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Share the top business thinking of three business legends:
The first one: Ren's "flowing thinking"
Second: Steve Jobs's "strategic thinking"
Third: Bezos's "continuous thinking"
First, Ren's "mobile thinking"
A pile of oil paintings lying on the desk will not automatically become a wonderful oil painting. It must be because of some external energy exchange, for example, if you pick up a brush, open the paint and start painting, the paint can become an oil painting.
What does this mean?
It means that only after a person exchanges energy with the outside world can earth-shaking changes take place. Such people are people with "flow" thinking, on the contrary, they are "stock thinking".
20 12 Ren made a very important speech called "Huawei's 20 12".
He mentioned in the book that he did this to Huawei:
Invest heavily in Huawei's R&D. For example, when Huawei invested more than 90 billion yuan in R&D in 20 17, the proportion of R&D investment in its revenue was close to 16%. This time, the investment intensity of R&D may be greater than that of Ali and Tencent combined, even surpassing that of Apple. In the past 10 years, Huawei invested 240 billion RMB in research and development, ranking first in the global patent application for many years.
Since 1997, Huawei has continuously introduced management experience from outside, including IBM, Accenture and Boston Consulting. They have provided Huawei with one change after another, which has enabled Huawei to make continuous progress in management innovation, organizational innovation and process change, laying the foundation for Huawei to become a global company.
As a well-known company in China, it can be proud of its "stock" even if it does not invest heavily in scientific research; However, Huawei doesn't think so. What it sees is "flow", which is the energy exchange needed by an open system.
Instead, let's take a look at the example of sticking to the "stock":
1975, 24-year-old young Kodak engineer Steve Sason invented the world's first digital camera. When he presented this amazing achievement to the top management of the company, the arrogant management sneered at this strange machine that can only take 100. 100 pixels-"Nobody wants to see their photos on TV". At that time, Kodak stood out in the film age.
More than 30 years later, when 20 12 Kodak filed for bankruptcy protection, the decision-makers of that year would not have thought that it was the digital camera invented by our company and hidden in the snow that sounded their death knell.
History is always strikingly similar, and the same thing happened to Motorola and Nokia. Sticking to "stock" and ignoring "flow" will inevitably lead to the result that "the present is very good and the future is very poor", which is often unbearable for ordinary people, just like the Qing government's "closed door" policy.
Second, Jobs's "strategic thinking"
Before talking about Steve Jobs' strategic thought, let's think about the essence of strategy.
What is the essence of strategy?
This is a choice, a focus, a decision of what to do and what not to do.
Then, let's see how Jobs did it.
When Jobs returned to Apple, Apple had multiple product lines, various models, and various miscellaneous products filled each product line. Obviously, Apple's biggest problem is the product. The product is so bad that it has long lost its charm. 1995, Apple has launched 54 computers. In terms of hardware, in addition to computers, Apple has also introduced some products that it is not good at, such as printers, monitors and even 3D graphics cards. The most incredible thing is that Apple is also involved in game products. 1996, Apple cooperated with Japan's Bandai Company to produce a multimedia game machine, which suffered a fiasco and only sold 42,000 sets worldwide. In terms of software, there are many kinds of projects.
After Jobs took over, he began to think about what products Apple really needed.
So, at a large product strategy meeting, Jobs drew a horizontal line, a vertical line and two vertical lines on the whiteboard, and made a simple square four-grid table with two rows and two columns. Write "desktop" and "notebook computer" at the top, and write "consumer grade" and "professional grade" on both sides of the column. So the combination of the two is four products. Then Jobs told everyone that what Apple has to do now is these four great products.
The whole meeting room was silent, and everyone was shocked by Jobs' bold and creative "four-grid strategy".
In September, when Jobs told the board of directors about this idea, the scene was equally silent. They didn't agree with this strategic plan at first, because Apple's competitors are constantly introducing more and more products, squeezing Apple's market space. If the number of events is greatly reduced, wouldn't it be a waste of martial arts? Such an uncertain thing is simply an adventure in the eyes of the board of directors. They sincerely persuaded Jobs to change his mind.
But Jobs hasn't changed. He trusts his own judgment.
As a result, all businesses unrelated to these four areas have been ruthlessly cleaned. No matter how charming they looked and how many people strongly opposed them, Jobs ruthlessly rejected them.
Facts have proved that the "four-grid strategy" implemented by Jobs has been effective in greatly reducing irrelevant projects. On the one hand, Jobs reversed the company's financial situation by cutting projects; On the other hand, Jobs concentrated on developing four kinds of products to make Apple's product line clear from the chaos. Apple's engineers and managers know their direction of struggle and have developed excellent products. In the following years, Apple's engineers and managers followed Jobs' ideas and finally launched excellent products according to Jobs' "four-grid strategy" to bring Apple back to life.
Therefore, Jobs said, "Deciding what not to do is as important as deciding what to do."
There is a book called "The most important thing, only one thing", and the author Gary Keller gave a very practical suggestion based on his own personal experience, that is, "there is only one important thing". In his view, whether it is work or life, if you want to achieve the best results, you must try to narrow your goals.
The essence of this way of thinking is also "strategic thinking". By shrinking your goals and tasks until the most important one or several are left, all your time and energy are invested.
Third, Bezos's "continuous thinking"
When everyone is starting a business based on change, when everyone is worried that their business model will be quickly subverted by the rise of new technologies and new models, Bezos, the founder of Amazon, raised a question: "What will remain unchanged in the next decade?"
He found three things that are very, very common but will not change:
First: unlimited choice
Second: the lowest price.
Third: fast delivery
Bezos said that even in 10, no customers will jump out and say, "Hey Bezos, I love you, I love Amazon, but I hope your price is more expensive, and I hope your delivery speed is slower."
For example: Amazon's Marketplace business.
This is a business initiated by Bezos and later became one of the cornerstones of Amazon's business. What kind of business is this?
This business allows third-party sellers to sell goods on Amazon's platform. When this business was first launched, neither internal staff nor Wall Street understood it, which was a bit like JD.COM allowing Taobao to sell goods on it. So this business has an impact on Amazon's original revenue.
However, Bezos said that introducing third-party sellers is the best way for customers. Because if the price or quality of a product is better than ours, then I hope users can buy it easily on Amazon. Instead of searching for it elsewhere. Even if this will temporarily affect our profits, in the long run, the interests of customers are our interests.
Bezos is not just talking. He really made the "unchanged" he found, even if it would hurt Amazon's revenue in the short term. Today, his success is obvious to all.
If you find it enlightening:
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Edited on 02- 19? The copyright belongs to the author.
water bottle
This analysis seems to be retrogressive. Can you analyze which small enterprise will become a giant in the future? This is the real skill.
Knock, knock
Adhere to the stock and despise the flow.