Xiaomi’s organizational form and management culture, and Lei Jun’s requirements for employees

Lei Jun has three requirements for Xiaomi employees: first, professional skills; second, team coordination ability; third, responsibility and responsibility.

Lei Jun emphasizes professional skills first in team formation. Professional skills are valued because Xiaomi is a company that requires a wide range of technical work types. From software, hardware, Internet services, e-commerce, and after-sales service systems, it requires the coordination of different types of work; secondly, it focuses on cross-work types. The coordination ability of Xiaomi’s core competitiveness, software, hardware, and Internet services, requires a strong team coordination ability; third, it requires a strong sense of responsibility and responsibility, because Xiaomi is a fast-growing company, and each link There are some imperfections in the process, which rely on the high sense of responsibility of all employees to fill the gap.

Xiaomi’s organizational structure is basically three levels: one partner, one engineer, and one grassroots staff. Xiaomi is mainly engineers. These people are very experienced. The resumes and abilities of these people surpass many vice presidents and CTOs of startups. They are all very strong. Therefore, many of Xiaomi's decisions are transferred to engineers to make decisions. Under such circumstances, engineers and partners are mainly in supervisory roles.

Xiaomi will not make the team too big, it will split into small teams if it is a little bigger. This organizational structure can be seen from Xiaomi's office layout: one layer of products, one layer of marketing, one layer of hardware, and one layer of e-commerce. Each layer is controlled by a founder who can be implemented with one pole. Everyone does not interfere with each other, and all hope to be able to work hard in their respective fields and do this well together.

Xiaomi has not only flattened management, Lei Jun has also done a lot of unique things in organizational form and management culture.

Lei Jun said: “Internet companies are quantitative management and digital management. After quantitative management, problems arise: we only care about daily and monthly activity, only GDP growth, and not people. Once users install your app, Just let it wake up automatically every day and start it behind the scenes every day. What is this for? For daily activity, because investors value daily activity. But assuming that the user is your friend or a living person, you can bear the pain of that phone for half a day Is it dead?"

is the first, Xiaomi has no KPI. Lei Jun feels that this kind of KPI (enterprise key performance indicator) is problematic. KPI must be abandoned. Once there is a KPI, Xiaomi also becomes secretly self-starting, secretly wakes up, and secretly connects to the Internet. It is not how noble Xiaomi is, it is because Lei Jun wants to understand First, does Xiaomi really treat users as friends? This is Lei Jun's hard work and his own experience of running Xiaomi.

However, Xiaomi will have a dynamic sales target every month or two to make it easier for employees to achieve.

Second, they have very few management, their management is extremely flat, and their functions are very finely divided. This also places high demands on the ability of partners, because it means that they have a lot of things to manage.

Third, if you don’t have meetings, you don’t even send e-mails for decisions you make. If you have any issues, you can solve them in the group. You can even cut a picture of the reimbursement. Lei Jun is the main promoter of Xiaomi's flat management. He said: "I hope Xiaomi is a small company. I have a headache when I see a big company. When we were in Jinshan, we made a small company into a big company. The management was very strict, with various levels, KPIs, summaries, reports, and plans. After I retired a few years later, when I re-started the company, I felt that this kind of stuff would be bored. So we started a company that does not brainwash, does not have meetings, does not have KPIs, and does not require clocking in."

Xiaomi’s management system Reduce the time wasted in reporting to each other between levels. Xiaomi has thousands of employees. Except for the 1-hour company-level regular meeting every Monday, there are few meetings at other times, and there are no quarterly summary meetings or half-year summary meetings. According to Lei Jun, each person directly manages five to nine people. If someone is not competent, you need to teach him and help him do the work. When managing a hundred people, there are at least two levels. If 20% of each level is inappropriate, in extreme cases you may face the direct management of 20 or 30 people at the same time. Therefore, the management must go beyond the management of 20 to 30 people, and do not leapfrog promotion, step by step.

Lei Jun said: “The key to managing seven or eight people is to take the lead. The key to managing twenty to thirty people is to walk around. Ask about today’s tasks in the morning and check the completion when you get off work. The key to managing seven to eighty people is Find a few department managers who can manage 20 or 30 people."

Lei JunIn order to realize their own team jigsaw, it took no time. When Lei Jun decided to form a super team, he spent at least 80% of his time looking for people in the first half of the year. Fortunately, he found seven talent partners, all with technical backgrounds, with an average age of 42 years and extremely rich experience. The

partner team has been built, but it is far from enough. In a company, the boss is generally reliable, and the general manager is not too bad. As the most basic level employee, the role is not too great, and the most critical is the middle level from the boss and general manager to the most basic level employees. . That is, the third and fourth levels of the company. If these two levels are not effective, it is called "no three, no four."

Except for these partners, there are no positions set up below-in the early stage of the business, all new employees will be interviewed by Lei Jun and Lin Bin personally to ensure that the people who come have enough development experience, enough entrepreneurial passion, and very Strong self-driving force and self-management ability.

But even if they are willing to pay double the salary, such a person is not easy to find in China. Therefore, Xiaomi later introduced an incentive measure: whoever successfully recommended two people to join the company, whether it is a Xiaomi employee or a friend in the industry, will give one of the most popular digital products.

In the early days of Lei Jun's business, he personally met and communicated with each of the top 100 employees. At the time, it was especially difficult to recruit good hardware engineers. Once, a very senior and excellent hardware engineer was invited to Xiaomi for an interview. He had no determination to start a business and had some doubts about Xiaomi’s future. Several partners took turns to communicate with him for 12 hours, which impressed him. Finally, the engineer said: "Well, I'm already exhausted, so I promise you to forget it!" When Xiaomi Company was first established, it implemented a plan for all employees to hold stocks and all employees to invest. Xiaomi's original 56 employees have invested a total of 11 million US dollars out of their pockets-the average investment is about 200,000 US dollars per person.

Xiaomi has given employees enough returns. First, Xiaomi is not below the mainstream of the industry in terms of salary; second, there is a lot of room for growth in options, and there are some internal repurchases every year in Xiaomi; third, the team does work sometimes under pressure, but employees Will feel very satisfied, because many users will try to pursue him, such as long live an engineer.