1974, the team named Tiger. What are the better words for the name of Tiger?
0 1 strategy: integrate and build a better architecture
After the company grows, it will encounter problems in system, process, responsibility, approval and other integration and architecture construction ... If you are a supervisor and spend more than 65,438+00% on these things every day, it means that your integration is problematic.
When China founded Ogilvy & Mather, I knew about 80 people, and I could name them. Every day after five o'clock in the afternoon, when there is no meeting, I can take a bottle of Heineken and go to the company to have a look, say hello, see the progress of important customers and proposals, have any problems, and have any contradictions between teams.
You can know everything about the company by walking around it.
Ogilvy, the founder of Ogilvy, said, "Go to the posts of employees and don't ask them to come to your office. "This has a great influence on me. I think a supervisor (or general manager) directly manages no more than 100 people (80 people is better). If it exceeds, it will be given to another person and gradually divided into two teams.
After the team continues, it will encounter integration problems, so it will produce a horizontally integrated architecture, thus forming a matrix architecture. Guo Shina, former chairman of IBM, said that "matrix" is the most ideal structure that human intelligence can produce. Ogilvy & Mather has always lived in a "matrix" structure, and most people have to face at least two reports.
Evaluation and discipline, chicken ribs?
Evaluation and company discipline are topics that come back every once in a while.
In fact, these two questions are very important and directly relate to everyone.
Performance appraisal involves whether employees are promoted or raised.
Discipline includes daily affairs.
After Ogilvy entered China, there was no punch card system. We believe in self-discipline and self-love, while respecting everyone's daily life and family situation, so we have always refused institutionalized management.
The "creativity" that the industry of freedom needs, you can come up with a good plan in the toilet, or you can come up with an idea while dreaming or in the hospital, but there is an iron law that you must be found at any time, the meeting must be on time, the documents must be submitted on time, and the good things must be handed over at the same time.
Freedom is a value, because we believe that relaxation can produce different solutions.
If someone wants to use this principle to avoid responsibility, the supervisor must be clear. If he does not change after several persuasion, he must be told to go, so as to avoid bad money driving out good money.
03 Key Minority: Core Team
Whether it is a big company or a small company, every company will have a core team to ensure the operation and development of the company.
The heroic era of CEO saving the company has passed, and Jack Welch of General Electric may be the last one. I often meet the core team members of the branch, and I can basically judge the company culture and management ability.
In addition, I often ask: What is the proportion of your personal salary cost in the core team? What is the salary cost of the core team in your company?
Someone asked, "What is the correct ratio?" I replied, "I don't know. But this ratio reflects your business strategy, yourself and your role in the core team, or your role in the whole company. "
Generally, the core team of a company is about 6 people, and the larger company may have 10~ 12 people. After research, the maximum number of members of the direct leadership team is 12. Everyone's time is limited. Managers have to face customers and external competition at least half the time, and internal promotion and human affairs the other half of the time. This is a relatively healthy business situation.
The core team is a very close group, and most meetings are informal, but formal and rhythmic meetings (that is, meetings) are necessary to discuss the implementation of the company's strategy, important changes, customer operations, financial situation and so on. To ensure the company's progress.
Formal meetings or small talk are as important as informal meetings. Formal teams are as important as informal or natural groups. Informal or naturally formed groups can often achieve better results, and management should pay attention to and understand these groups.
Management or specialty, that's a question.
When the company gets bigger and bigger, you will encounter the dilemma of choosing "management" or "specialty"
The industry relies on top professionals to come up with top solutions to help customers strengthen their brands and achieve sales. There are enough good professionals to create a good company, but good professionals are not necessarily good, and some good professionals are not interested in management habits.
After becoming a manager or supervisor, the higher the personal position, the higher the salary and the greater the responsibility. Professionals are only responsible for a small number of customers, so mass production is impossible. From the conventional point of view, management seems to be the only way.
But the industry must remember to avoid falling into the above misunderstanding.
Good managers can attract good professionals to join, give them a good environment for them to make plans and create an environment for them to play freely.
Top professionals will also be eager to work with top people. Competition is inevitable, but they are also learning from each other.
It is very important that the salary of professionals can be higher than that of managers, which can reflect the courtesy of top professionals.
Do you want to go beyond the scope of the report
Perhaps everyone agrees that "tolerance" is necessary in management. It embraces different opinions, different viewpoints or different personalities.
I think it's good that one or two people in the team often disagree with you. It is not easy to try to listen to their ideas, discuss them and reach a consensus, but do your best.
But as a manager, you must also know your bottom line and let the team know. During my 30-year career at Ogilvy & Mather, I have seen many talents leave because they can't tolerate or tolerate each other. This is a great pity.
People should look at their own advantages, and then make up for their shortcomings with their own advantages in team building.
For me, showing tolerance in the "leapfrog report" is the real tolerance.
Ogilvy has a good system. When employees encounter problems and can't communicate with the supervisor, they can go to HR (Human Resources), and then HR communicates with the supervisor to avoid them as much as possible. This system has been practiced in Ogilvy & Mather for many years and the effect is good. (Many enterprises have also started to set up professional teams with psychologists in HR departments to assist in internal communication. )
Overstep reporting is often mistaken for an attempt, or even labeled as an informer, which is wrong. In Ogilvy & Mather, leapfrog reporting is allowed and encouraged, but there is an important premise that your problem will be completely conveyed to your immediate superior in order to jointly seek solutions.
How to fire employees gracefully?
In the industry, it is healthy to maintain a turnover rate of around 20% a year. If 20% of the flow is mostly natural loss, including being poached, not liking the supervisor, going to other industries or being unable to stand our atmosphere, it is a normal flow.
Of course, if it exceeds 20% or even reaches 40%, it will be abnormal, indicating that there is something wrong with the operation of this company, which may involve "dismissing employees", and dismissing employees is related to "what kind of talents we need" and also related to the company's values.
It is a very troublesome thing to ask someone to leave, and a responsible supervisor will face it by himself. But you must make sure that you gave him the opportunity and time for promotion, but the result was not good, so being fired is good for him and the company. You must tell him frankly that he will find a more suitable job, which is meaningless here. I don't want him to waste his time here.
In addition, when running a company, it is sometimes necessary to reduce personnel costs due to changes in the environment or major customers. At this time, it is necessary to start with high-level personnel (high cost) and think about who needs to leave and leave the right person.
I think honesty and openness are the key to this problem.
Office romance, is it sweet or trap?
"Office romance" is an interesting and troublesome problem.
Industry, long working hours, difficult to find a partner (just for comparison, or for lazy people); At the same time, the nature of our work requires close and in-depth communication. After work, we often invite friends to drink in bars or relax in karaoke bars.
When I was in China, I was relatively young. When I meet competitive demonstrations, I often work overtime with my colleagues until two or three o'clock in the morning, then dance and sweat in the ballroom until four or five o'clock in the morning, then go home, take a shower, put on a suit, and make a proposal at the place designated by the customer at nine o'clock in the morning.
This kind of work and lifestyle often happens. Obviously, after a long time, it is easy for men to grow up. Therefore, there are many couples and couples in Ogilvy & Mather, and some people have counted them. The data is higher than the average level of other companies.
In the early days, Ogilvy, the founder of Ogilvy & Mather, wanted to put an end to this phenomenon and avoid management troubles, and set a principle that "after the Ogilvy & Mather couple got married, one of them must resign". But after a period of implementation, I found that young people can live together and don't have to get married, so I gave up this principle.
I think it is necessary to stipulate some principles, such as avoiding being in the same group and avoiding affiliation. If the above situation cannot be avoided, then both parties must be conscious, because no matter how fair you are, other colleagues will not fully believe you, especially on the issue of promotion and salary increase. This is an inevitable burden, and it can also be said to be a price.
08 Customer Maintenance and Case Making
I always believe that senior staff should patiently meet our customers and have a good talk with them, regardless of their size or suitability, whether they come to our company through the Internet, telephone or even directly. If it's not appropriate, be sincere and tell me.
Good ideas must first solve customers' problems, and then cause repercussions in the industry. Small scope in the customer's industry, large scope in the entire marketing industry and caused repercussions. If you can keep generating good ideas, customers will come to you.
Our industry is doing cases every day. How to accumulate cases is very important. Regardless of success or failure, regardless of whether the customer passes or not, it must be accumulated to form a file so that everyone in the company can easily find relevant information. Cumulative cases may reduce the number of duplicate proposals. If we can improve the "repeated proposal", we can not only improve efficiency and save costs, but also greatly improve morale and present better and better things to customers. Few customers understand this key.
09 training and learning
Training has always been emphasized by Ogilvy & Mather, and it is also the most appreciated by everyone in the industry. When starting a business, training is almost magical in Ogilvy & Mather, and lecturers and students must go all out.
Training is necessary, there is no reason to be absent, and customer affairs cannot be a reason. At the same time, the training emphasizes the application of what you have learned, and what you have learned is immediately used in practical work.
Ogilvy is a research fan.
Ian Strachan in Asia Pacific has sorted out all the thinking tools developed by Ogilvy & Mather and found that there are about 150 sets. Thinking tools are very important to individuals. Everyone uses the same working language, which will facilitate communication, not only internal work, but also explanation to customers.
With the change of environment, a lot of information is produced, the speed of technological change is accelerated, and standardized training is too slow. So we must let the team have the ability and channels of self-absorption and learning.
Of course, formal training is still necessary, and the theory of sharing, attitude towards creativity, views on people, teamwork, company vision and issues related to group culture should be achieved through mandatory and standardized training.
10 people and culture
Our industry depends on people and the right people to do it, so that we can go on.
It is your ability or responsibility for newcomers to learn how to integrate into Ogilvy & Mather in the first half of the year. After that, Ogilvy has the responsibility to help you grow (of course, you still have your own responsibility). When you get better and better, the company will try to help you clean up the battlefield and let you continue to play.
Give the right people room to play. Of course, the most important thing is to give you the right people and form your team. This is another big project. Doing it right will determine whether you grow or not, and whether the company can continue to grow.
The stability of first-level and second-level supervisors ensures the inheritance of culture, the reliability of operation quality and the continuity of training.
Let senior staff continue to work efficiently. When people and problems are gradually clarified and a consensus is gradually reached, culture is gradually formed.
The above is about the naming of 1974 Tigers and the sharing of Ogilvy & Mather Group. What words are better to use after reading the tiger's name? I hope this will help everyone!