In the first half of the second year, the market value exceeded 10 billion euros in the same year!

In the second half of the year, the trendy people officially landed on Hong Kong stocks, and the opening surged by 200%.

Two years later, the New York Stock Exchange rings the bell, and its market value exceeds 100 billion!

Five years later, Chen Feng stood at the group's annual meeting and looked at more than 20,000 employees and said emotionally: "China's population of 1.4 billion can still be stable and developed, and Foxconn can still be stable and developed 1.2 million people. Why does Internet companies feel that it is very difficult to manage when they reach 20,000?"

"I think on the one hand, the number of employees reaches 20,000, one manifestation is the emergence of a huge middle platform, and the other is the rapid transformation. The middle platform is a thankless thank you for the multi-game couple, and many people fight each other and cannot form a joint force."

"Because the Internet is intellectually intensive, everyone is encouraged to break through themselves, and what they need is coordination rather than management. This kind of business itself is relatively pursuing equal rights and decentralization. It has to hate negotiation and compromise on everything. The internal consumption costs and resistance here will eventually develop into a middle-end and bucolic form."

"After all, most of the CEOs in Internet companies are science and engineering men who are R&D from research and development. They started their businesses very early and have never been taken care of so many people and have never been taken care of."

"Even many CEOs are just slogan-style technology to change the world dream or vulgar IPO dreams, and they are all top-level design dwarfs in corporate management philosophy."

"Most of them have not formed a unique management philosophy, formulated a complete management structure, mobilized and exerted strong organizational strength, etc., just like a 12-year-old child has an immature mental development even though he has grown to 170cm."

"But what I want to say is: the company's problems are management and culture, but it is fundamentally still a CEO cognitive problem and a misjudgment problem."

"It's like Google betting on social networking back then, and Baidu misjudged mobile."

"Google's Q2 company reached 20,000 in 2010, and its per capita revenue dropped significantly. Page returned to the CEO product line in 11 years."

"It is actually to make way for Google, work hard to improve the turnover and execution efficiency of the company, and focus on the biggest bet that can change the world."

"The biggest bet is socialization. In order to force G, cut off the reader and turn the user's private photo album Picasa into publicly retrievalable. Youtube must use G to log in to comment. This is a stage of Google's most destructive user experience under Page's rule."

"Baidu has grown to 20,000 people in 12 years. At that time, Robin Li also believed that the mobile Internet was drunk driving, which was actually a fundamental misjudgment. Later, after 360 entered the search market, he sent an internal letter at the end of the year, shouting that he would encourage wolfishness and eliminate petty bourgeoisie?"

"Are you a little late to realize it?"

"No reason to miss it, no reason to miss it!"

"At present, an Internet company with 20,000 people is a large company. The problem that is prone to happen at this time is that the team becomes arrogant, the per capita output and the quality of recruitment decline, and the salary and development range of employees who join the company are limited."

"To solve these problems, we cannot treat the headaches and the feet. We should start with top-level design and solve the problems of corporate governance structure and cultural rectification first."

Huawei reached 20,000 people in 2001, and Ren Zhengfei published "Huawei's Winter". The most important and core thing for a company is to pursue long-term and continuously achieve per capita profit growth.

Alibaba has reached 20,000 people in 2009, and the Eighteen Arhats collectively resigned and re-applyed for a partner, which is very similar to the 7,000 resigned in 2007, and allowed collectives with work numbers within 20,000 to resign and re-election.

This led to the resignation of CEO Wei Zhe and Coo Li Xuhui. Jack Ma's statement at that time was: Integrity is one of Alibaba's most important values, and any behavior that violates our culture and values ​​cannot be accepted.

Wei Zhe's position back then was very similar to Jiang Fan today. Many people would use Jack Ma and Zhang Yong's different ways of dealing with these two executives to observe the differences between the two CEOs.

I think Wei Zhe’s problem is a question of values, and Jiang Fan’s problem is a question of private morality, which is of different natures. If there are problems within the company, on the premise of ensuring the correct direction, it is also necessary to adjust the organizational structure and improve the culture to make systematic corrections.

It is said that charity is not in charge of the army, and it is indeed very difficult to balance the interests of all parties in the enterprise. Especially when your personality is very soft, or I am a pacifist.

Ma Huateng, who has been in 10 years, may have the same problem as Li Yanhong for 12 years, but he was awakened after the 3Q war.

When QQ is already doing very well, let WeChat do it and then continue to invest in WeChat resources. This is difficult for many companies to do.

If you can find out who is awesome, or even who is awesome, you will choose this new product. This is a great challenge to the management, requiring them to make decisions and analyze.

Tencent was stimulated by 360, and Kuaishou was awakened by Douyin. After being overtaken by Douyin for a year, Kuaishou also announced in 2019 that it would bid farewell to Buddhism.

Because Su Hua and Cheng Yixiao were not satisfied with the current situation of Kuaishou, their loose organization and Buddhist attitude made them unable to sleep or eat, and they believed that they had to change and reflected on their continued neglect of organizational construction.

It is no longer the fastest team. As we grow up, our muscles begin to become weak and our reactions slow. Our connection with users is becoming weaker.

Faced with countless lessons from the past, the result of our reflection is: calling on all members to enter a state of combat and open the door to the future.
Chapter completed!