What are the new changes in enterprise management in the Internet age?

Actually, I am a recruit in an Internet company. I left the traditional industry two and a half years ago and went to an Internet company, and stayed in Alibaba for two and a half years. This is a painful experience, but there are also growth and gains. I share "HR transformation and transformation in the Internet age" with my own personal experience. When I entered the Internet enterprise, I was extremely uncomfortable in the first year, and the style of play was completely different. As the first batch of HR people in foreign companies, I have a deep understanding of HR. But how can you encounter such a big challenge and resistance in an Internet company like Alibaba? Some time ago, I read a particularly interesting book called "U-shaped Theory", written by Professor Otto of MIT. This book is written that the whole reform will go through the U-shaped stage, and the bottom valley period is the stage of truly recognizing the basic proposition. Only after this stage can we continue to move forward and continue to rise. I'd like to take this opportunity to share with you a few propositions that should be considered when the valley is low. These propositions are: first, what is the role and positioning of HR in the enterprise? Why does the enterprise have the function of HR? Second, who are HR's customers? Serve who? What kind of value is produced; Third, what does HR do? There are many trivial things in HR every day, from strategy to company hygiene, we must sort out this thread before we can go into battle lightly again. In the past, the key element of your success was the boat, but now it has become a burden for your future success. Only after thinking about these propositions can you know whether to put down the boat. At the end of the 199s and the beginning of the 2th century, Daff, a well-known HR professor in the United States, put forward a concept, the three roles of HR, very early. Partner, what are you in? With what? What kind of value does it provide? I only have a little deep understanding of these three words now; Second question, who is the HR customer? There may be many answers. It's my boss, this organization and all the employees in the organization. There may be many answers in the enterprise. In my mind, the most important customer of HR is this organization. What is HR's business? If the customer is an organization, in fact, we focus on this organization to make efforts. Mr. jian li talked about that the energy of three people constitutes the energy of the whole organization. The energy of the organization is very powerful. If you don't manage the energy field of the organization well, it will have a great influence. One person's event will soon cause a butterfly effect and a very big event. The tissue energy field is reflected in the individual's heart, brain and physical strength. You should not only have good physical strength, but also have mental power to think. The heart is whether you have that persistence. I watched a video the other day, and a teacher at the Ted conference talked about the problem of mental effort. At present, there is not much difference between physical strength and mental strength of all employees. The key to success lies in his mental strength, and whether he can persist. Organizational energy field is reflected in organizational culture, organizational ability and organizational intelligence. At the origin of an enterprise, we can see that organizational intelligence is the earliest consideration, and what kind of business model, organizational structure, process, system and system will be used to promote the management of the whole organization after strategy; The second aspect is organizational ability. What kind of ability and leadership are needed in the future development direction of the whole organization? The core is actually organizational culture. Organizational intelligence and organizational ability are very easy to understand, while organizational culture is very difficult to understand. When I first went to Alibaba, I asked a lot of people what Alibaba culture was. Many people told me many stories, which were really confusing for newcomers. I kept going through all the stories of Alibaba to understand its culture. The most superficial thing of culture is behavior, which is actually required at the bottom of behavior. There are institutional processes that can help form such a culture, which are all required. What is really needed domestically is that value, which is emotion, interest and mission. A hot topic, just after entering the workplace, is to understand their needs and form an organism to promote the whole development. I summarize Alibaba culture into three aspects: sense of mission, sense of value and emotion. Alibaba often talks about three words-ideal, action and persistence. This sense of mission can promote why he exists in the organization and what is the significance of my living in the world. Alibaba often says that there is no difficult business in the world, and Xiaowei is to turn credit into wealth. These feelings of use are connected with society. Sense of mission. I have worked in a foreign company for 18 years, and my mission is nothing more than how I can make the company develop continuously, how to make the company have more profits, and how to make the company occupy the first and second position in the market. This has nothing to do with society. Everyone has his own sense of social responsibility. If an enterprise is connected with the sense of social responsibility, he will follow you, otherwise he will just follow an enterprise. Sense of value. I am from the 196s. I was taught by my parents from an early age that it is ok to study. I have been studying and working, and I have never thought about my dream. But my parents taught me a very important thing, that is, the sense of responsibility, that is, the sense of value we are talking about. Every time you do something, you have a sense of certainty and calmness, which can push things forward and get its value. This is my sense of accomplishment. If mission and value are connected, it is also the most important reason to push him forward. What do you need to follow to realize this value at the same time? What needs to be followed is the concept of corporate values, and we need to follow the same gameplay and rules of the game. Emotion. There is a saying in China that a scholar dies for his bosom friend, and this is emotion. A company is full of brothers, who help each other and take care of each other. When we fight together, there are many arguments, but it does not affect the brotherhood of brothers. This is a small feeling, a feeling between brothers, and a big feeling is your connection with the organization and your connection with the mission of the organization. We sacrificed myself for this enterprise, including my career, my family and my time. I want to follow the success of my career. We have many ways to promote the construction of emotions, which need to be done with heart and emotional connection. One of the words I talked about most in Alibaba is sensibility and rationality. Dry and wet emotions can promote the development of the whole society. As the first HR to enter a foreign company, I entered the workplace in the 199s. What is the relationship between HR and business? Parallel running, business running business, HR running HR. At that time, I did a lot of interesting things, such as performance management and KPI setting. At that time, I thought this system was particularly professional and interesting. The main management of energy field still lies in the whole organizational governance, which will involve a little training and some capacity building. Entering the second stage, in the 2s, we can see many key words, such as merger, acquisition and expansion. At that time, private enterprises began to develop, and foreign companies came to buy and merge crazily and expanded crazily. When I joined this company, there were only ten employees. This company has expanded through mergers and acquisitions, and is doing well in the China market at present. In fact, all its enterprises are acquired and merged. What the organizational environment at that time needed most was how to promote the integration of the two organizations, how to promote the integration of systems, brands and channels. The third stage, the one zero stage. After 85, I began to work, and the needs of the whole customer became personalized. Employees need more self-satisfaction and self-centeredness. Internet companies have undergone great changes in the organizational form of such employee management. How should HR run? Now HR's business and organization present the relationship between the palm of your hand and the back of your hand. HR should stick to the business. The reason why I suffered for a year is because I want to promote the development of HR outside. Business is in full swing, and there is no time for HR to do any systems or steps. Because of the rapid change, this position has been created today and may not be available tomorrow. Today you are the leader, tomorrow he will be your leader, and the whole ladder will change with each passing day, so keep up with the situation. Business and HR merge together to form a Taiji diagram. Business will talk about many words, quickly identify mistakes, quickly iterate, and run in small steps. What the Internet says is transparency, openness, sharing and responsibility. You have to accept all these ideas of the Internet, because the culture of the whole organization will promote great changes in your whole business. You must understand the business and run with it, but you can't say that you are just giving advice to the business. Giving advice to the business is to observe whether this organization and its culture are suitable for future development. After you help him with this, he can benefit, and you will be very welcome after he benefits. Otherwise, I was rejected in my first year, and I couldn't enter this venue. Sticking to the business, the core thing is not intelligence and ability, but organizational culture. Only with organizational culture can we have self-drive, self-repair ability and metabolism, and this organization will change from an organism to an organism. If you seize a business opportunity, you may not be able to repair yourself in ten years. If you don't follow this market, you won't get results. When we read the prospectus, it was very well written. In fact, we really thought about it a lot. This thing is not a show, but what we really think. In Alibaba, I was there, and we really did what we said. My personal experience in Alibaba. We can see that Alibaba has a history of growth, including initial stage, airborne stage and rapid development stage. Alibaba started its business from 1999 to 25, which was a period of rapid development of B2B, holding three things: ideal, action and persistence. Ma Yun said that I will make a dollar this year, and my goal next year is to earn 1 million yuan, and the goal next year is to make a profit of 1 million yuan, and then the goal is to tax 1 million yuan, constantly create dreams, set higher goals, and promote people's passion. In the process of doing business, the value of doing this business is constantly emphasized. If you want to get 5 yuan from the customer's pocket, you must help the customer earn 1,5 yuan. What is the value to customers? This is also part of our culture. The whole process pays great attention to promoting culture, including sense of mission, value and emotion. During the airborne period, everyone thought that Alibaba recruited many foreign executives to join the company from 25 to 29. The industry said that the turnover rate was very high, and it would be very high, but I looked at this problem positively. After this period of time, Alibaba helped to build an organizational capacity field and an organizational intelligence field. Alibaba had a strong organizational culture at that time, but lacked organizational ability and intelligence. With the help of this group of newcomers, we have established a system, which has led a group of our old people to think about the whole energy field, and at the same time, we have established many systems and have the methods to do them. Only in the third period did it develop rapidly in 29, and it had a highly anticipated IPO listing process. Seven or eight thousand people join Alibaba every year, and 1,5 people join Xiaowei Group. There are 3% to 4% newcomers in this organization. How can we integrate him into this organization? What kind of people are selected among 15 people? In talent inventory, it is necessary to review what kind of talents the organization needs in the future, and what methods to train or recruit from outside in the future to promote the construction of the whole ability. After this large group of people came, they were all capable, competent and highly knowledgeable. How can they be integrated into this organization? This is culture. I have been in Alibaba Xiaowei for more than two years, and the organizational changes will be more frequent, because the business changes quickly and the organization changes quickly. Can our organization come at the call, fight when it comes, and win when it wins? Roles will be interchanged, and how to create a smart organization? Do it in two ways. One is the committee system, which covers the positions of technology, products and data, which span all business divisions. How do you promote the transfer of the whole staff through the committee? We call it the cloud movement of talents and how to promote the construction of cloud movement. We especially talked about the circle, why everyone is unwilling to adjust the whole organizational structure, and how a group of new people can adapt to it quickly. Let some circles operate in this organizational change. I wonder if you have heard of circles? There are many virtual circles in the organization, and there are informal circle organizations across it. The training class in the middle of the circle may be a circle, and the project class may be a circle with many circles. The ultimate goal of the circle is to nourish, nourish culture and nourish ability. I ask our HR to be androgynous, to understand the business, to be with the business, to feel this organization with heart, and to set up this venue quickly, which can promote the construction of the whole culture and thus promote the business. A group of sentient beings and righteous people are doing valuable and meaningful things, which is a high summary of our organizational culture. Thank you!