Cook said that in the past six years, he has acquired a company every three to four weeks. Why is he constantly acquiring companies?

I believe many readers may have heard the news about a wealthy American. Because he believed in the importance of blood to physical health, he regularly went to medical institutions to replace himself with blood from young people;

After persevering for many years, although he is now in his sixties, he looks much younger than his peers, as young as 20 or 30 years old.

Of course, this rich man, he just replaces the blood cells in the blood. If the replacement of other tissues and organs could be as convenient as blood transfusion, I believe he might also try to replace them.

The case of blood replacement has fully demonstrated that aging tissues and organs can glow with "brimming vitality" after renewal.

Human life behaves like this. And for those companies, the performance is not like this?

Because knowledge becomes obsolete, and because people age and their physical and mental functions decline, many people in the productivity system, after a certain age, can no longer contribute value to productivity growth and will gradually become ?Business burden?.

Just like human metabolism and aging, companies will also experience "aging." Without intervention, many companies will decline under the leadership and construction of aging teams.

In order to maintain the vitality of the company as a productivity system, it has become an indispensable daily homework for enterprises to continuously "recycle the old and incorporate the new".

In addition to constant recruitment, constant formation of new project teams, and even constant dismissals, powerful companies can also systematically inspect multiple individuals and directly form outstanding teams. ?Exercise ?acquisition? behavior.

Acquiring a team from a small company can, on the one hand, bring about the same effect as recruiting new employees, but on the other hand, it also saves the process of building and nurturing a team. Although it is a more convenient option, the cost is certainly higher than recruiting new people alone: ??it usually requires paying a "high equity premium" to the original shareholders.

Often, when acquiring small company teams, their products and users are also acquired together. Of course, the value of these assets will also be reflected in the acquisition funds.

Advanced companies often do not worry about potential "team integration" problems after acquisitions. Advanced enterprises often have a complete set of "open organizational interfaces" and have mature and successful experience in connecting and integrating with other organizations.

Better ideas and products with greater potential, after being acquired, can be promoted to a broader market by leveraging the huge user base of advanced companies. In this sense, this type of acquisition can be described as a win-win situation: it can not only help small companies with small teams succeed faster, but also help large companies obtain motivation from the outside world for product updates and even team culture building.