What is the corporate culture of Didi? What do you think of the first batch of management students recruited by it this year?

Didi is very young. Not only are entrepreneurs young, but the average age of the team is only 27 years old. Before Didi started its business, there was almost no accumulation in the industry. From the three dimensions of resources, relationships and capabilities, the first two are almost zero starting point. According to my past standards, I would advise entrepreneurs not to touch this field under such circumstances. This is also a new feature of Internet entrepreneurship. The new vertical field is more and more "invaded" by outsiders, and its products can often bring new experiences to users without rules and regulations.

From the core entrepreneurs and managers of Didi, you can feel that they are fearless, independent and alert, superior in strategic thinking and cross-border insight; When they set goals, they don't hesitate. They are indomitable, extremely tough, soft and patient in execution. They look for directions in fog and definite clues in uncertainty. Even the invincible Uber lamented that he really met his opponent in China. Tevez Kalanick, its founder, said that although the United States has made a profit, Uber China lost as much as $654.38 billion last year. "We have a strong competitor, as long as it is in his city, we can't make a profit, and they are still trying to gain market share. I am completely unprepared. "

Redefining entrepreneurship and growth

Entrance and flow: keen insight and extreme execution.

Didi found the gap between Internet transformation and travel in the basic necessities of life. Taking taxis as the pain point, Didi seized the opportunity window of the development of mobile Internet and the popularization of mobile terminals, complied with the trend of consumer sovereignty, let users drive and solve travel problems, and creatively shaped the business logic of the travel platform. With the evolution of the automobile revolution, the insight of sharing the elements of the economic platform and the improvement of control ability, Didi has made great progress.

Culture-driven integration

For a new company, without cultural inclusiveness, collaborative awareness, openness to trial and error, open ecology, zero mentality at any time, awe and respect for integrity, Didi can't rise rapidly, merger can't be realized, and integration can't happen so smoothly.

Dream-driven collaboration

Didi's dream is not to pour chicken soup into the soul, but to portray it in everyone's bones, blood and behavior. The common dream makes every little orange person (Didi's internal name for employees-editor's note) agree with the value of solving travel pain points, feel proud of himself and the team, and let every little orange person feel that the power to promote change can also come from himself.

Dynamic decision-making under strong uncertainty

The entrepreneurship of mobile internet is treading on thin ice, and the response speed is beyond the imagination of ordinary managers. The dynamics, complexity and uncertainty faced by Didi in the past four years may not be encountered by many startups in their lifetime. Market education, cold start, brutal competition, supervision and control, internal development, taxi drivers' incomprehension; Especially in the field of travel such as taxis, it is not a unified market, stakeholders are complex and difficult to coordinate, and there is no equal right to speak. The situation has come out, causing the management team to face new problems at any time.

Let the sense of crisis and awe be everywhere.

Didi people in adversity present a positive and philosophical attitude that is rare in start-ups; Being sought after by the capital market, they have not let go of their awe, but have been strengthening their sense of crisis. They have tenacity that no one can imagine. They are often torn apart by supervisors and opponents. What is commendable is that they have the courage to tear their wounds. Didi's "look in the mirror" culture is to "tear open the wound and let you see the bloody meat" at the internal meeting. The "Sunflower" project is to launch a competition and confrontation of user experience. Losers either clean toilets or run naked.

Go against the trend in the cracks

A battle, the introduction of a management method, a safety accident or a problem in the capital chain may all lead to Didi's "sudden death". After a narrow escape, Didi was superior in adversity quotient, and also built an iron army with strong resistance, strong execution and perseverance on the battlefield, giving it a chance to breathe. Cheng Wei is a hopeless military fan. His most metaphors are fighting and war. This strategic view can also be heard in the language of gentle deep machine learning expert He. Indeed, they have built an iron army with strong resistance, strong execution and perseverance on the battlefield: in the face of monopoly, they dare to show their swords; Face your opponent and dare to show your sword; In the face of giants, dare to show your sword.

Redefine travel

Redefining "Internet Plus Traffic"

The integration of "internet plus" and urban transportation has a far-reaching impact on the reform and construction of urban intelligent transportation system, and also provides a broader space and possibility for the intelligent development of the city. "Internet plus traffic" is an important index to measure the advanced development of urban intelligent transportation and reflect the overall intelligent development level of the city. At the same time, "Internet plus travel" can be used as a yardstick to quantify the travel situation of urban residents (Xinhua News Agency, Didi Travel, Xinhua Didi "Internet plus" travel index report 20 15, p2). The biggest change that Didi brings to traffic and travel is that travel can realize new connection and matching through mobile platforms; Second, fully mobilize social transportation resources to cope with the tide; The third is to change the mode of travel and make carpooling and hitchhiking popular with the help of the Internet.

Solving the tidal problem of travel with sharing economy

During peak hours, mobilize all social transportation capabilities such as buses, taxis, special cars and hitchhiking to undertake massive travel needs; During off-peak hours, these transport capacities play other roles, and Didi Travel Platform solves the tidal problem of travel through sharing economic model. Zhou Qiren, a professor of economics at the National Development Research Institute of Peking University, commented, "The most valuable part-time car is a flexible part-time mode to deal with tidal urban traffic."

Make the trip better.

Users have many pain points in travel, such as pleasure, beauty and dignity. These words seem to have nothing to do with our years of travel. Cheng Wei hopes that ordinary people in China can travel with dignity, even with dignity, so as to make travel better. This kind of figure is present in many aspects. It is convenient to call a car, each takes what he needs, and the right to choose is returned to the passengers; Can enjoy the beauty of service on the road; After receiving the service, users can participate in the evaluation, which reflects the respect for consumers' evaluation rights. In addition, with the support of cloud scheduling algorithm and data, it can effectively reduce the congestion and give travelers the experience.

Redefining the sharing economy

The development of Didi relies on user-driven, human-driven and data-driven, redefining supply and demand, users, partners and collaboration, making it possible to share resources, time and technology. Collaboration and cooperation are everywhere. Hitchhiking and continuous carpooling fully demonstrate the charm of sharing economy, and consumers' sovereignty and choice are reflected in one-stop platform, forming a unique model of "Internet plus sharing economy +WE public economy". Didi conducts cross-border cooperation in the way of "we are in China", and regards them as partners to build and share synergies.

Redefining internationalization

Didi is not a company that follows the rules and follows the trend. Despite international doubts, Didi took a solid step on 20 15. Obviously, Didi's internationalization route is not simply copying the local model, but a bolder, more open and more shared innovation. Sharing economy has no boundaries, and the model of sharing economy has no rigid routines. By establishing a global cooperation framework for shared travel, Didi Chuxing, Raffles, GrabTaxi and Ola will open their products to provide seamless travel services for international travelers from China, the United States, Southeast Asia and India, covering 50% of the global population. The cross-border products cooperated by the four parties were launched in April 2065438+2006.

Redefining innovation

2015,65438129 October, based on Cheng Wei's outstanding performance in innovation and reform in the past year, he was named as "the new economic figure who influenced China in 20 14" by China News Weekly. The acceptance speech is described as follows:

"He is a subversive, relying on a small mobile phone screen to incite the hardened interest pattern for decades; He is an innovator, using a client to improve the enthusiasm of practitioners and the comfort of consumers. He is the leader of the 20 14 internet to change physical consumption, and accurately grasps the' pain point' of urban office workers' difficulty in taking a taxi. He is a vivid example of technology changing life, telling countless entrepreneurs that the pace of innovation must always keep up with the pulse of consumers. "

Redefining responsibility

What is corporate social responsibility, and how to make comprehensive arrangements that are valuable to society, residents, ecology and partners according to their own characteristics? Please see Didi's answer:

Improve the social credit system. In practice, Didi has established a service management mechanism, and achieved two-way evaluation of drivers and passengers by improving the evaluation system of drivers and passengers. The platform has continuously improved the credit records of all users of Didi, and effectively promoted the construction of the credit system of the whole society through its own efforts;

Redefining core competitiveness

Didi describes its core competitiveness in this way: through the in-depth excavation and application of big data, it integrates various urban transportation resources; By sharing the economic model and intelligently matching the supply and demand of travel with intelligent algorithms, information asymmetry can be eliminated, overall efficiency can be improved, social costs can be reduced, and travel can become more efficient and convenient. Didi Research Institute (newly renamed, formerly Didi Machine Learning Research Institute) is a very mysterious department, which is rarely known by the outside world, but it is the core asset of Didi.