Editor's lead: At present, there are 20 famous products with app in ByteDance, forming business. Once listed, a company established for 8 years has 20 products with strong market competitiveness, which is indeed a model of the explosion era. In the past eight years, the population of ByteDance has increased from dozens to 60,000. The author of this article shares ByteDance's management philosophy with you.
The first is the "inaction" management model.
After studying ByteDance Company, someone found a very strange phenomenon: this company has no management.
A company of 60,000 people has no management. Isn't that a mess?
Admittedly, ByteDance is in such a state of out of control. But just like Zhuangzi's inaction, ByteDance is managing the company with an invisible force. Specific can be manifested in the following points.
1.OKR management
OKR management is the abbreviation of "goals" and "key results" in English, that is, goals and key results.
First the goal, then the key result. As a management tool, OKR originated from Intel, developed in Google, and is now implemented worldwide, mainly in Internet high-tech companies.
Drucker once said: Real management is not managed by managers, but by objectives.
The confusion of management in many companies is not because there are no managers and management systems, but because the goals are particularly unclear; When there is no clear goal, everyone's busyness becomes a dance of performing work and engaging in loyal competitions; The result is also very poor. So the real management is called MBO, which is management by objectives, which is management by objectives.
OKR inherited this idea, guiding employees to stimulate automatic energy through clear goals, rather than doing nothing every day.
Using OKR is to manage with invisible hands, not with visible hands, visible grades and visible systems.
Back in ByteDance, Zhang Lidong is the newly appointed CEO of today's headline China, and there is a short story about him.
Once, he was going to India to inspect the Indian market. After he went there, he was stopped by the customs because of visa problems. When Zhang Yiming called him, he thought he was already in India. He said I was in the office because I was stopped. Another week later, Zhang Yiming called him again. He said that he had visited several places in India and talked about several cooperations.
How did he do it? It doesn't matter. This is ByteDance's inaction management, and the goals and key results are valuable.
Therefore, the author is surprised that there is one thing that many companies dare not do in ByteDance, that is, there is no attendance.
2. De-hierarchical corporate culture
ByteDance also has a corporate culture that deeply affects employees, and that is demotion. In other words, byte, no one is allowed to call anything manager, even teacher. Everyone is called by his first name.
Does that sound rude? Actually, it is not. Now more and more companies are trying to change a company's management culture and structure from appellation and title.
Lenovo has made such efforts very early. Yang is in his company, and everyone calls him, not. Alibaba can go further in this respect, replacing grades and titles with flower names, which increases the interest and narrows the distance between people.
On the other hand, ByteDance goes further. He doesn't want all these things at all, that is, he calls them by their first names. The culture of many companies is written in slogans and hung on the wall, but in this company, as soon as you walk into this company, you can feel this equal, de-titled and de-hierarchical culture.
3. Context, not control
ByteDance has a slogan called "context, not control". Context is context, and context is scene.
When the author worked in a small foreign company last year, the most difficult thing in our work communication was that there was no context, no contextual background, and the difficulty of communication was difficult to describe. This is common.
As a product, we are more likely to undertake this feat. After the last straw, I walked away, really not suitable for this messy meeting and working everywhere without context.
So when I first heard this slogan of ByteDance, I really felt the same way. In the context, no control is a supreme management concept and corporate culture, which explains why some people say that ByteDance has no management. In fact, it is not top-down design and control, but bottom-up evolution and growth.
This can be said to be a very important reason for the rapid growth of ByteDance. Some people say that Tencent is crawling and bytes are jumping. I think the motivation comes from this "context, not control".
Second, the hidden ability and resources under the hidden enterprise
This part starts with the familiar flying book introduced by ByteDance. The English name of Feishu is Lark, which means lark and lark, and another meaning is playing games. Although this management software doesn't look like management software, it has a certain game color, but its biggest feature, the positioning of bytes, is the efficiency of communication and cooperation.
Here we don't talk about its competition with nailing, but show the commercial significance behind the process from 0 to 1. Later, I will publish an article to objectively analyze its market performance and its weakness in the competition with nails.
Shu Fei 1.0 was launched on July 20 17. Three months later, it became popular in bytes. In less than two years, from 2065438 to June 2009, Shu Fei officially became a product, carrying ByteDance's genes and braving the wind and waves in the capital market.
The situation similar to flying books is not unique in bytes. As for why an internal software can be commercialized, why JD. Jing Me of COM still uses the undeveloped market internally, so let's explore the capabilities and business behind it.
1. The hidden capabilities and resources of enterprises
As a person and an organization, our abilities and resources can be divided into explicit and implicit.
Ability can be divided into dominant ability and dark ability, and resources can also be divided into dominant resources and dark resources.
This hidden ability and resources are usually priceless:
Because you don't enter the transaction, there is no clear price tag;
The value it contains is immeasurable, so it is priceless.
For example, Polani's paradox tells us that we always know more than we know, and what we are going to do is greater than what we know.
For example, we are all using the Internet today. Have you ever wondered who invented it? It seems that the US Department of Defense invented this kind of thing in 1969. Actually, that thing is of little use. It just connects to the local area network, and its biggest function is basically to send emails. It can't browse the web, nor can it quickly switch from one LAN to another, or from one site to another. Equivalent to a special information line, we ordinary people don't need it.
Thanks to a man named Berners Lee, we can use the Internet today.
He is a physicist and works at the European Institute of Physics in Switzerland. Besides studying physics, his computer skills are also good. The organization where he works is a semi-virtual organization. Every year, people do research in this place, but after a while they return to their respective places. Therefore, this research institution has a very important task, which is to contact all the supernumerary researchers quickly. Looking up business cards and contact information here has become a very important thing, but for a long time no one thought of improving the process of this matter.
Berners-Lee made some small inventions for convenience, which he thought were small inventions.
He invented two technologies:
One technology is that all LANs are interconnected, and a computer in this LAN can freely connect with a computer in another LAN. He named it the World Wide Web, abbreviated as WWW.
Another technology is hypertext transfer protocol, which is also to solve the problem of free switching of individual terminals between LANs. In fact, it is free browsing. The abbreviation of Hypertext Transfer Protocol is Http.
199 1 year, it is precisely because of these two technologies that the past Internet became the World Wide Web and the Internet officially appeared.
It has been estimated that Berners-Lee should be a billionaire if he receives patent fees. Of course, he later won a bonus of $654.38 million, but he donated it because he felt that he earned it conveniently.
This example shows that in addition to everyone's ability, there may be some hidden abilities, which will not become business because they are not used for trading; Its initial cost is low, but its final utility may be high. Of course, it is also possible to be submerged there. No scene, no application, no economic value.
2. Hidden business
We are all saying that we have entered the cloud age.
There are three giants AAA in the global cloud industry, namely Amazon, Alibaba and Microsoft (Microsoft's cloud is called Azure cloud).
Why can Alibaba become Alibaba Cloud?
To a considerable extent, the ability and resources it needs to do the cloud have been done before it thought of doing the cloud, and it has achieved initial results. In order to ensure stability, the whole back-office support network must be very strong at the peak of trading similar to the Double Eleven, but after the peak, resources and capabilities will become somewhat idle, and redundant resources and capabilities may form a certain trading market.
Alipay and Alibaba Cloud actually came into being to solve internal problems, but when the excellent hidden business grows to a certain volume, it will come to the market like a king.
So is Microsoft. From a company with a market value of more than 200 billion dollars to more than 1 trillion dollars, it took four years to become the technology company with the highest market value again, relying on its cloud business.
Ten years after losing the PC era, Microsoft was doing one thing, unconsciously at first, and then consciously doing one thing, that is, cloud business.
Satya, the current CEO of Microsoft, said in his autobiography: "Cloud business has taught me a series of lessons to remember in the future. The most important thing is that leaders must see both external opportunities and internal capabilities and cultures, as well as all the connections between them, and take the lead in responding before this insight becomes well known. "
From recessive business to dominant business, on the one hand, it is natural growth, but on the other hand, having seeds does not mean having a good harvest, which requires a lot of efforts.
This kind of hidden ability and hidden resources, as seed ability and seed resources, need to spend a lot of energy to sow, cultivate, water and fertilize, so that the hidden business can become a truly unexpected business in the eyes of others.
This is a * * * universal law for all start-ups and mature enterprises to carry out new business:
A new thing is not brand-new. On the surface, it is from 0 to 1. Anyone who knows it knows that it is actually a process from 1 to n, at least from 0.5 to 1, and then from 1 to n.
In Satya's words, you were already doing it before this insight was known.
Explore the unknown
Recently, there is a popular saying that the second curve is established.
Mr. Wu Bofan believes that the cultivation of the so-called second curve in many enterprises has two fatal weaknesses:
Its so-called second curve is well-known insight, but it can no longer be called insight. When I see the opportunity, I will start to build this business. At this time, you will start from scratch, and you may never achieve a breakthrough in zero.
The most fatal thing is that many companies begin to cultivate the so-called second curve, and when the company's existing business is not good and has begun to decline, they want to open up new business.
The characteristic of hidden business is that when you are engaged in core business and want to do it to the extreme, you already have those resources and abilities inadvertently. The exploratory management model, in Bezos' words, is called wandering strategy. It has a trial-and-error attitude towards one thing and an enterprise, and tries its best, even if the return is relatively small, or even unprofitable for a long time, as long as it can keep the company running.
Stick to what others can't or can't stick to, and you win. ByteDance once again proved this conclusion.
Third, the secret of one-step Wulin: delaying satisfaction
Finally, let's look at ByteDance again. Byte's business form today is a bit like Wulin. A company generates so much business that it will generate new business after a while. It is not the second curve, but a mechanism to generate hidden business.
This mechanism is closely related to the company's core business philosophy. This management philosophy, in Zhang Yiming's words, is called delayed satisfaction.
The concept of "delayed gratification" was put forward in The Road Few People Walk.
Delayed gratification includes two aspects:
The benefits you can get, you are not in a hurry to get, you use your advantages and benefits in moderation;
If it is not immediately rewarding and beneficial, you should do it.
Zhang Yiming has always emphasized postponing satisfaction from the beginning of his business. We thought it was chicken soup for the soul, but in fact it was a business philosophy.
Shortly after its establishment, ByteDance showed a strong growth momentum. Some people made a big investment, but Zhang Yiming turned it down. He believes that the most important thing for a company is to keep the possibility large enough, and then the reality, that is, what is realized, should be as modest as possible and as little as possible.
To sum up, the business philosophy of accumulating property as secretly as possible and realizing it cautiously and moderately is actually delaying satisfaction.
It is this attitude that can ensure that a company has a mechanism to continuously generate hidden business, thus ensuring that new curves are constantly growing on the business curve of this company. 202007 19