Revealing the Feng Shui of Liu Zufen
Let me start with Liu, CEO of the group. In an interview with China Entrepreneur magazine, he said that the boss's personal value culture actually determines the team's value culture, and the team can only act quickly if it makes a quick decision. Therefore, there is a regulation in JD.COM called "24-hour mechanism", which means that when subordinates have any instructions and report to superiors, the superiors must reply within 24 hours, and it must be a "yes" or "no" affirmative reply, and ambiguity is not allowed. Then why is it a 24-hour reply? Liu said that the longest flight time in the world is 17 hours. Excluding this 17 hour, there are still 7 hours of thinking time in 24 hours a day, which is enough. If the manager doesn't reply within 24 hours, his subordinates will give him a low score in the year-end assessment.
Let's start with carlos ghosn, CEO of Renault and Nissan, both of which are in France and Japan. In a recent interview with Harvard Business Review, he said that his approach to how to manage two companies at the same time is to arrange a decision-making week every month. A month later, he will allocate a week in Tokyo with Nissan's colleagues to compress everything in this week in advance and make the most important decision. Similarly, he and Renault's team in Paris have a fixed time of one week every month to concentrate on making decisions. The rest of the time is freely distributed to the company's top management and team, completely decentralized. This is Carlos Ghosn's mentality of managing two companies at the same time.
Next, let's talk about mark anderson, the founding partner of Anderson Holovitz, a well-known venture capital firm in Silicon Valley. He wrote an article before, saying that his efficient work experience is: don't book any schedule, don't make an appointment in advance, and always do what is most important or interesting to you at the moment. If someone asks you out, it is very important, so do it now. In addition, he will make a simple task list, only deal with emails twice a day, wear headphones at work and so on.
Let's talk about how Tencent's core decision is made. Tencent's core decision-making method is the general meeting system. Tencent's general meeting is held every two weeks. The early participants were the founder of Tencent and the head of the core business department, about 10- 12 people. By 20 13, when the total number of Tencent employees has exceeded 20,000, the number of participants in the shareholders' meeting is only 16. Because this is the core decision-making meeting of Tencent, participants should attend no matter how busy they are.
Meetings usually start at 10 am, but often last until two or three o'clock the next morning. Because after each topic is put forward, the horse must first listen to everyone's attitude and opinions, so the meeting is often very long. However, there is no voting system at the shareholders' meeting, and who is in charge, who proposes and who is responsible for the business matters of the department; If it is related to the company's overall strategy, the premise of decision-making is to reach an understanding of * * *, and Ma himself has no vote in favor or veto.
Finally, Su Yinhua's management secret is also the easiest to use.