The youngest of the world's top 500, will Xiaomi's future be a sea of stars?

On April 6, 20 10, Room 807, Yingu Building, 14 people drank a bowl of millet porridge together, and Xiaomi embarked on a journey.

No one would have thought that Xiaomi Company would achieve such high-speed growth in just a few years. 10 people, 7 or 8 guns, uphold the spirit of "living for a fever" and create one internet miracle after another with the spirit of "millet plus rifle".

Tencent used 14 years, Ali used 18 years, Huawei used it for 23 years, and Xiaomi entered the Fortune Global 500 in only 9 years. It is the fourth largest Internet company in China and the youngest Fortune 500 company after JD.COM, Ali and Tencent.

Mr. Lei couldn't hold back his chicken jelly, and neither could Weibo. He wanted to give money, so he gave each employee 1 0,000 shares.

Today, let's talk about Xiaomi.

By the end of 20 19, the total number of employees was 16783, including 8874 R&D employees.

Xiaomi's main business is divided into three parts: smart phones, Internet of Things and consumer products, and Internet services.

Smartphones are the biggest business. Although many people still have a lot of expectations for Xiaomi's future, its performance in the past few years and the next few years, as well as its stock price performance, are inseparable from the influence of the mobile phone business.

Followed by the Internet of Things and consumer products, the proportion rose rapidly from 18.8% in 20 17 and 22.5% in 20 18 to 30.2% in 20 19, and Xiaomi TV contributed a large proportion. This is definitely the second growth curve of Xiaomi and the core growth space in the next decade.

Third, Internet services. Although Xiaomi has always liked to call itself an internet company, its service revenue currently accounts for only 9.6%-although it can be considered as a leap compared with 3.2% a year ago. The most important component here is advertising service, which accounts for half of the country.

Since 20 17, Xiaomi group has made more than a dozen organizational restructuring.

On September 3 last year, Lei Jun sent an internal letter, which opened the biggest organizational structure change since Xiaomi went public. The key word of this adjustment is re-integration, which can be summarized as: separation of decision-making, organization and functional departments, and horizontal expansion of business departments.

The organization department is responsible for the appointment, promotion, training and assessment of middle and senior management cadres, and all departments organize the construction and preparation for approval. Liu De, who is in charge of the original ecological chain department, became the organization minister.

The General Staff Department assists the CEO in formulating the group strategy and supervises the implementation of the strategy of each business department. Wang Chuan was appointed as chief of staff and Zheng Xiang as deputy chief of staff.

The Technical Committee aims to strengthen the technical culture and engineer culture, strive to improve the Group's technical direction decision-making, and increase the recruitment, training, appointment and encouragement of technical talents, leading the company to explore the future technical trends. The technical committee is headed by Cui Baoqiu.

All three (Liu De, Cui Baoqiu and Wang Chuan) are vice presidents, reporting directly to CEO Lei Jun.

Different from the traditional power relationship, CEO, chief of staff and deputy chief of staff are linearly subordinate.

Hongfeng was transferred to Xiaomi Finance as chairman and CEO to open up new business.

Secondly, the public relations team is listed as the group's public relations department, reporting directly to Li Wanqiang, the brand strategy officer.

The marketing department of the original company (except the public relations team), the e-commerce market group of the sales service department and the new media group were combined and the sales and service market department was established. Appoint Liang Feng as the general manager and report to Wang Lingming. Some media called them representatives of the "younger generation".

In addition to two independent organizations and decision-making departments, the original four functional departments: TV Department, Eco-chain Department, MIUI Department, and Mutual Entertainment Department have also been re-divided into ten new departments, and the department managers report directly to the CEO.

Xiaomi's rank system is divided into technical sequence and administrative sequence. Professional titles are generally divided into specialist-manager-director and vice president and above, and the level is set to 10, from 13 to 22.

About 13 for freshmen, 13 for commissioners, 15 for three years of experience, 16 to 17 for managers, 18 for senior managers and 19 to 20 for directors.

Xiaomi's ranking is incomparable with Ali's. After all, 16 and 17 went to Ali to get P7.

According to the financial report data released by Xiaomi, the average monthly salary of employees is nearly 40,000 yuan. Counting the year-end award, the annual salary per capita is expected to be around 600,000.

The salary is mainly fixed salary, and the bonus is 2 ~ 3 months at the end of the year.

School enrollment, 19 class salary 14~ 16, algorithm can give 18~20k, software development 13~ 16k, product12 ~/kloc.

The probation period is 6 months, and the salary will be paid on the 5th of the following month. There is no discount on probation salary.

Stock rewards vary from person to person. If the cash can't meet the requirements, use stocks as compensation.

At the end of 10 every year, the salary of employees who have been employed for more than 1 year (including probation period but excluding internship period) will be adjusted. From the feedback of employees, the salary seems to be lower than that of other big factories, especially the 5% salary increase system, which is not very satisfactory.

At the beginning of Xiaomi's establishment, Lei Jun tried an innovative management method, "go to KPI, go to title, go to management" and completely flatten management. This makes many people mistakenly think that Xiaomi has no KPI and does not conduct assessment. Actually, it's not.

Since the development of Xiaomi, the actual situation is to assess the performance every six months and every year, which is divided into six grades of SABC. There will be the last elimination, mainly daily persuasion, and there will be no last elimination mechanism that forces the 5% target.

Xiaomi's evaluation is different from other companies, and it has its distinctive characteristics:

1. Attach great importance to communication and weaken paper flow.

Lei Jun will review with each product leader every week, often not during the interview, but on the way to the interview.

Although there is no paper KPI, there are many four links in performance management: goal, follow-up, evaluation and motivation, but these are all done through communication.

2. Don't force quantitative indicators.

Quantitative assessment is a difficult point in performance management. Xiaomi adopts the method of easy quantification, but does not advocate forced quantification.

There is a simple reason. It is normal for a product to be unsuccessful. What caused the product to be unsuccessful? Is it a technical problem, a demand problem, a design problem or an operation problem? This in itself is difficult to accurately judge, let alone accurately evaluate.

3. Pay more attention to forward-looking indicators rather than lagging indicators.

Forward-looking indicators refer to indicators such as customer relationship maintenance, process improvement and employee training. These indicators are not reflected in the performance appraisal of general companies, but Xiaomi attaches great importance to this part. A company should not only pay attention to performance, but also pay attention to customers, products, processes and other content.

Lagging indicators refer to financial indicators. Usually, the company's KPI indicators are financial indicators, but Xiaomi has relatively weakened such indicators. This idea is similar to Huawei.

Measuring a company's performance should be multi-dimensional, including both financial indicators and non-financial indicators, and the company's pain points are different at different stages, so the assessment indicators need to be focused.

On the occasion of listing, Reebs said in an internal letter: "Without veterans, there is no legacy. There is no new army and no future. "

Therefore, Xiaomi pays more and more attention to the cultivation of talents, and makes a training plan at the beginning of each year.

Your plan: to build it for fresh graduates for half a year.

It is divided into two stages. The first stage is a three-week intensive off-the-job training, which accelerates the growth of newcomers and team integration from many topics such as culture, business, station and specialty.

The second stage is a five-month on-the-job training, and various learning activities are held irregularly.

Burning plan: aiming at the senior cadres of the organization department of Xiaomi Group, help them know themselves, organize themselves and improve their management level for half a year.

In addition, Xiaomi's Qinghe University training system has also started running.

There is a president's private school at the top, which started the rotation mechanism from the group executives and promoted a large number of young cadres.

Xiaomi is currently promoted according to the rank system, and the level of the whole group is unified, and all departments participate.

The timetable is to reply in July, and the results will be issued at the end of August, and the salary will rise from 65438 to 00.

The speed of promotion is closely related to personal experience and ability.

Mission: Always insist on making "touching and affordable" products, so that everyone in the world can enjoy the beautiful life brought by science and technology.

Vision: Make friends with users and be the coolest company in users' minds.

Core values: sincerity and love.

When it comes to Xiaomi's culture, we have to mention its unique fan culture. I believe that no one has never heard of "rice noodles"!

The miracle of Xiaomi comes from the fan culture created by Lei Jun, making fans the spokesmen of Xiaomi.

Which company will put the user name of seed users on the product launch page, shoot micro-movies for them, invite fans to have family dinners, and write postcards for fans?

Xiaomi did it.

The style of a company is most influenced by BOSS.

Xiaomi, like Lei Jun, conveys the feeling of sincerity and love to the outside world.

Sincerity means making high-quality and cheap products with real materials, making friends with fans and listening to users' needs attentively.

Love is gathering a group of brothers and sisters who pursue the ultimate product. Let's do what we like, stick to Castle Peak, never look back, and enjoy the fun of starting a business.

Xiaomi is a company that really makes products seriously. Employees will argue endlessly about the details of a product, and will revise the product design again and again for the best use experience, try again and again, and innovate little by little.

"Don't be superstitious about masters or inspiration. Behind the ultimate products are huge investments, all made by hard work, and behind the cows are efforts. "

It is said that Lei Jun once rejected a cow that could "sell straw into gold bars".

"We don't need people who sell straw into gold bars. What do you mean by real things? What does it mean to be friends with users? If one day you know that your friend sold you straw for gold, is he your friend? Are we really used to cheating? Can we have a company that you really trust? Is it really your friend? "

The process of pursuing the ultimate may be bitter, but there is always something to pay. Focus, extreme, word of mouth, fast, this is the soul of Xiaomi, rooted in the ultimate pursuit of good products by every Xiaomi person.

Perhaps it is the spirit of Lei Jun and Xiaomi who pushed Xiaomi to today's position.

Regular welfare: 30 meals a day, the canteen is good; 20% off Starbucks in the park and so on.

Holidays: paid sick leave per month 1 day, annual leave starting from 5 days, more than 1 day per year; You can go home 1 day in advance on New Year's Eve.

League building: organize rich entertainment activities such as calligraphy and basketball at ordinary times, and have a formal league building once a year.

Special benefits: 1000 yuan mobile phone voucher will be given when the new product is released; You can buy some prototypes and reworked products (there are many notebooks and TVs); Double Eleven, Rice Noodle Festival, send 2 50 yuan coupons; Employees can apply for several F codes every month (F code, friend code, friend invitation code, priority purchase qualification on Xiaomi.com).

On July 20 19, on the anniversary of 1' s listing, Xiaomi officially moved into Xiaomi Science Park in Xi 'erqi, Beijing.

It is said that the total cost is 5.2 billion, covering an area of 340,000 ㎡, and there are 8 office buildings, which can accommodate 6,543,800+6,000 workstations. ...

Working hours are from 9: 00 am to 8: 30 pm/kloc-0, and there is no strict time limit at noon. There is no need to punch in, but HR will count everyone's punching records every month, and then make an attendance punching report and send it to all bosses.

You can take a taxi after 10 in the afternoon and be reimbursed.

Some time ago, Internet company 996 was collectively vomited by everyone. It is estimated that few people know that 996 actually started from Xiaomi. Moreover, Xiaomi's 996 is different from other companies, and employees need to take strict leave when they go home early at night, because 996 is normal working hours.

Xiaomi's employees have long been accustomed to it, and this kind of "bitterness" is even worse than Huawei, which is known for its wolf nature.

What is rare is that Lei Jun is a boss who comes to the front line in person. He has been working with everyone and has no independent office. Arrive earlier than the staff and leave later. Even though the meeting last night lasted until midnight or even three or four in the morning, I would still be sitting in my office at 9 o'clock the next day.

Lei will always be a person worthy of respect from all insiders and users. Someone commented that he was "the highest achievement that an engineering student without any background can achieve by his own efforts". His existence is to tell the general public that in today's China, no matter how ordinary you are, you can go up.

The interview process is simple and direct, and consists of two rounds. The first round of HR, the second round of department heads.

Advanced 17 and above, plus one round of HRBP interview, up to 3~4 rounds.

Technical positions need written examination, and other positions are mainly interviews.

After the interview, you can get a definite answer (oral offer) in 1~2 weeks, but the process of offering is more complicated and not so fast.

Suitable for the crowd: suitable for fresh graduates, e-commerce operations, eco-chain product managers and other positions are also good. In addition, the mobile phone department and the IOT platform department are the hardest core departments, which is not bad.

Not suitable for the crowd: I have great expectations for the top 500 and think that the Xiaomi system is perfect and standardized, which is estimated to be disappointing; It is also not recommended that HR come to Xiaomi. Company management can't keep up with the speed of business development, and decision-making appears arbitrary, which makes HR very embarrassed.

The rise of Xiaomi depends on persistence, cost performance and fan culture.

In recent years, more and more people may be singing bad words about Xiaomi. Indeed, whether it is because of management, products or other aspects, Xiaomi has obviously declined.

However, we should also see that enterprise management is a very arduous task. Xiaomi's success on such a large scale along the way is by no means due to pure luck, but the embodiment of management's ability and wisdom.

Any enterprise will have problems. Both Huawei and Tencent have faced the pressure of not being able to operate. In particular, Huawei faces bigger problems than Xiaomi, bloated system and US sanctions. Tencent, Ali, Pinduoduo and even ByteDance are all facing their own operating pressures.

Although Xiaomi is under great pressure at present, it has not reached the point where it can't go on. Xiaomi's management also has enough wisdom to deal with these problems: exploring overseas markets, upgrading the triathlon model and optimizing the organizational structure.

Just as people can't be young forever, Xiaomi's current state is reassuring. It is the kind of calm after the war, and it is the trend that teenagers grow into young people.

Lei Jun wrote in Weibo on April 6, 2020 (Rice Noodle Festival): "Everything in the past is a preface. Let us work together to create new glory for Xiaomi in the next decade. "

We are also looking forward to starting a new 10 year of "power growth" with Xiaomi.