This is a turning point. In the incredible 30 years, China not only caught up with the western countries economically, but also absorbed and carried forward the classic western business and management logic based on the capitalist market in just 20 or 30 years. However, it seems that we have also caught up with the West in a transitional era. In this era, experience is zero, rules are reorganized, and there is no absolute leader. All previous orders are slowly being dissolved and disintegrated by new technologies, new consciousness and new ways of cooperation.
Before reading this book, I also read a book reflecting on the management philosophy of the current organization and industrial age. The large-scale expansion of the industrial age is based on paradigms and templates, requiring the top part of the brain and most of the labor. Today, technology has liberated many people's hands, the existing construction does not require people to expand desperately, and the shortage of resources and overcapacity require us to be more awe-inspiring rather than extremely greedy. What we need to change is not just the process. For the cooperation mode of human beings, we need people's practice and demonstration, find a more efficient way, improve the maximum utilization of resources, and let everyone play their role and get the right to survive and resources.
Why is this happening? I believe that in the industrial age, business is based on human constraints and information asymmetry, and it is based on suppressing the majority and subordinating the majority to the minority to achieve subjective order. In the era of information explosion, the information we get is far ahead of others. What we do is more and more complex, more transparent, more and more interactive and faster, but the economic and political environment is more and more uncertain. Then, our way of cooperation is the necessity for our generation and even the next generation to constantly seek evolution, because the fittest survive.
What this cooperative system brings me is not the design of the system itself, but the insight into the current social structure, and the motivation of people to cooperate and organize at the knowledge level is changing. So he designed a set of his operating system to adapt to the current way, just like the old windows interface software system and applications are more manipulative, edited and directed by one person. The new operating interface adds a lot of collaboration and cloud storage functions, and even the gameplay of computer games is collaborative.
It is mentioned in the book that for managers, "from now on, you don't need to solve everyone's problems and take all the responsibilities", and for employees, "you have responsibilities and rights, and you need to deal with your own problems". The idea of integrated management is to let employees know that they are no longer just employees who follow instructions, they have real rights and authority, and they also have responsibilities. There are no more paternalistic managers to solve their problems. It requires managers to learn to take a step back and employees to take a step forward. This is very difficult. In the five minutes I heard today, the business school also learned a tool with six decision-making hats. That is to say, when people make decisions in the meeting, most of them don't fix many projects, but if you imagine six colors of hats, 1 information stands for white hats (fully searching for data, information and all the situations that need to be understood), 2 values stand for yellow hats (focusing on finding values, interests and benefits), 3 feelings stand for red hats (letting team members release their emotions and understand each other's feelings), and 4 creates representatives. This will change from argumentative opposing thinking to brainstorming parallel thinking. The general order of hats is blue, white, yellow, black, green, red and blue, that is, police tactical unit is used to manage everyone's meeting process first, white hats are used to let everyone collect information related to the topic as much as possible, then yellow hats are used to discuss the value and benefits of the topic, then black hats are used to discuss the possible disadvantages and difficulties, then green hats are used to think about the solutions and ideas of the disadvantages, then red hats are used to let the team judge the conclusions with perceptual feelings, and finally police tactical unit is used to return and summarize the meeting results. This effectively prevents everyone from wearing hats of different colors to discuss one thing, only seeing difficulties and not seeing opportunities. At the same time, it is also possible to feel that intervention is too early at the beginning, and preconceived judgment dominates the conclusion that there should be opportunities. This law of thinking has many advantages, and it also enhances the possibility of cooperation between different people.
Going back to this book, I agree with the analogy mentioned. If the human body is not a decentralized system, and various cells, organs and circulatory systems have no clear autonomy, executive power and corresponding responsibilities, then the brain will bear a very heavy management burden. But because our brain doesn't have to make decisions all the time about body function, it is free to carry out extraordinary creative activities. It is this completely creative activity that constitutes human culture. I think it's the same for the organization. When the organization has the real responsibility and can act independently and effectively, it liberates its former bosses to focus on a completely different level-challenging more creative work and thinking about how to better convey the organization's goals to the world.
I also agree with the contents mentioned in the book (as shown in the figure below). In most organizations, the current organizational structure can no longer meet the needs of actual daily work. I think the following figure shows that an organizational structure is incompatible with the actual enterprise operation, and the future era is no longer a simple linear relationship. But when the prescribed structure of the organization can hardly provide practical guidance, as creative human beings, we can still complete our work around it. In other words, the existing structure (that is, the structure that plays a practical role) is often influenced by interpersonal relationships or other emotions. This is a self-evident cooperative structure and quite interesting insights.
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Cooperative system makes everyone in the enterprise no longer divide their functions according to levels, but decide the way of cooperation according to their respective roles. Roles are like cells of tissue. The usual organizational structure looks like an inverted branch, while the cooperative institutional structure looks more like a set of nested circles, just like the relationship between cells and organs, and the relationship between organs and organisms. Under this structure, each part, or sub-whole, is not subordinate to the superior, but enjoys autonomy, personal authority and integrity. Therefore, the roles in the cooperative structure are composed of a circle, and then various roles form a larger circle, layer by layer, until the largest circle includes the whole organization.
If we agree that social and economic problems are mainly caused by rapid adaptation to changes in a specific time and place, then we seem to know from this that the final decision should be given to people who are familiar with these situations, because they know the relevant changes directly and can immediately find various resources suitable for the new situation. -Hayek's Application of Knowledge in Society
I think the future organizational cooperation is like playing a game or a sport when I was a child. Because after some experience, I found that the motivation of human organization cooperation is not limited to the motivation of money incentives. Sometimes it is the motivation to seek joy in the game, sometimes it is the sense of accomplishment of the team's common victory, sometimes it is the power of life and death like a king, and sometimes it is the motivation to give and love like a family. I think that in the past, material was paramount, and money was paramount. Under the background of great material richness, people's motivation transfer is one of the trends. So whether the old organizational structure and money can still play a full incentive role is a question worth thinking about.
In addition, the co-ordination system is also based on certain rules of the game. The quote says, "When you watch professional teams run flexibly, cooperate with each other, pass, defend and score on the playground, do you think of the rules of the game?" If this is a game you are familiar with, then you may not care about the rules of the game, but enjoy it-a set of complicated rules and procedures to ensure the normal operation of the game have been pushed behind the scenes. But without these rules and procedures, then the game is just kicking the ball at random. When everyone in the game agrees with the rules of the game and strictly abides by them, these rules of the game become a habit-an unnoticed, invisible and unconscious habit until the foul appears. At the moment when an athlete fouls, this habit immediately awakens the consciousness of athletes, coaches, referees and fans on the field. Then the whistle sounded, a yellow card or a red card appeared, and after appropriate punishment, the game returned to the normal process, and the rules of the game retreated behind the scenes again. "This classic gave me some insight into the store operation in this period. In the current management process, store personnel are basically serving their own processes and attracting investment. In fact, compared with the multi-level declaration, some approval authority is scattered, and some approvers may be better behind-the-scenes referees. When a foul is committed on the spot, appropriate punishment should be given. At that time, it was a game that made athletes forget the process and rules, which was what people could indulge in and let the time to serve customers really serve customers. Less process and decision-making length may be an exploration direction.
The fifth chapter, the sentence mentioned in management science, "You get the end point, and the essence of happiness lies in the process-Shakespeare", the author found in boring software development that "to speed up, slow down first" means slowing down, taking time out of daily work to improve the organizational model, integrating multiple viewpoints and respecting each viewpoint; But its purpose is to accelerate the various operations of the organization. The purpose of doing this is to complete daily work more effectively, efficiently and efficiently. It allows you to clearly understand your responsibilities and authority, know what people expect of you and what you expect of others, and then you can better assume your role. Good management eliminates all kinds of waste in traditional organizations, and the top-down, forecasting and control model wastes countless hours in chaos. And good management allows employees to discover their intrinsic motivation, and gives them the autonomy and authority to take action, inspiring the potential of all employees who are truly authorized to complete their work. With clear management, you no longer need to wait for others to tell you what to do, nor do you need to seek approval or knowledge to advance the project. You know your responsibilities and who you need to input information to when necessary. Clear management allows you to use your best judgment to play your role and complete your work. And as long as there are factors that you think are not clear enough, you can make up for the defects temporarily through your own judgment and sort them out with the team at the next meeting.
Chapter 5 also mentions that the obligation of transparency is very important for team consistency. Each team member needs to provide relevant information to other members in the circle. The specific aspects of transparency are: projects and next steps; Whether the operation has a relative priority compared with other operations; According to the forecast, preliminarily estimate the time required to complete a project or the next action; List items and indicators. I think these points are very important for the team to promote the project. Being transparent allows the team to spend less time on self-speculation and confusion and more time on actions and self-driven actions.
At the end of this chapter, it is concluded that from the perspective of people, holding regular management meetings can change the emotional tone of the team. Unclear management methods will make people have invisible expectations about who will do what and how to do it. Once the management meeting is introduced, team members will be able to turn the confusion caused by inconsistent expectations into thematic discussions on organizational learning and continuous improvement, and at the same time, there will be more effective procedures to clarify the available norms, which is necessary for any work team.
I think the best thing about this book is that organizations are constantly evolving, adapting, learning and perfecting through the great perceptual ability of human consciousness. Evolution needs to be tempered in adversity, so that the gears of seeking difference, selecting the best and strengthening can run up and down the company. Therefore, although people's instinct is to pursue eternity, the external imbalance and change are always the norm, which leads to evolution. Those species that have remained unchanged will inevitably lead to the formation of different species compared with those that have evolved for a long time. This is also a future scale story that impressed me deeply after watching a short sci-fi film by Liu at that time.
How Google works.
Believe in your slogan, believe in your values and agree with it.
Create a suitable division of labor and support environment, give play to their creativity, quickly perceive the needs of customers, and happily create corresponding products and services. -Alibaba Ceng Ming
The most important function of the future organization is not management and encouragement, but authorization.
The third revolution of organizational innovation: management revolution, knowledge has become the most important factor of production besides capital and labor. The center of management turns to incentives, especially the matching of incentives. Option is the most important incentive innovation. What we are facing now is the fourth revolution, the creative revolution. The basic feature of the future must be artificial intelligence based on machine learning.
In the creative era, the most important thing for creative people is to drive by car. At this time, empowerment, that is, providing an environment and tools that can be created more efficiently, is the most urgent, and the architecture characterized by bureaucracy and with management as its core function is facing challenges. Therefore, in a small team, the guest layer architecture may be the rule, but the actual operation often has no bureaucratic appearance.
Empowerment emphasizes stimulating the interest and motivation of creative people and giving them challenges. The function of an organization is no longer to assign tasks and supervise work, but to better match the expertise and interests of employees with the problems of customers. The best state is that employees are using the organization's public services, rather than the company hiring employees.
With the development of Internet, everyone in an organization is more closely linked. Social physics, a new discipline by the author of "Smart Society", puts forward that the design of interaction mechanism between people may have a far greater effect on organizations than on individuals.
Back at Google, the inspiration for this article is as follows:
For many years, the favorite tool for customer management of company resources is just a table, which lists the most important 100 projects of Google for everyone to browse and discuss at the semi-annual meeting. The meeting is used to discuss the company's current communication, resource allocation and brainstorming, which is conducive to organizing a rapid renovation iteration with clear goals.
The original Google business plan was all about how to pay attention to users and how to provide excellent platforms and excellent products. We will, as always, provide and upgrade quality services, while making it easy for users to enjoy. At that time, the best way to fight against Microsoft was to stick to users with excellent products, based on essential insights.
Leading a team, in a transparent situation, should be more like a game or a sport. This is the battle plan. The motive force of cooperation is not only money, but also other motives. We should know that there are many better cooperation modes in society than wages and incentives, and we need to learn and absorb them. Besides greed, human beings have many other motives. Desire is endless. Get more than just money. An orderly well-off society and a wage system are unlikely to give people the motivation of money. And identity, personality, environment, achievements, etc. Sure.
It is mentioned in the article that the best management system is built around a certain group, which is not a group of superstars, but more like a dance troupe. Such an organization has the task of establishing a long-term and stable talent pool, and a large number of excellent bench players can act as leaders when opportunities come. Moreover, I think that in addition to the dance troupe, it can also be a game master or a team sports team. At the meeting held by CEO, at least half of the participants should be experts in products and services, responsible for product research and development. This will ensure that the leadership pays attention to excellent product quality. The success of an enterprise, financial, sales, regulations and other operations are of course indispensable, but the focus of the meeting is still on products. The quotation of this passage is that I think Chivalrous Island is also moving in this direction at present, so whether the process is a bit excessive or not, this direction should be right in the initial stage.
As mentioned in the section "Building a Good Corporate Culture", growing enterprises will be in chaos, and most managers will try to control it by setting up more processes. Some of these processes are really helpful to the progress of enterprises, but at this level, please don't try them easily unless necessary. The prerequisite for giving the threshold to the addition process must be strict. If it is not a commercial consideration that can convince people from all sides, don't raise the threshold. Eric and Jonathan like to say yes. The more good words, the more things you can promote, and the energy you consume will bring new experiences, and new experiences will give you new knowledge and wisdom ... In this ever-changing era, a good attitude can accompany you through the difficulties. But this is good, not the good of a good man, but thinking with the tide, and then imagining the difficulties encountered along the way as a head-on solution, thus straightening out a lot of silt. Maybe this excerpt is not right, but I think positive thinking is very important. At the same time, the enterprise culture mentioned later, when facing the enemy, Israeli commanders will not shout "go", but will use "Ah'cha'rye" to mobilize troops. This Hebrew means come with me. Anyone who is interested in becoming a creative elite leader needs to have this attitude.
It's good not to be led by the competitors mentioned in Chapter 2. Paying too much attention to competitors will make people more and more mediocre. Larry Page said, if your job is just to beat companies that are basically the same as you, what's the fun? But how many characters in reality dare to be so heroic?
There is a lot of space behind, focusing on talents. If you get, identify and retain talents, how to stimulate talents, one of the passionate people does not talk about passionate insights and is deeply impressed. Passion is an obvious sign of creative elites, because they are all people with a will. But truly passionate people often don't talk about passion. Passionate people don't show off their passion everywhere. Passion is in their hearts, in their actions. Persistence, tenacity, seriousness and concentration, passion are not always associated with success. If a person is passionate about something, he or she will stick to it for a long time even if he or she doesn't succeed at first. Failure is often inevitable, which is why Google is optimistic about people who are good at sports. Because exercise can teach people how to stand up again from failure, or at least provide many such opportunities to exercise people.
At the same time, regarding reading, I also agree with Google. For newcomers or newcomers, read a lot. Most enterprises have a wealth of written materials, and you can read the essence of them. Of course, reading is not limited to the information in the company. There are a lot of written materials on the Internet. Although most of them are irrelevant, there is also a lot of useful information. Learn to use the tools in your hand to find the websites you are interested in and the authors you respect. You can gather creative talents with similar interests and share good articles together. The simplest and most effective way to stand out in a certain industry is to deepen the understanding of the industry. The best way to deepen understanding is reading. People always say that they don't have time to study, but in fact they don't think it's important to dig up as much information about their industry as possible.
In addition, there is one thing that inspires me. Whenever you see a world-class athlete doing well, don't forget that there must be a great coach behind an athlete's success. Recently, I watched Wrestling Dad, which was inspiring and touching. It is not that coaches are more proficient in sports than athletes, but that coaches know how to observe athletes' performance and tell them how to do better. To have a good relationship with the coach, students should first be willing to listen and learn.
In the communication in Chapter 5, "relying on relationship rather than hierarchy" refers to organizations with strict hierarchy and heavy processes, which means that you can see clearly the division of labor of each person: as long as you choose the right box in the right icon, the person you are looking for will come into your sight. However, chaos is the normal state of enterprises in the Internet age. If an enterprise is as smooth as jade, there is a radish and a pit between personnel and posts, which shows that the enterprise has been bound by form and structure. This is obvious in the enterprise where I used to work, which is not necessarily a good thing. The author mentioned that the Noel Company where I worked before operated as smoothly as an oiled machine. The only problem is that the company's new product column is always empty. Finally, racer Andreetti's words are great: If everything seems to be under control, it only means that your speed is not fast enough. Enterprises should not be bound by rules and regulations, and the chaotic state may be reasonable. When you are in chaos, the only way to get things done is to build relationships, which is really good advice.
The sixth chapter also has a good view of users and customers. In the Internet age, customers and users are easily confused. The user's thinking, not the customer's thinking is God's thinking, reminds me. For example, Motorola, a product evaluation meeting, repeatedly mentioned customer needs for three hours, but it was far from the needs of mobile phone users. At lunch, a senior Motorola official mentioned that Motorola's customers are not mobile phone users, but AT & amp； T and other mobile phone operators, they don't point to real end users. These operators are not always user-centric. In Google, users are people who use their products, and their customers are companies that spend money on advertising and buying the right to use our technology. When there are contradictions between these two groups, customers will still put the interests of users first. This is the corporate culture and values.
Later chapters also mentioned that if you want to innovate, you must learn to fight a beautiful defeat. The project about Google wave is to learn from mistakes. All failed projects will get valuable information about technology, users and marketing to prepare for your next adventure. Modify ideas, not reject them: the end use of most great inventions in the world is very different from the original ideas. Larry said that if your vision is far enough, it's hard to lose everything. In addition, don't blame the failed team, make sure they can find a suitable position in the company. Because the next batch of innovators are waiting to see if the team that may fail will be punished. Although their failure is not commendable, it is also an honor. Because at least they tried.
However, beware of the prejudice of successful people. I think the success of successful people lies in their persistence in accumulation and self-discipline, which is not necessarily a jump at the peak. That jump may be the result of thousands of trivial failures and exercises. It is better to believe in books than not to have them.
Redefine the team
In my opinion, the most important thing in any job and responsibility is to cultivate and lead. There is a solid foundation behind cultivating people who can share their work, let them do new things and learn new things, and let them grow up in the organization. Just like basketball, everyone's growth will share the pressure brought by escalating challenges. Every failure is tempered by others, and every success is shared happiness. How to make teamwork happy and smooth and cultivate everyone's continuous growth is a fundamental strategy.
This is a book focusing on Google's talent recruitment. Although some opinions about recruitment are too subjective, they can be regarded as a summary of describing the phenomenon. Among them, in the case of limited resources, I don't think it is a particularly reliable skill to put human resources expenses into recruitment first. Take your time, hire the best talents, only those who are better than you in some aspects, and don't let the manager make the decision to hire team members alone. These two points are not practical, but the emphasis on talent level can be seen. But I'm curious. At that time, in the early days of Google's establishment, subjective judgment was still greater than objective data. What they can believe is that the above two concepts are constantly instilled by themselves.
In the aspect of unfair pay, control emotions and realize unfair pay. The salary difference should be obvious and should conform to the power law distribution of performance. Be proud of your achievements, not your rewards. Although the summary is the core point of view, if the careful planning fails, it should also be rewarded. However, it should be implemented according to the weather, location and people.
Reading through the book, there are ten steps to achieve a highly free environment. In practice, it is a very high standard, which has been mentioned before, but after reading it, I feel the talent concept that runs through Google system: giving work meaning; Trust employees; Only hire people who are better than you; Don't confuse career development with management performance; Pay attention to the two ends of the team-the best employees and the worst employees; Frugal and generous; Unfair salary; Boost; Manage rising expectations; Enjoy it. Say it again. I think laszlo Bok, the author of this book, must be a master of mindfulness+positive energy+insight into the world, and his style of connecting the past with the future is in line with the concept of Google President, which is very in place, but it is better to have books than no books. Without a perfect enterprise and organizational structure, there is no good or evil in human nature. Therefore, although the stability and negativity of this structure are not reflected in the book, I can still feel the process thinking of western industrialization, because it emphasizes efficiency and helps employees to remove all obstacles. Therefore, whether it is the most perfect organization needs to get rid of Google's own industry aura. Perhaps it will take until the next unicorn eclipses Google to make it clear whether it is the end of the second book and be alert to the winner's bias. However, to prevent prejudice for the sake of prejudice, it is better to add dialectical evidence to everything.