At the just-concluded HRA forum, Baidu's teacher in charge of organizational development specifically talked about the collaborative holistic system that Baidu is implementing. So what the hell is the collaborative holistic system?

What is a co-disposal system?

Holacracy (also translated as "governance by all") is a management system in which roles undertake work. A job is regarded as a "role", and the same person can choose to assume different roles, cooperate with others to complete the work, and distribute power according to the role.

Co-regulation is regarded as a "leaderless management mode", which decentralizes the organizational structure of the company, changes the job role defined by people into a role around the job definition, and updates it frequently.

Under this management mode, the CEO will formally give up the management authority and hand it over to a management Committee established through the company's internal "articles of association" to assume the responsibility of reorganizing the company's small team of employees.

Under the cooperative system, the organizational structure of the company is decentralized, and the employees of the company can freely regroup into groups. In a group, everyone chooses their own position and their own goals.

The basis of cooperative system is work, not people.

How did the cooperative system come into being?

The management structure of a traditional company is like a pyramid: the bottom is all kinds of basic employees, and with the increase of employees' responsibilities and management authority, the number of people keeps decreasing until the board of directors at the top of the tower. However, traditionally, this management method is not efficient enough, and the complicated management system inhibits progress and innovation. In order to solve this problem, it is necessary to decentralize management and give employees more power.

In 2007, software engineer Brian Robertson put forward a bold "integrated system" enterprise management model. Working experience in a software company made him realize that the management level of traditional companies was not flexible enough. "This is a waste of employees' potential. They should have used their intelligence to make more contributions to the company. "So Brian started a cooperative system.

This management model completely abandons a series of positions such as managers and supervisors in traditional companies, and disperses specific work responsibilities such as marketing, human resources and customer relations into a series of work circles.

What's the difference between traditional management and integrated management?

Four elements of compound agricultural system

1) has a constitution, which sets the rules of the game and stipulates how power is distributed;

2) A new way to build an organization and define the roles and powers of people in the region;

3) Have a unique decision-making process and constantly update roles and regions;

4) There is a meeting process for sharing and cooperation among teams to accomplish tasks together.

What are the salient features of the integrated system?

1) Team is a structure.

The basic unit of an autonomous organization is a team, not an individual, business unit, department or division. Within the team, everyone's role and division of labor are determined by the collective.

Like traditional organizations, different projects, functions (finance, technology and sales) and business areas (customers, products and services) are handled by different teams, but the number of enterprise teams adopting autonomous systems is more and their responsibilities are more detailed.

2) Team independent planning and governance

Although autonomous organizations have largely abolished the traditional hierarchical system, each team is subordinate to an overall structure and participates in shaping and perfecting this structure. Cooperative organizations have "articles of association", which stipulate the principles of the establishment, adjustment and dissolution of various circles.

Within the overall principle, each circle can design its own form and enjoy autonomy. The "Articles of Association" does not stipulate the work flow, but only roughly explains how each circle is established and operated: how to determine and allocate roles, how to define the boundaries of different roles, and how to interact among various circles.

3) Leadership changes with time and place.

In a cooperative system, leaders assign roles instead of individuals (an employee often assumes multiple roles in different teams). As the work situation changes, the team creates and defines new roles, and the leadership responsibilities are constantly changing.

If someone is not suitable for a role, the role is assigned to another person. Assigning roles is certainly a job.

There is a special role in the joint marketing system, called "lead link", which is also responsible for the connection between the inner circle and the outer circle, such as linking social media business with marketing and corporate communication. In an autonomous organization with less strict definition, such as pod organization, roles can be flexibly redistributed, but the specific operation is still determined by the organization.

4) Highly transparent

Cooperative organizations generally use enterprise management software such as GlassFrog and holaSpirit to clearly define the goals, responsibilities and decision-making power of each circle and role, and relevant information is open to all employees.

High transparency makes it easy to integrate across teams. Compared with traditional organizations, highly subdivided roles in autonomous organizations are easier to define and arrange.

"The integrated system is work-oriented, not people-oriented"

In traditional companies, the organizational structure of personnel is fixed and the work is divided into people, while the cooperative system is fixed on the job responsibilities and divided into people.

Every circle has a "chain length" and is a specific person. Chain leaders have no decision-making power over the work in their own circles, and the only power is to release people from their roles in their own circles. He can invite anyone in the whole company to fill this role. If he thinks that a person has not done his role well, he has the right to kick this person out of this role.

All major decisions in the circle are decided by democratic discussions at the governance meeting attended by all actors in the circle.

In daily work, everyone has considerable autonomy according to his role. No one can tell you what to do. You decide what to do according to the responsibilities and powers of your role.

The theory ends here. Next, let's take a look at the result of practice-Zappos' practice of cooperative system.

2065438+In March, 2005, Tony Hsieh, CEO of Zappos, an American shoe e-commerce, proposed to fully implement the "integrated system" in the company.

Zappos employees no longer have specific positions, and the functions of traditional positions are broken down into "roles", and each role has an agreed scope of responsibilities. Employees can choose their own roles (multiple roles are allowed), and decide the job content according to the role requirements. For example, employee A used to be the marketing manager of Zappos. After the company implements the "cooperative marketing system", he can continue to do marketing and assume other roles outside the marketing scope.

Departments in traditional companies are replaced by different "circles" in Zappos. Each circle is independent and has overlapping parts. Take the marketing circle as an example, the roles in the circle include social media, advertising, online marketing, brand development and so on. Because each employee can play multiple roles, the work of employees may also span different circles.

Although there are no managers today, each circle has its own "leadership link", which is responsible for setting the goals of the circle, assigning roles to employees and supervising their performance. In this way, Zappos maintains a certain degree of control over employees. However, this control is aimed at the role rather than the employee himself.

What if there is a conflict within the circle without managers?

There are two mechanisms to solve this problem.

The first mechanism is the "representative link". This is a member representative elected by various circles, who is responsible for reporting the problems and puzzles in the circle to the circle with higher authority and ensuring the healthy operation of the circle.

The second mechanism is the meeting. If employees have differences on how to carry out their work, they can raise them at regular "governance meetings", which will clarify the responsibilities of different roles and formulate the development direction and goals of Zappos. At the same time, there is also a "tactical meeting" for employees to exchange work progress, discuss difficulties and make the next action plan. All employees can speak freely at the meeting.

Without management positions, what is the new way for employees to "upgrade their eccentricities"?

For employees, promotion is recognition of their qualifications and work performance. However, after Zappos dissolved the management and canceled the traditional posts, how did employees "upgrade their blame" to the peak of their lives?

Zappos's answer is: learn more different skills!

Each employee will get different badges according to their different roles and skills. Employees can decide what role they want to play in Zappos. The more roles they play, the more badges they get. (It feels a bit like a pupil receiving a little red flower from a teacher ~)

Zappos even awards badges for skills outside the scope of work. For example, you can get the badge of "Teal 10 1" if you are familiar with reshaping organizational structure and writing reviews; If you are a yoga master and are willing to teach your colleagues yoga, you can get the badge of "Yoga Master".

What is the use of badges issued to employees?

Zappos has been thinking about how to pay employees without traditional positions. "At present, the salary is determined by the role, and the badge represents the work or skills behind these roles." The person in charge of Zappos salary system said. "But we are building a more active badge system, and then employees will be allowed to get matching salaries according to their professional interests."

Zappos will still hire new employees in the form of traditional positions. Once employees receive the necessary "comprehensive training", they can decide what role they should play in the company in a more flexible and independent way. "Once employees are on the road, they will have the opportunity to expand their roles and get different badges. This will not only increase their income, but also realize their dreams. "

Every new badge means more salary. I'm a little excited to think about it. However, Zappos employees who want a raise now need to apply to the "compensation circle".

Are these roles and badges still useful if employees leave their jobs and go to other companies?

This is an embarrassing question, which may also be the reason why some Zappos employees don't recognize the company's practices.

Although Zappos abolished the official position, employees are free to choose what name to call themselves. Zappos now has the role of "time wizard" or "agent of WOW". For Zappos employees, these names add interest to the workplace (the third core value of Tony Hsieh Zappos 10 is "making fun and a little weird"), but for people outside the company, these roles are too unconventional. So many employees are worried that they can't explain clearly what they are doing in Zappos in their resumes.

"The difference is that in the old world, professional titles meant some kind of authority, while in the' in tune' world, professional titles themselves had no authority."

How to deal with employees with poor performance?

How to deal with employees who are not qualified for the role is another problem Zappos hopes to solve.

According to New Republic, in Zappos' management system, every circle decides whether to fire employees, but sometimes there is confusion.

When the leadership chain removes the role of employees, employees enter a state where no one can meet. In Zappos, this state is ironically called "going to the beach to empty". Tammy Williams, the former senior human resources manager of Zappos, noticed the phenomenon of homelessness and decided to take over these non-role employees, giving them a chance to rediscover their potential before being fired. In her view, "Beach" is actually an "internal re-employment organization".

During this period, employees who are "empty on the beach" can find suitable positions and reshape their roles by keeping diaries, attending seminars and accepting personality analysis.

It will take at least a few years for a company of Zappos' size to cross the clumsy learning period and enter an ideal and streamlined management state. The biggest difficulty of Zappos management at present is that there is not much experience to learn from. On the road to "integrated system", Zappos can only improve itself through trial and error.

If you want to discuss in depth any issues such as finance, taxation, auditing, industry and commerce, social security, etc. , please contact me:

Jusulan

Deputy General Manager of Dean Consulting (Shanghai) Co., Ltd.

Tel: 02 1-63028866-605

E-mail :605@dean-sh.com.

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