The first layer includes mission, vision and values, all of which are spiritual. This is the roof of the enterprise and determines the height of the enterprise.
The second level is the business level, including strategy, three-year planning and one year 1-3 things.
The third layer is the organizational guarantee level, including structure, KPI, plan and incentive.
The fourth layer is executive power, including communication, assessment, talent inventory and leadership.
0 1 task
What is the mission, that is, why I exist and what our company is going to do. For example, Alibaba said that it is Ali's mission to make the world have no difficult business.
02 visual sense
The vision is what will be done in 10 years, but what will be done can't be just casual talk, can't be vague, and must have figures. On the occasion of the 10 anniversary of Alibaba's founding, Ma Yun talked about the goal of the next decade, saying that it is necessary to realize three1-to create a platform for the survival, growth and development of small enterprises around the world. Create employment opportunities for 1 100 million people; Solve the consumption problem for 654.38 billion people all over the world. This is the vision.
03 values
Values are the principle of being a man and doing things, just like traffic regulations. Every company has different values, and the content of values will continue to be enriched and developed. Take Ali as an example. Alibaba was founded by Ma Yun in 1999, and later joined by Cai Chongxin in 200 1 year, becoming the No.9 employee of the company, helping Ali to build a legal and financial system. However, the establishment of Ali's mission vision values is thanks to another important person, that is, Guan Minsheng, a management expert with 17 years of GE executive experience, who defined the values of "nine swords in solitude" for Ali. Later, in 2004, a young HR named Deng Kangming simplified the nine swords of Dugu into six-pulse Excalibur. After Mr. Huang Xu joined in early 2008, he proposed to add three values: horizon, mind and surpassing Bole. Together with the previous six, he finally formed the Jiuyang Zhen Jing of Ali's values.
We don't just stick our values on the wall, and we don't want to copy them, because values need to grow from the flesh and blood of our own enterprises. Value should be used for evaluation.
04 strategy
Strategy is how to do it, how to realize the mission and vision.
How to make a strategy? First of all, we should know our own strengths and weaknesses, choose and sort them. Only by determining what to do and what not to do can we concentrate resources and form a competitive advantage. To make a strategy is to have a judgment on the end of the industry, not too short-sighted, and to keep an eye on the next five to ten years.
After Welch took over as CEO of GM, his first task was to lay off 300,000 employees by 6.5438+10,000. How come? He integrated all the general-purpose companies, and then sold all the companies ranked lower in the industry to others, leaving only the top business. This is concentration, choice.
Secondly, strategy takes creating value for customers as the core, because only when you create value for customers will customers be willing to pay for the value you create.
When we look at the enterprise's strategy and business model, we mainly pay attention to the "up, down, left and right" of the enterprise. In fact, it depends on the upstream and downstream of the enterprise. On the left, it mainly depends on who your model has replaced, on the right, it depends on who your competitors are, and in the middle is the internal organizational construction-team and founder background.
Strategy also needs constant contact, polishing and tempering, and strategy is also the beginning of team formation and implementation.
05 three-year plan
When an enterprise has a strategy, it is necessary to establish the path to realize it. Generally speaking, enterprises should have a clear plan on how to develop in the next three years. Of course, if it is a start-up, it can't be as far as three years, so it should be this year and next year.
Just like a newly-built railway is to be opened to traffic in stages, as an enterprise, we should also break down the big goals into real annual goals and quarterly goals and roll forward.
06 1-3 a year's work
Think clearly about the strategy, make a good three-year plan, and it will fall to one year to do 1-3 things.
There are 1-3 things in a year, which seems to be very few on the surface, but we have to think that although everyone only does 1-3 things at multiple levels of an enterprise, a company will never do less in a year. Remember a word, less is more, and more is less.
Within the company, it is necessary to know which three things to do in a year from top to bottom, otherwise there will be many problems if you don't work hard in one direction. Everyone should have a general direction. As a leader, employees should know the general direction of the company.
07 construction
Architecture is a division of labor and cooperation. Just like a family, who is responsible for buying food and who is responsible for washing clothes must have clear arrangements. The same is true for a company. CFO can't be chief operating officer, and CEO can't be chief operating officer. It should be very clear who should do what.
Strategy first, then architecture. When the strategy is adjusted, the structure should also be adjusted accordingly. Just like in Alibaba, it is normal to move offices three times a year. Even if it is 20 12, there are 26 cadres in Dalungang. Even if there are complaints, why does it have to be like this? Because of the company's strategic adjustment. Strategic adjustment, the structure must be adjusted immediately.
08KPI
Although Mr. Huang Xu said he didn't like KPI, we still have to talk about it. But the significance of KPI is to turn three things of the company into three things of its own.
KPI should not be decided at will, not the superposition of numbers, but should have gold content, reflecting our strategic intention. Ma Yun is an expert in making KPI with gold content, and he always wins. Looking back at history, we can see that the strategic goals set by Alibaba every year are very interesting. For example, Ma Yun once set the goal of a certain year as "profit 1 yuan" (in fact, living within our means). Although this goal sounds simple, it lets employees know to turn off the lights after work-because the more cost-saving, the more likely it is to achieve the goal.
In 2008, Ma Yun set the goal of "no profit" for Taobao. He said that if you want to make a profit in Taobao, the whole company has no stocks and no bonuses.
In 20 12 years, Ma Yun proposed that the company should achieve the goal of per capita 1 100 million GMV. At that time, Ali had 7,000 employees, so the KPI proposed by Ma Yun to the company was actually to achieve at least 700 billion GMV. Such a goal makes Ali attach great importance to controlling the number of new employees-after all, every additional employee means an increase in KPI. In the end, Ali's GMV exceeded 1 trillion.
Ma Yun has always known that social stability depends on the middle class, and the backbone of Taobao Tmall is also the largest intermediary business. Therefore, in 20 13, Ma Yun also proposed that the goal of Taobao this year is 10000000 *10000000, that is, to support10000000 stores, so that each store can set up more than10000000 transactions. What is 1 ten thousand * 1 ten thousand? 1 trillion, if you add the transaction volume of those top-ranked businesses, Ali's total transaction volume will expand again.
KPI should be decomposed layer by layer, and in the process of decomposition, the same direction and rationality should be guaranteed.
Another important point about KPI is to follow the principle of task assignment step by step. Simply put, you are the CEO, and you can get to know the situation with any employee in the company, but when assigning tasks, you should assign them to your immediate subordinates. Only in this way, the employees at the bottom will not be confused.
09 plan
A plan is a resource allocation plan. As mentioned earlier, the architecture is to do the division of labor, then determine the KPI, and then make a plan to discuss how much time, manpower and money it takes to complete the plan.
Every KPI and every task of ours must be described by time, money and people in the end, or even regular meetings will not be held in the future. ;
Planning is actually a matter of choice and order, and it is the embodiment of strategy.
10 reward (wallet)
As a CEO, please think about it Is the most important 10 employee in your mind consistent with its importance? Ideally, of course, they are the same, but the reality is often not the case.
In this case, as a CEO with resources, one of your important tasks is to optimize incentives and make them more reasonable.
A prerequisite for good motivation is to distinguish your employees by the principle of 2-7- 1. For the star employees in 2, you should give the best rewards and opportunities, and for the employees with the worst performance in 1, you should ask them to improve. Don't be embarrassed by the part of 1, because the sooner you tell your employee that he is not suitable for this job, the sooner he can make more choices. If you don't leave, you will suffer. On the contrary, if you leave, he may become 7 or even 2 elsewhere. ;
As far as possible, encourage the annual accounting to be clear. After all, it is best to make a clear account. ;
Ali's incentives are also distributed in this way. Even the seven core generals, including Wei Zhe, Lu Zhaoxi and Peng Lei, should be ranked according to the principle of 2-7- 1.
1 1 communication
For enterprises, the most important thing in communication is to have a meeting. Meetings determine the execution of a company, and meetings and plans are closely related to how to do three things in a year. Find out which is the most important meeting of the company and which supports the completion of three things a year.
Every meeting should start from the end of the discussion at the last meeting. The meeting should encourage quarreling, and the most taboo is anodyne; Participants should be prepared and under pressure; The meeting should be focused, and 80% of the time should be spent on the three most important things.
Outside the meeting, we should also pay attention to informal communication between employees, such as going out for dinner with the cadres under investigation. You should know your employees. As Ma Yun said, if you don't know that your subordinates and your wife are divorced, you are dereliction of duty.
12 evaluation/settlement
Assessment is to make evaluation a habit, just like settling accounts after playing mahjong.
In terms of assessment, I want to emphasize self-assessment and interview. Jiayu requires everyone to make a self-evaluation, and every partner can see the self-evaluation of these employees. At the same time, we will also have 2-3 partners to interview employees. A small part of the interview is to inform each other of the assessment results and give corresponding rewards, but more time and energy will be spent talking about the personal growth of the employee, such as discussing the previous shortcomings and advantages of this employee. What do you want to do? What do we want him to do?
The evaluation should be different. The basic principle is that the lower the employee level, the higher the assessment frequency. The assessment cycle with higher grades is longer.
13 talent inventory
Just as everyone organizes wardrobes and bookcases every year, the team also needs to organize people.
Ali has three major events in a year: September -65438+ 10 to determine the strategy for the coming year. At this time, the director will report to the vice president, the vice president will report to the CEO, and finally the CEOs will report to Ma Yun. Ma Yun will attend various strategic seminars. If this is what he wants, pass; If Ma Yun says I'm sorry, this is not what I want, then the strategy will be reinvented.
11-65438+February fixed budget, this piece is in the charge of Cai Chongxin, and Ma Yun usually doesn't ask, so let him sign it.
Talent inventory begins in February every year. The director of each company takes charge of people first, reports to the CEO, and then reports to Ma Yun in May.
How to do talent inventory? How many people should the boss of an enterprise pay attention to? Welch can pay attention to 5,000 of the 200,000 people, but for the average enterprise, I suggest you start with 5 people until you have a deck of playing cards, that is, 52 people.
How to arrest 52 people? Pay attention to three kinds of people. The first kind of person is your direct subordinate, which is the 5- 10 person you must catch. You should understand the advantages and disadvantages of each person. The second kind of people are subordinates, so we don't need to catch all of them, only the best 20% and the worst 10%, making a total of about 10-20 people. The above two kinds of people mainly come from management positions. There is a third kind of people, who are professionals. Professionals are essential in a company.
+1 leadership
Finally, we want to talk about leadership. I won't say much about this, but we think CEO is also very important. After all, like playing golf, it is up to the leader to push the ball into the hole in the end.
Leadership = respect × trust. Respect comes from your knowledge and experience, and trust depends on your concern for others' needs and feelings.
Without the promotion of CEO, nothing can be done, so from the perspective of investment, investment is still in investors.
Final summary
The above 13+ 1 are all important, but don't catch them all, just one or two at a time.