Let’s talk about the conclusion first: Alibaba’s three-step strategy, also known as Alibaba’s management method, talks about how managers in the organization can use three simple tricks to realize the power of the management team and achieve their own growth and success. Development of the entire team.

Due to Alibaba’s wide influence in the industry, the famous three-step management method has also been learned and absorbed by many other outstanding companies. For example, Didi Company learned from the three-step method and formed the Didi management method.

Different from the traditional team management concept, Sanbanax is more important about using concise, easy-to-understand and easy-to-use methods and systems to manage managers.

2. What are Alibaba’s “Three Bans”

Management’s “Three Bans” refers to the three core links or actions for effective management. Specifically, the three strategies are different for grass-roots, middle-level and senior managers and different management levels.

1). Three indicators for lower-level managers: setting goals, following the process, and obtaining results.

2). Three indicators for middle-level managers. Indicators: "HIRE & FIRE (recruiting talents)" "TEAM BUILDING (building a team)" "GET RESULT (getting results)"

3). Three indicators for senior managers Indicators: pulling hair, looking in the mirror, and smelling

3. The principles and wisdom of the "three axes"

Alibaba divides managers into three levels, namely grassroots management, middle management and senior management. The three pillars of grassroots management: setting goals, following the process, and achieving results.

Setting goals: Being goal-oriented and establishing result-oriented thinking can serve as motivation and assessment.

Follow the process: Follow up the project process, track details and progress, provide continuous feedback and improvement, and avoid mistakes in the process.

Get the results: Use the results to evaluate and compare with the goals. Adopt a "six-point work system", that is, no more than six urgent and important things can be done. The three pillars of middle management: Hire and Fire, Team building, and Get results.

Hire and Fire: Recruiting excellent talents can prove the external linking ability of middle-level managers.

Team building: A good team is like a well-trained army, with different positions performing their own duties.

Get result: Results are still the main focus. Without good results, no matter how hard you work in the process, it will be in vain. Three things that top management should do: pull your hair, look in the mirror, and smell.

Hair pulling: vision ability. Only by having a broader vision than ordinary people can a company go further.

Smell: mental energy. Senior management needs to make the company have the same flavor, that is, have the same values.

Look in the mirror: Mind. "Old Book of Tang" says: "If you use copper as a mirror, you can straighten your clothes; if you use history as a mirror, you can know the ups and downs; if you use people as a mirror, you can know gains and losses." Ali people use each other as mirrors and grow with each other.

In addition to these three management axes, Jack Ma shared three axes on strategy and tactics at Hupan University:

Before a company formulates a strategy, it should think clearly about what you have, what you want, and what you want. What can you give up? Taobao's mission is to make it easy to do business anywhere in the world. When Alibaba was founded, Jack Ma put forward two visions: Alibaba would live for 102 years and become one of the top ten websites in the world. Alibaba was founded in 1999, and 102 years can span three centuries.

Before setting KPIs, Jack Ma said: "If someone tells me that he has adjusted his strategy, what I am most concerned about is which departments do you plan to close? Which departments do you intend to merge? Which leaders will take over? Which leaders will step down? This This is the beginning of strategy.”

Through years of study and time, Ali has summarized the concept of management levels suitable for its own enterprise development, and believes that management can be divided into three levels:

Level 1: A manager gains his or her own value as a manager by achieving the members of his own team, by giving opportunities to team members, supporting the development of team members, coaching team members to progress, and ultimately achieving the value of team members.

Second level: A middle- and senior-level manager must understand that an excellent manager achieves the value of other teams through the efforts of his or her own team. All our sub-teams are a link and a component of the larger team to achieve the ultimate goal. We are each other’s supporters and indispensable creators in value delivery.

The third level: A high-level manager achieves the value within the system through the value outside the mature system. Through the manager's fog, good managers manage their inner beliefs.

2. What are Alibaba's "Three Bans"

Management's "Three Bans" refers to the three core links or actions for effective management. Specifically, the three strategies are different for grassroots, middle and senior managers and different management levels.

1) Three indicators for grassroots managers: setting goals, following the process, and getting results.

Setting goals: We must know the goals of ourselves and the team. Everyone is clear. Set goals for the team and clearly tell them what results our country hopes to achieve at the end of three days.

Chasing the process: During the process, continuous improvement and feedback are needed. In addition to setting goals, you also need to know how to divide work. During the implementation process, the team encounters various problems. Whether they understand or ignore them, quickly or slowly, you must track every detail and process. The clearer the front, the more you know where the problem lies. where.

Get results: Lower-level managers can fight at every stage and finally get the results, pay them in the form of results, and applaud the results. Frontline managers must deliver clear results at every stage, otherwise they are not up to par. Adopt a six-point work system (no more than six urgent and important things, make a plan and then quantify the goals and summarize).

2) There are three indicators for middle managers: recruiting talents, building teams, and achieving results.

"H|RE & F|RE (recruiting talents)" is about recruiting managers in Alibaba. If managers cannot find suitable talents, they are not good managers.

"TEAE BU|LD|NG (Build a Team)"; Middle managers must build a team, and they can manage it well just by giving you a group of people. How to build a team. A team must have morale and combat effectiveness.

"GET RESULT (get the result)": It requires both the results of people and the results of things.

3) Three indicators for senior managers: pulling hair, looking in the mirror, and smelling smell

Pulling hair: A person will think upward, which is the vision, and the butt often determines the head , but we must not only think and do things based on our own position, but also think out of our own position, such as from the perspective of the boss. The purpose of hair pulling is to open your eyes.

Look in the mirror: We must be a mirror for others, tell others what problems you have, and let others see you at any time, so that each other can grow in such a soil with mutual support.

"Smell": You are more sensitive than others to detect problems that have not yet sprouted. And you must be able to discover many things that others have not discovered. It can not only discover many things that others have not discovered, but it can also represent your judgment of the future and your personal thinking in soul, philosophy, and spirit.

(Real, responsible, treating people as human beings)

I joined Alibaba last year, and in March this year I was notified to go to the district to participate in the bottom three-level axe. I had no idea at the beginning, but an old Alibaba P6 colleague said it was very special. Painful, discussing projects during the day and empowering and doing PPT at night. On the second day, the group’s back-office, senior management, customers, and judges were randomly selected from the previous group to give a PPT presentation. I was honored to be the first person selected. We did it at two o'clock on the first night, four o'clock on the second night, and straight to dawn on the third night. The valuable thing is that no matter how late it is, the management will accompany us, so I won't say more.

Meow Star’s answer is very comprehensive and accurate, more detailed than I know!

As a manager, I have a lot of experience with these three principles. Let’s just talk about the essence behind them.

First of all, managers at any level must eliminate the human weaknesses that exist as individuals in order to give full play to the integrated advantages of the team. This is what any management team must do. Humanity should not be expanded in organizational behavior, but weakened! Yes, in the external behavior of teams and organizations, humanity must be weakened in order to achieve goals calmly, reasonably and efficiently!

Secondly, the result is always first! It is not to deliberately weaken the importance of the process, but to make all participants understand that success is the only reward for hard work. This is the basis for survival! Only in this way can we avoid the negative emotions of sympathy, appeasement, and muddling along in human nature, and prevent the Iron Curtain from being artificially torn open and indulgent!

Once again, whether it is a person or an organization, the decision-making mind is very important! All roads lead to Rome, you have to learn to find the one with the best value for money! Therefore, you must also be a learning talent, an efficient optimizer who can accept new things and quickly turn them into nutrients, and a sub-supervisor who has the ability to sit in a higher-level supervisory position! Finally, criticism and self-criticism are more important! Examine yourself in order to improve yourself, criticize others in order to help others, both yourself and others are part of the organization! This is why I said to eliminate the human part. We all have the weaknesses of human nature. However, when superimposed and integrated within an organization, a terrible force of inertia and unspoken rules will be formed, which will eventually destroy the organization! Therefore, if a team and organization wants to maintain vitality, it must weaken the weaknesses of human nature and use sincere criticism and self-criticism as weapons to achieve this!

Some concepts about humanized management were very popular a few years ago, and they are highly praised by everyone now. What I want to say is that the essence of humanized management is to stimulate the advantages of human nature and to put it into the organization or team. It should not become a representative of welfare, enjoyment and rights and be over-consumed!

The above are some of my personal opinions on the management of Sanbanaxe. I hope it can help everyone!

Jack Ma messed up Ant’s listing, but Alibaba’s achievements today have a lot to do with Jack Ma’s management of Alibaba.

18 Arhats, headed by Jack Ma, was established in Hangzhou in 1999. As of now, Alibaba’s business has involved e-commerce, finance, life services, Mobile payment, health, financial management and other fields, and is an industry leader in many fields.

Although Jack Ma "overturned" in the recent listing of Ant Financial, Alibaba was affected by the joint impact, and its market value evaporated by nearly one trillion, and was even sued by U.S. shareholders, but Jack Ma's attitude towards Alibaba Management is still beyond the reach of many entrepreneurs. Jack Ma's management of Alibaba does not rely on bragging and "drawing cakes", but relies on the "three axes" that are the core of Alibaba's management.

Alibaba's "Three Bans" cannot be explained clearly in a few simple sentences. It may require a very thick book. Here is a simple analysis at three levels.

01. The three axes at the grassroots level are the foundation of enterprise development

Alibaba regards recruitment and dismissal, team building and results as the "three axes" of grassroots management. This is the core of enterprise management from the task execution and implementation level. Consider in depth. The execution strength and efficiency of grassroots management will determine the overall smooth operation of the enterprise and are the cornerstone of the success of enterprise management.

To give a simple example, Taobao, as a representative of e-commerce, needs to serve tens of millions of merchants and hundreds of millions of users. Every customer service is Taobao A banner, whether the service is good or not, whether it can solve the problem can be reflected from the customer service. If the recruitment of customer service is not properly controlled, tens of billions of investment may be wasted because of one customer service. Of course, if a customer service member leaves Alibaba because his work is not going well, and then in turn has a negative impact on Alibaba's corporate culture, this will have an impact on Alibaba's integrated industry chain.

Only by controlling the recruitment process well can we build an excellent team. Working alone, Ali will definitely not be able to reach where it is today. Alibaba's excellence is not made by Jack Ma alone, but by excellent teams working together.

Only by having a team to see the results can we get good results. The grassroots team has a solid foundation. This is the fundamental reason why Alibaba survives in the fierce competition. 02. The "three axes" of middle-level management, the transition from strategy to execution

Understanding strategy, building a team, and being a director are the three axes of Alibaba's middle-level management. They play a key role in connecting the past and the next, giving Alibaba the ability to rapidly expand and The ability to operate at high speeds. The grassroots level is the main role in execution, the top level will only formulate strategies, and the middle level is the lubricant and power conversion machine in the middle. Alibaba's training and emphasis on middle-level cadres is rare in the industry. They have rights and responsibilities. They must understand the ideas and directions of senior leaders and be able to translate strategies into executable tasks.

The strategy is empty, just like Liu Qiangdong said that Jack Ma is a liar. Liu Qiangdong is one-sided in understanding Ali's strategy and fails to consider Ali's middle management. Turning "cake" into various operational steps from kneading noodles, pancakes, and seasoning, and then handing it over to the grassroots team for execution, this is the key value of middle management. They not only need to understand the strategy, but also build a grassroots team so that the team has the ability to perform tasks. They also need to be good directors so that every step can be completed with quality and quantity.

The "three-point ax" of middle management is the confidence of high-level strategy implementation and the source of grassroots execution. The outstanding performance of middle management provides Alibaba with lasting power for development. 03. The "three axes" of senior management, set a good strategy and be a good judge

Ali's "Eighteen Arhats" are a miracle in the business world. Many people cannot understand how so many founders lead Ali forward. , This has a lot to do with Alibaba’s top management’s three-step plan. The senior management team focused on three core principles: specifying strategies, creating soil, and hiring people. They pushed Alibaba from obscurity to the commanding heights of history.

Senior executives are not arbitraging stocks. They can solve the problem by exchanging cash and drinking tea. Alibaba has nearly 40,000 employees. The decision of where to go and how to go lies with the senior team. Alibaba's senior management highly integrates strategy formulation with the market, and launches various businesses at just the right time; builds resources and platforms, tells good stories, and passes the handover to the middle management team to digest; at the same time, they manage major events and key talents well, The consistent pace of top management provides a fundamental source of wisdom for the rapid expansion of Alibaba's business. Summary analysis:

It sounds very ordinary and has no bright spots, but Jack Ma can make Alibaba’s team truly implement it. The top management can exercise restraint, the middle management is willing to pay, and the grassroots can work hard. Hold high the "three axes", Let Alibaba be at the forefront of the rapid advancement.

No matter how good the theoretical analysis is, it is also a written discussion. At its root, it still requires innovative and reliable strategies and efficient execution. Alibaba occupies the leading position. These cores are done well, so Alibaba succeeds.

However, Alibaba is not a myth. The failure of Ant to go public is the best proof. Jack Ma has defeated Ant, where will Ali go? Management of the "three axes" may become Ali's last chance.

996 is a blessing

When everyone mentions Alibaba, they always think of Jack Ma immediately, which shows that Jack Ma has injected soul into Alibaba.

Many people think that Jack Ma’s success is due to deception, but few people study Jack Ma’s business philosophy.

Alibaba’s famous “Three Management Tips” are just management methods that can be imitated and not considered powerful.

First of all, Jack Ma is a wise man. He can express very complex things in words that ordinary people can understand. There is no one in the world who can compare with him.

The three axes are actually: the way of heaven, the way of business, and the way of humanity.

Every new employee who joins Alibaba must first learn about humanity, which is how to be a human being, have a correct outlook on life, be loyal to Alibaba, be loyal to the team, and be loyal to the leader.

If you want to enter the middle level, you must start to understand business ethics, which is the principle of being a businessman. You must have the spirit of serving customers, serving consumers, and serving Alibaba.

If you want to enter the upper echelon, you must understand the way of heaven, which is the principle of learning. You must understand human nature, realize the needs of human nature, and then use technology to utilize it.

That’s why Jack Ma is great. He gives you a chance to understand. If you have high understanding, you will be promoted.

For me, the correct answer is: "Vision, mission, and values"

The three pillars of Alibaba management: pulling hair, looking in the mirror, and smelling odor

The three pillars at the grassroots level refer to recruiting and firing, building teams, and obtaining results. They are the implementation and execution level of tasks, and are a single module from doing things to being a person;

Alibaba must assess "values", and values If the employee is not good enough, he cannot be reused. If he has bad values ????but his performance is particularly good, he is commonly known as a wild dog; he will not be promoted. Those with good values ??but no performance are called white rabbits; they are also candidates for expulsion. Alibaba’s values: Customers first, employees second, shareholders third, all for the sake of customers.

Grassroots management, middle management and top management! The grassroots level collects and reports market information, while the middle-level management controls the operational adjustments of each team and reports to the top management. Senior management monitors the entire chess game to see which pieces are missing and makes timely adjustments to consolidate the entire company's operating capabilities and profitability results. The three complement each other and must be twisted into a rope on a chain.