Must see! The characteristics of a successful enterprise!

The key point of enterprise success is employees!

"The key to success is not how to do or what to do, but who will do it." This is the founder of Amazon? Jeff Bezos once said a word.

I believe many entrepreneurs have wondered whether it is "putting our ancestors before ourselves" or "setting the strategy first and then setting the talents".

Ma Mingzhe wrote in the book "Peace of Mind": "People come first, and strategy comes later. Without the right people, even the best strategy is meaningless. " It means that the right direction is not as important as the right person.

With the development of the times, talents have gradually become the core strength of the future development of enterprises.

"When an entrepreneur starts a business, the whole enterprise is a personal matter, and it is necessary to plan what the enterprise should do.

When the company expands, entrepreneurs need to consider what to do most of the time, not how to do it.

But now many entrepreneurs spend most of their time thinking about who will do it, not what to do. With the expansion of enterprise business, there is only one way for enterprises to go. "

Because most entrepreneurs are just thinking about how to do it, what they need most is talent, but suddenly they want to add something, but there is no suitable talent reserve. What should I do?

Usually managers will temporarily transfer talents from other positions to fill positions, but the reality will not develop in the expected direction, so you must think of alternatives before you want to do something.

What should I do if the enterprise reserves insufficient talents? In fact, it is very simple, and it can be easily solved with only three simple moves.

0 1

Step by step, enterprises will no longer worry about not having a reserve of talents.

When the enterprise has a strategic map, we can further arrange "who will do it".

But when discussing this topic, another problem will appear. Many business managers are not worried about "which candidate" but "no candidate".

As an enterprise manager, how to avoid the tragedy that the talents of the enterprise are not connected, the generals are absent and the new strategic opportunities cannot be realized?

"In fact, there is a problem is not terrible. The terrible thing is that there are problems that have not been solved. " This statement is mapped to enterprises, and the talent gap is not terrible. The terrible thing is that I don't know what measures to take to fill it.

Based on years of consulting experience, the advice given by Mr. Yang of Pinyu Group is to pay attention to the "talent adequacy ratio". What is the talent adequacy ratio? Can be divided into the following levels:

Successors prepared within one year: the total number of managers.

Number of high-performance talents: the number of people in the whole company

Number of high-potential talents: the number of people in the whole company

Proportion of Class A talents in strategic positions

...

Enterprises with high talent adequacy ratio can not only win now, but also have a great chance of winning in the future, especially in the future full of turmoil and uncertainty. Therefore, attaching importance to talents is actually attaching importance to the future.

Otherwise, the talent chain of the enterprise will be broken. The fracture of talent chain has a long incubation period, which is difficult to be discovered by enterprise managers. After two or three years, it broke out, which led to the stagnation of enterprise development for 3-5 years, or even closed down and withdrew from the stage of enterprise competition.

02

A "rat shit" spoiled a pot of soup.

When cooking soup, the ingredients are often put in the wrong place, and the whole pot of soup may go bad, and it may be "bitter, astringent, sour, etc." Bad taste, very small probability will have a delicious taste.

The most serious thing is an attribute error. Put it in the pot, and the whole pot of soup will be scrapped.

There is a saying in Alibaba's internal talent strategy: "Reward stars, kill white rabbits (with popularity but no performance) and kill wild dogs (with performance but no morality) and show them to the public."

Shi Yuzhu and Ma Yun had a heated debate about who is more harmful to the company, rabbits or wild dogs. In the end, Ma Yun was convinced that rabbits were more harmful to the company.

Because when wild dogs have bad behavior, people around them will be alert and aware, and organizations will quickly take action to cut people, so the damage caused by wild dogs is temporary.

Although the rabbit can't make achievements, but the popularity is good, the old rabbit keeps recruiting and promoting rabbits. Finally, enterprises will easily form a particularly large "rabbit nest", occupying excellent resources and jobs.

The rabbit nest will also crowd out the original star employees and may even induce star employees to become rabbits. Finally, in this atmosphere, enterprises will slowly move towards organizational slack and enter the decline channel of mediocre performance.

Therefore, managers should guard against the existence of "rabbits" when reserving talents. Maybe one rabbit can destroy the whole company. When rabbits are found in the team, they need to be eliminated in time to reduce the losses already caused.

03

New business for newcomers or new business for the elderly?

Ma Yun once advocated that "old people do new things and new people do old things." When the elderly do new things, they can change their posture to maintain their passion to a certain extent; At the same time, the elderly are more familiar with the company and can better mobilize the internal resources of the company to help new enterprises.

The dream is beautiful, but the reality is cruel. Ali once had a failed idea.

In 20 14, Ali successively invested heavily in the acquisition and layout of literature, music, games, film and television, and sports businesses, and formally established the Alibaba entertainment section in 20 16 and 10.

However, Alibaba's Youku video was once surpassed by Tencent Video and iQiyi. In 20 18 years, the plate lost15.8 billion yuan.

In the past five years, Ali Entertainment has changed three directors, 10 core executives, countless new generation cadres and professional managers. But Alibaba Entertainment will never succeed.

Whether it is Ma Yun's "new people do new things" or "old people do new things", Ali's case of digital entertainment has not been successful.

I once wrote in a report in Caijing: "Is the big entertainment short of money? No, no one will question it. What is lacking is rationalism and a deep understanding of the industry? No, Gao He proved it. What they lack is group support. The successive arrival of Yu Yongfu and Fan Luyuan proved not. "

So should a company choose the leading talents of new business internally or externally? In fact, only managers need to think about these three issues.

1. What are the similarities between the new business and the old business?

If the similarity between the new business and the old business in the enterprise is high, then the elderly can be used; If there is a big difference, new people can be adopted, because external new people are needed to bring new experience and new ability to the organization quickly.

2. From the business structure of the whole company, is the old business in trouble or still a stable cash cow?

If the overall business situation of the enterprise is good, it will be better to use the internal elderly. If the old business of the enterprise is terminally ill, it will be better to use external newcomers. Because there are few external newcomers and few human feelings, we can carry out drastic reforms.

3. What is the company's resource allocation priority?

If the enterprise's resource allocation does not rely on loud voice and is not influenced by the world, then new business can adopt external newcomers.

What's wrong with Ali Entertainment, which has a bright future? In fact, many people have speculated that Ali has formed many "empiricism theories" in talent management, but the "empiricism theory" is full of "overconfidence", which leads to the loss of "intellectual humility".

In the process of enterprise development, "wisdom and humility" is the key quality to deal with the unknown and control new business.

03

abstract

The old organization cannot implement the new strategy.

The possible strategies in an enterprise are successful, and the organizations that matched the strategies in the past historical stage are also successful.

But the future is constantly changing. If the strategy is constantly adjusted and the organization is not adjusted, the whole enterprise will fall into a state of "carving a boat and seeking a sword" by wearing old shoes and taking a new road.

Future changes are not terrible. The terrible thing is that in the changing future, we still follow the logic of the past.

But why do some entrepreneurs think that it is also right to "set the strategy first and then set the talents"?

Because strategy determines the organization and the organization supports the strategy.

The "ancestor's funeral" is aimed at the talent management of high-level personnel, aiming at the top of the pyramid. If the founder and CEO's own strategic vision and leadership stagnate, it will be difficult to lead this company to seize greater opportunities.

And "determine the strategy first and then determine the talents" is the talent management for the middle and grassroots. Once the strategy is determined, it needs to be transformed into employee behavior step by step.