping model, which is so simple that people feel that they are bookkeeping at home and feel close.
Every amoeba is like a family, and an enterprise is like a bigger family. Under such a family background, who will work hard instead of bravely moving forward?
The fourth core concept of amoeba management: taking dreams as the source
In the amoeba model, the most talked about is "passion". Such passion often comes from "respect, decentralization and independent thinking". Only when employees take Amoeba as their own career can they show infinite passion and strive to realize their dreams.
Many enterprises often struggle to control the cost of business trips. But there is a thought-provoking phenomenon: if you go out by yourself, how will you spend it?
When you really want to do something, the power you generate is infinite. Give the work to employees who are really interested. If you want to achieve something, you must have passion first, and only those who have passion can succeed. The core of Amoeba's business model is to stimulate the entrepreneurial passion and spirit of every employee.
Under the management mode of amoeba, the leader of amoeba has absolute management power, and the leader can't just wait for the boss's instructions, but make judgments independently and quickly. In this mode, every amoeba has the temperament of an entrepreneur.
When many of our enterprises are deeply hindered by a series of obstacles, such as the disease of big enterprises and the breeding of bureaucracy, the Amoeba business model aims to maximize the creativity of employees and integrate the scale of big companies with the benefits of small companies. However, if we can't deeply understand the above four core advantages and simply introduce "skills", we may still be waiting for a more serious "big enterprise disease".