01
Correct leadership
"What kind of work did you do during the Long March ?" Deng Xiaoping's daughter Maomao once asked her father curiously.
Deng Xiaoping answered in his usual concise way: follow!
The word "follow" clearly defines the direction of follow, follows the correct route of the central government, and follows the central government led by Mao Zedong;
"follow" strengthens the fighting spirit, and everyone goes to Zunyi , walks out of the snow-capped mountains and grasslands, high mountain canyons, gets out of the predicament, gets through desperate situations, and gets out of one victory after another.
" People's Daily "
In fact, only the correct leadership group can make people have the determination and confidence to follow.
Only by unifying ideas and uniting one's own mind can we inspire fighting spirit and form a joint force.
Since the fifth anti-encirclement and suppression, Li De, an adviser sent by the Communist International, was called the commander in the room. He insisted on his own way, talked on paper, and carried out adventurism in progress and conservatism in defense.
and he was unwilling to listen to the correct opinions of comrades Mao Zedong and others. In fact, at this time, there were already differences in thoughts. The leadership above commanded the battle in the room, and was not clear about the ever-changing situation on the battlefield. The German Li De couldn't even speak Chinese. He just looked at the combat map in the room, so how could he know the battle on the front line?
So, when later generations saw the bloody battle in Xiangjiang, they really beat their chests and stamped their feet. They felt very sorry and felt very frustrated. President Peng also directly called Li De "I don't feel sorry for selling my son's land", saying that this is the "meat bun to fight dogs".
At this time, the Red Army of this time urgently needed ideological unity, so the Zunyi Conference was held in January 1935. I have always felt that there were two major conferences that affected the historical process, one was the Zunyi Conference and the other was the Sanwan adaptation of . Let's talk about this if we have the opportunity.
In short, the first thing to solve is the problem of ideological unity, which is to let the correct leader command the battle. Ren Zhengfei also said that should allow people who can hear the sound of cannons to command the battle . Therefore, the value of the Zunyi Conference is reflected in this way. The greatest achievement of the Zunyi Conference is to determine the correct leadership group with Comrade Mao Zedong as the core, and reuniting the dispersed forces of the team.
In fact, let’s take a look at it, this is the same as the development of the enterprise. In other words, weren’t the Red Army at that time also a startup company?
The foundation of survival of Internet companies is just two words: efficiency.
Realizing efficiency requires enterprises to have correct leadership. Leadership and leadership are two concepts. Many Internet companies only have leaders but do not have leadership. It is impossible to make a juicer steadily and far. What to do with
?
held a Zunyi meeting. Remove the inappropriate leaders and put the right leaders in the management decision-making position. Aside from the leaders and experts are destined to not work.
Internet companies are often prone to path dependence on . For example, everyone has traffic thinking, which is a very test of the decision-making ability of leaders. Many times, excellent leaders are not slogan kings, but are like spring rain, moistening things silently, but always lead the team on the right route in key decisions, inspiring and infecting everyone.
, and efficient companies must have a complete screening mechanism. The key to the screening mechanism of is to screen middle and senior leaders.
Only by allowing those who can rank in their position, have unified ideas and correct routes can they make a difference and achieve strategic intentions.
02
efficient execution
When the executive of JD questioned Liu Qiangdong's decision, Liu Qiangdong fired him directly, and many people did not understand. Liu Qiangdong said at the time: I hired you at a high salary to execute my decision, not to make you oppose my .
Actually, I didn’t understand it at first. Isn’t this just Dong Ge’s society? But after reading “ Four Crossings of Chishui ”, I understood.
Since the "Four Crossings of Chishui", the commanders and soldiers of the troops have complained about their old ways of walking and not fighting.
Lin Biao had always been unaware of it at that time, so Lin Biao raised the question of whether to take the "bow back road" or "bow string", and wrote a letter to the new trio, suggesting that Peng Dehuai replaces Mao Zedong as the commander of the front enemy.
As a result, Chairman Mao gave a beat: You doll, what do you know.
sounds like he is overbearing, but it actually makes sense. At that time, I didn’t have the time to tell you so much, and was not the time to engage in military academic .
Looking back, we can understand the greatness of great men. It can be said that Chairman Mao was fighting against several aspects of lightning, and was dancing with shackles. At that time, the Second Bureau had obtained information, but due to the confidentiality of information, few people knew about it, and it was impossible to say publicly that what was needed at this time was execution and efficient execution, rather than whether it was feasible.
In fact, Chairman Mao later talked about the Long March in a speech in 1939. He said: "Without the second bureau, the Long March is hard to imagine. With the second bureau, we are like walking on the night road with a lantern. "
The "second bureau" mentioned by Chairman Mao is a very confidential and important unit of the Red Army General Command, with only a few dozen people in total. It was these dozens of people, under the leadership of Director Zeng Xisheng and Deputy Director Qian Zhuangfei, who had a low-power radio caller, walked all the way and listened to telegrams from various Kuomintang troops 24 hours a day during the Long March, successfully deciphered more than 860 kinds of codes of the enemy, and found out the strategic deployment of Chiang Kai-shek's "encirclement and suppression" of the Red Army, and had a clear grasp of every move of the enemy. They were not only the "lantern" during the Red Army's journey, but also the "six-mile eyes" and "wind ears" of the Red Army leaders. They played a huge role in getting rid of the enemy's encirclement and blocking, and made immortal contributions.
is the same for company development. Many times, due to information asymmetry in , we have much less resource information than decision-making levels, which leads to limited our vision. At this time, as a combat unit, we can do our job well, instead of questioning whether the decision is right or wrong. Once the role is misaligned, it will actually fall into the inversion of the enterprise level, and what comes with it is gradually drifting away from the market. It is difficult for organizations that do not achieve effective execution of decisions. It is difficult for them to make major breakthroughs.
03
Small steps to run
Looking at the entire process of the Red Army’s Long March , the most intuitive feeling is: has been running .
Running forward, maneuvering, avoiding the real and attacking the weak, and attacking the strong with the weak, which is also a very obvious sign of Mao Zedong Thought's military thought.
, especially the "Four Crossings of Chishui", can be said to have applied this strategic idea of "movement thinking" to the fullest.
All of this actually comes from the strategic positioning of fast maneuvering.
It should be said that no one knows the idea of running fast in small steps better than the Internet.
But understanding is one thing, doing is another.
First, small steps require strong mobility and flexibility to adapt to the rapidly changing market and demand.
This requires the enterprise organization to be more liquid in terms of system management, everything is based on efficiency, iterate quickly, respond at any time, have trial and error thinking, constantly evaluate feasibility with the minimum cost, and go into battle lightly, just like the Red Army. Only by getting rid of the burden can we quickly gather and fight, so as to achieve strategic goals.
Secondly, the core premise of running small steps is to accurately position, rather than running randomly.
Many companies are not overwhelmed by waterfall development, but are dragged down by small steps and fast running. The efficiency of efficiency must be a dead chess.
For agility, the basic product development process may no longer be paid attention to, so how can the upstream and downstream be connected?
saves a little upstream time, but it brings a waste of time in the entire process, just buying a box and returning a bead.
In addition to this, there is another thing that is easy to ignore is that not only run fast, but also run valuable. The purpose of each stage should be scientific, reasonable and sustainable, not an isolated unit. Just like the four crossings of Chishui, each time it is a separate battle, but it serves the overall strategic intention, advances layer by layer, and takes steps forward.
This requires that when formulating a combat plan, you must have forward-looking thinking and grasp it thoroughly.
04
Trust Comrade
Chairman Mao said happily: "A few days ago, some of our comrades were worried that we could not cross the river and were squeezed into a dead end. At that time, I told Comrade Enlai and Zhu De: It doesn't matter, Sichuan native said that Liu Bocheng descended to earth with one dragon, how could the river water block the dragon? He would take us there."
doubts, no doubts about using people. When crossing Jinshajiang , Chairman Mao's strategic thinking and trust in comrades were fully visible.
On April 29, 1935, the Central Committee and Military Commission ordered the entire army to cross the Jinsha River quickly, completely get rid of the pursuers, and go to western Sichuan to meet with Red Fourth Front Army .
Jinsha River runs through the deep mountain canyons on the border of Sichuan and Yunnan. The river surface is wide and the water flows fast, and the situation is very dangerous. If our army cannot cross north, it will be in danger of being crushed in a deep valley by the enemy. At that time, Chiang's army had discovered the whereabouts of the Red Army and sent planes to circle and reconnaissance every day. On May 2, the Military Commission ordered the Red Army to advance in parallel to the Jinsha River in three directions: the Third Army crossed the river to Hongmen; the First Army crossed the river through the Longjie River through Wuding and Yuanmou; the Military Commission Column led a battalion and engineering team of the cadre regiment, and set up a bridge to Jiaoping Crossing on the morning of the 4th, and reconnaissed the river crossing points upstream.
After receiving the order, Liu Bo led his troops to travel 160 miles day and night. He disguised himself as an officer of the Kuomintang Central Army, commanded the cadre regiment to break into the enemy's district office, wiped out the local militia, and seized two wooden ships. Afterwards, Liu Bocheng ordered the two platoons to take wooden boats to cross the Jinsha River at night, annihilate more than 30 security guards from the enemy Lijin Bureau on the other side in one fell swoop, and quickly control the ferry. Liu Bocheng personally crossed the river to observe the water conditions and the ferry. While commanding the bridge to build, he continued to search for ships. Later, the water flowed too fast and could not build a bridge. But with the help of local people, four more wooden boats were found. Liu Bocheng was extremely excited to send a telegram to the Military Commission, saying, "There are six boats in Jiaoping Ferry, and it can cross 10,000 people every day and night. The Military Commission Column can cross the river in five days." When he learned of this situation, the Military Commission ordered Liu Bocheng to be the commander of crossing the river and Chen Yun as the political commissar, forming a crossing command in a cave by the Jinsha River to command the troops to cross the river.
On May 3, Mao Zedong, Zhou Enlai and Zhu De crossed the river. They highly praised Liu Bocheng for his clever command of the battle across the river and his proper organization of the work of crossing the river.
When operating a business, many decision makers do not have the courage and mind of a great man. They dare not completely delegate power to their middle and senior management, and are afraid of making mistakes. Sometimes, as soon as the person below lifts the hammer, the leader above shouts to stop, not letting his legs raise his legs and walk, but only letting him step on the spot. Although he is afraid that the steps are too big and he will pull the ball, he is not worried that he will stop.
In this way, how can we manage the wolf in front and tiger in the back?
We often say that trusting comrades, will not only hand over the chest to the other party, but also handing the back to the other party with confidence. This is the friendship on the battlefield.
After baptism on the battlefield, the huge efficiency generated by trust is unparalleled.
05
Core pillar
In my opinion, the core pillar has two meanings: one is to have core personnel, and the other is that core personnel must play a core support role in principle and major issues.
In fact, has no obvious boundary. It is intertwined and influenced each other. The performance of in different periods is different.
For example, in the early stage of the Long March, the decision-making level of the Red Army was the highest trio, that is, the military decision was finally decided by Li De, Bo Gu and Zhou Enlai. As an adviser sent by Germany, Li De carried out the "left-leaning" military wrong route. Bo Gu was too proud of Li De and always said that he was a "military adviser sent by the Communist International" and regarded him as the emperor. At this time, Zhou Enlai's position was extremely critical. At the Zunyi Conference, Li De's report overemphasized objective difficulties, but avoided the mistakes in command and ignored the correct opinions. Zhou Enlai made a report on military issues, pointing out that the main reason for the failure of the fifth anti-"encirclement and suppression" was the mistakes of the strategic and tactical mistakes of military leadership, and took the initiative to assume responsibility and made sincere self-criticism. At the same time, he also criticized Bo Gu and Li De.
Zunyi Conference determined the leadership group with Mao Zedong as the core and reversed the situation of passive beating. It was Zhou Enlai and Zhang Wentian and other groups of proletarian revolutionary leaders with firm party spirit and good work style that promoted the implementation of the Zunyi Conference.
And when Zhang Guotao was overwhelmed by the desire for power, Peng Dehuai, Xu Xiangqian, Li De, Bo Gu and others all firmly supported Chairman Mao with their party spirit. This is especially true for enterprises. It is normal for employees to replace employees with iron-clad battles. In fact, the core competitiveness of an enterprise comes from the continuous optimization of screws. However, few core backbones leave. It is precisely the stability and pillar effect of this architecture that brings the possibility of continuous upward progress to enterprises.
On the contrary, if there is no stable core backbone to support it, it is actually difficult to make a breakthrough, let alone move forward steadily.
What the Long March left for future generations is precious spiritual food, and what is even more rare is that we can pass on it all the way.
Only when the water comes out is out of water, water is good at making a profit but not competing: flowing water does not compete for the first place, and the competition is endless.
See the current Internet giants, such as a certain group, a certain number, the so-called responsibility and pattern. Think about the mass line, I only have one idea:
should let them walk the Long March again.
