Hello everyone, here is the special planning column for the 5th anniversary of Hupan University - the "Return to Classroom" series. Starting today, we will continue to push the wonderful classroom clips of Hupan University in the past 5 years.
Today we have prepared the course content of the principal Jack Ma in the "First Lesson" of the previous "Freshmen" of Lakeside University. We mainly share the "upper three ways - mission, vision, values" and "lower three ways - organization, talent, KPI" to make a good corporate strategy. I hope it will be helpful to you!
The following is an excerpt from the classroom:
Today is your first class, let’s talk about strategy first.
What is strategy? Strategy is first of all, "war" and then "strategy". People who have fought have a sense of crisis. If you have only heard of war and never war, where can the strategy come from? It is all about talking about war on paper.
Strategy ability first evaluates the leader's ability: ability to judge the future and grasp the overall situation.
A corporate strategy, first of all, you must understand what you have, what you want, and what you give up. These questions are the basic actions everyone needs to do. Keep reflecting on these questions and asking yourself, you will easily let go and you will have fewer things to worry about.
A good strategy is "upper three ways" and "lower three ways". The "upper three roads" are mission, vision, and values, while the "lower three roads" are organizations, talents, and KPIs. 's three actions and the three actions below are completed in one go, and it is possible to continue to summarize. "On the three routes" is the key, but if there is no corresponding organizational configuration, talent training system and KPI setting, then this battle cannot be fought.
● Mission
Mission answers a question: What do we want to do together? Everyone has to know from the driver, the office, the communication room.
All amazing companies have a mission, because all amazing companies are amazing organizations. The key point in uniting an organization lies in mission. For example, what kind of value does our companies want to create for customers and for society?
Every enterprise should regard mission as the key point of its organization. A small restaurant can also have a mission, and the mission is to make good dishes so that everyone who comes is very satisfied.
Ask yourself what the mission of the company is, do you really believe it? You believe it, your D (Direct reporting line, pointing to you, the person reporting in a straight line), do they believe it? You ask ordinary employees, do they believe it?
Everyone who enters the lakeside must take this as a basic skill.
● Vision
After determining the mission, you must determine your vision. "Let there be no difficult business in the world" sounds good, and this is the starting point. What are you going to do? Tell a vision.
vision must have a minimum three-year small goal. Within three years, I hope to become a profitable company, with more than the income, how many employees will grow, how many customers will have, and how good the reputation in society will be... The clearer and more careful the thinking of these, the stronger the logic, the better.
Then give the "mission" and "vision" to your colleagues. Everyone thinks this thing is reliable. When everyone reaches a consensus, it is easy for management to be on the same line with the employees and on the same picture.
The vision is easier to design for one year, and the more difficult to design is three years, and then five years, and ten years.
In the company, when the mission and vision are very clear, every decision you make will be based on, logical, and will go a long way. What you fear the most is chaos. If you win, you don’t know how to win, and if you lose, you don’t know how to lose. If the vision drawing can be seen clearly, it will be much faster to fix problems.
● Values
What are the values? It's the rules of the game. Without values, it means that everyone on the road has ideas, but without traffic lights and zebra crossings, it will be messy.
has such a big vision to pursue, so how do we do things? If you don’t trust me, I don’t trust you, everyone’s methods are different, that won’t work. People’s personalities can be different and their backgrounds can be different, but when we are together, we must have the same principles of doing things. Values are the way we do things together.
values are not decided by the boss. They have to sit down with the first group of colleagues and discuss for a long time. Why do we get together and what do we appreciate each other? What things are you absolutely unable to do?
33 The company's values cannot be illusory, they must be evaluated, and culture is evaluated. For more than ten years, we have assessed values every quarter, and we have evaluated performance and values together. Only when these two are done well can there be bonuses, stocks, and promotions. This is a complete set of assessment mechanisms.
Mission, vision, and values let you know what kind of people to invite, what kind of people to unite, and what kind of people to inspire. By doing these things very clearly and meticulously, and finding meaning from them, you can ignite a kind of strength of the team.
Mission is virtual, vision is virtual, and values are virtual. An amazing company must make virtual things real and real things virtual.
What is virtual reality? When making decisions at a meeting, you must figure out whether this matter is in line with our mission; when assessing, whether there is a set of things that assess mission, assessment vision, and assessment values.
What is real virtual? Make income and profits false, and don’t always focus on these numbers.
Strategy "lower three ways" - organization, talent, KPI. How to implement the strategy, implement it to the team, to every employee, and to everyone understand that the "lower three ways" is the most critical.
● After the organization
strategy is formulated, the organization must be adjusted.
The most important first step for a leader to think clearly about the strategy is whether the organization should make changes. If the strategy is adjusted, the organization is not adjusted, it means there is no strategy.
What I think most when I was CEO is - three months or six months later, what organizational structure should I change according to the current situation? Think clearly about what you want, what you don’t want, what you are prioritized. What are the three priorities that must be done. We often have "seven tanks and four covers". There are seven business areas, and only four leaders can work. What should I do? The only way is to knock out three tanks.
There are all kinds of mentalities in the organization, and I don’t know how much more thoughts you have to adjust the organization than to determine the strategy. We may decide if we adjust the strategy or discuss the strategy in three hours. But changing one person or dismantling two tissues is the real challenge. This job is not easy to do, the key is how to unite everyone instead of letting the team break up.
All our companies will encounter this problem. They want to do too many things and not enough talents. But organizations are often the key point to make up for insufficient talents. If there is not enough talents, the organization should be supplemented; if there is not enough organization, the talent should be supplemented. These two need to be supplemented. The organization must be merged, merged, collected, and released, and is constantly dynamically adjusted.
● Talent
The most important product of a company is people. A person has ideals, missions, values, and emotions, and emotional intelligence. His products will have a sense of mission, values, and idealism. All products should be warm and determined by people.
33 must spend more time and invest more in people. We must pay attention to the construction of the talent echelon and cultivate cadres. In my early years, I went to watch NBA basketball and found out why basketball was played well was not because of the five people on the court, but twenty people sitting on the bench off the court. The people on the court are under a lot of pressure, and the people off the court are still waiting for the opportunity. What if the entire team is disbanded after a company changes its manager? If there are such a group of preparatory cadres here, who is still afraid of leaving?
We used to have a very good cadre training mechanism, reviewing cadres every three months. If you come up, you will talk about how much performance you did last quarter. I will say that you won’t talk about the performance. Let’s talk about how your team manages, how to train employees, and how the successor system is. Next month, his team will be well prepared for training. Come on, let’s talk about performance. As a leader, you need to prepare everything, any time, any thing, so that the overall thinking comes.
There is a culture called "Repair the roof when the sun is shining". When the business is developing very smoothly, the business grows rapidly. I have to judge whether it is his relationship or the relationship of the business itself. If it is a relationship of the business itself, transfer the leader of the business department and let him try it in a department with bad business - this is definitely risky, but you have to be willing to do it. Every cadre must go through many pitfalls in its growth.
In fact, building a business is to shape people through organization and business. We call it "borrowing false and cultivating the truth". Organization and business are both "fake", and it is true to train a group of cadres.
● KPI
KPI is a serious matter. KPI combines all the core points of the entire business, including mission, vision, values, organization, and talent.
To understand what you want, what employees want, and what customers want, these three interests must be unified. Then it depends on the employee's ability. He can only run eleven seconds. You set nine seconds and can't do it, but eleven seconds to ten seconds and five seconds are basically possible.It is very important to be clear about what the team below can and cannot do. When you want to set a hard and practical indicator, you must think about what is the element that determines the success of a hard indicator. Review KPIs every month and every quarter.
KPI is difficult to set, definitely not decomposition, Zhang San and 200,000, Wang Wu and 700,000. Design KPI is the art of a boss. KPI is not top down, and KPI is not bottom up. KPI is to find a region value in the middle of top down and bottom up, which is art.
KPI's main function is not just what performance you want to achieve, but whether this KPI can inspire and inspire employees and achieve goals creatively.
Finally, the KPI must be linked to reward and punishment. What you want will reward you; what you don’t want will punish you. We applaud the process and pay for the results.
People who understand KPI understand human nature and management. Now start with the most basic and simple things, what you want, what they can do, and where is the consensus reached between the two sides. Don’t drown them, take your time.
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