Kevin Kelly

In this uncertain new economic era, decision-making mistakes are becoming the biggest risk and fatal injury for China enterprises in the future. Studies have shown that 85% of every 1000 large enterprises in the world have closed down because of careless decision-making.

So, how to make a relatively rational decision? Is there a mature system design that can escort it?

Tencent: 27-hour marathon meeting.

In corporate decision-making, Tencent has formed a general meeting system. Held once every two weeks, attended by five founders and heads of core business departments, 10- 12. This digital scale has never been broken. Until 20 13, the total number of Tencent employees has exceeded 20,000, and the number of participants in the shareholders' meeting is only 16.

The shareholders' meeting is the core decision-making meeting of Tencent, and Ma requires all participants to attend no matter how busy their daily work is. Every meeting starts on time at 10 am and usually lasts until 2-3am, so it is a marathon meeting to test physical strength.

A special agreement is that Tencent Office has no voting system. "In the past ten years, no decision has been made by voting."

Horse racing mechanism

Once you get bigger, you will become an independent army.

Attach great importance to the opinions of relevant responsible supervisors in departmental business matters. "Who is in charge, who proposes, who is responsible." "Once it becomes bigger, it will become an independent army" has become an unwritten rule within Tencent. This model virtually created the "horse racing mechanism". We will see that many "unexpected" innovations, such as QQ space, QQ games and even WeChat, are not the result of top-level planning, but the work independently completed by business departments at the grassroots level.

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* * * Knowledge is the premise of decision-making.

Decentralization of power.

In matters related to the company's overall strategy, the premise of decision-making is to reach a * * * knowledge. If there are many people who oppose it, they will be shelved. Once the majority agrees, those who oppose it can reserve their opinions. In this process, Ma did not give "one vote in favor" power. He looks more like a compromise.

In 2005, Tencent announced the second organizational restructuring. The organizational structure of the company is divided into eight sequences, consisting of five business departments (enterprise development system, wireless business system, internet business system, interactive entertainment business system and network media business system) and three service support departments (operation support system, platform research and development system and functional system). This adjustment means the formation of business division system. Each division develops projects and operates in a division of labor based on products. Since then, Tencent has been "divided into many" and "brothers climb mountains and have worked hard".

There is a very subtle arrangement in this architecture: all the business foundations of Tencent come from traffic. However, in terms of organizational structure, there is no organization similar to the "General Staff" to co-ordinate the distribution of traffic. This authority is actually in the hands of the "general manager". In other words, Tencent's organizational structure is similar to the model of "monopolizing power and decentralizing power". The heads of various business groups are given the greatest authority for business development, but their lifeblood is always controlled by the top decision-making level.

At an internal executive meeting, Ma said:

"In the next five years, Tencent's biggest challenge is execution. Everyone can see how the market is, but not everyone can hold it. Ensuring the transmission of pressure through a complete index system and organizational structure, and retaining good talents through strict assessment and the last elimination system can make Tencent a mature system that relies not on individual elites but on institutionalized incentives. "

Huawei: ideal system and realistic system, debate.

To a certain extent, we can easily attribute Huawei's success to the success of the master of human nature. Of course, this is undeniable. But for such a large enterprise, human resource management is ineffective. Need to have a sound decision-making mechanism, then, what is it like in Huawei?

Collective leadership and collective decision-making

Except for CFO Ji Ping, whose work is too professional and relatively stable, the other seven generals of Huawei have no fixed areas of charge, but take turns to sit in marketing, R&D, human resources and other departments, which is conducive to their familiarity with various business areas on the one hand and to prevent the formation of small circles on the other.

After 20 1 1 year, Huawei began to implement the rotating CEO system. At the group level, the three rotating CEOs presided over each other for half a year. In fact, it is still collective leadership and collective decision-making. The difference is that Huawei has established three business groups: operators, enterprises and consumers, and delegated the daily management decision-making power to EMT of each business group. This new management structure helps major enterprise groups to focus on their own fields and make more flexible decisions.

Short-term profitability

Focus on the core competitiveness in the medium term

Long-term view of industrial structure and sustainability

So, what is the core of Huawei's strategic decision?

1. What is a strategy?

What is strategy? Strategy is the direction choice, major trade-offs and key measures to realize the long-term goals of enterprises, and it is also a persistent commitment to the priority of resource allocation.

Regarding the concept of trade-off, President Ren has a formulation. He said: "Strategy, strategy, the key is to be brief. If you don't give up, there is no strategy. "

2. What is a valuable company?

Business strategy is essentially a directional and lasting choice and measure to create long-term profitability for enterprises, that is, to create enterprise value.

What is a valuable company? Look at profitability in the short term, core competitiveness in the medium term, and industrial structure and sustainability in the long term.

3. What is the way of industry leaders?

Achieving the goal of self-interest in an altruistic way is the way to become an industry leader. The essence of business is egoism through altruism. Business is like this, so is life.

4. "Three steps ahead is a martyr"

Technology is very important, but if this technology does not meet the needs of customers, exceeds the needs of customers, or fails to meet the requirements of customers, then this technology is of no value to the business purpose of enterprises. Therefore, Mr. Ren has a saying that "half a step is advanced, three steps are martyrs", which is also the scale that enterprises should grasp when investing in R&D.

5. What is a competitive strategy?

What should the competitive strategy aim at? Huawei's choice is to continuously improve the competitiveness of enterprises and become a leader in the industry. This is called "strategic intention" in strategic theory, and becoming the first industry in the world is the essence of strategic intention.

Strategic intention will not change with time; Strategic intention ensures the consistency of long-term resource allocation; Strategic intention only stipulates the purpose, not the means; If the market can be subdivided, then for small and medium-sized enterprises, their strategic intention should be to become the leader of the segmented market.

6. Deep scour beach, low weir

"Deep scouring beach and low weir" is Huawei's grand strategy. Deep scouring the beach is to ensure the investment to enhance the core competitiveness and ensure the future investment, even during the financial crisis; At the same time, constantly tap the internal potential, reduce operating costs, and provide more valuable services to customers ... Low means controlling greed for profits, not sacrificing long-term goals for short-term goals, leaving less profits, giving more profits to customers, and being kind to upstream suppliers.

7. How to be ecological?

If the enterprise does not open, it will die. How to be ecological? It is openness, competition and cooperation. Take a big boat and follow the main trend; Integrate outstanding enterprises, integrate their technological advantages, cost advantages, quality advantages, mainly quality advantages, in order to enrich their technological advantages.

8. Never pursue perfection.

An important theory of the famous psychologist March is "bounded rationality": what people pursue is not the best, but satisfaction, as long as the key variables are satisfied. The best is only theoretical, not practical. According to March's theory, the choice of Huawei's organizational model is actually related to the rational choice characteristics of entrepreneurs and top management. In Huawei, Ren's decision-making philosophy is the principle of satisfaction. He never pursues perfection, emphasizes gray scale, compromises, advocates improvement and advocates gradual progress.

Ali: In order to survive, strategy is played.

For more than a decade, the business of large companies of this scale has often been "divided and combined": Alipay and Taobao separated when the outside world could not understand them; When Ali's mother developed well independently, she decided to "put Ali's mother back in Taobao's womb"; Later, Taobao was divided into three parts. But fortunately, it has never deviated from the course. Why? How is its strategic direction established?

Strategic decision-making Committee and management executive Committee

In order to ensure the continuity and stability of the overall strategy, as well as the balance between the quick response and innovation ability of the executive management, Ali established a strategic decision-making committee (with the chairman as the chairman) and a management executive committee (with the CEO as the chairman).

In fact, in Ali, business decisions are made by the management executive Committee. In the future, Ali's management executive committee will be headed by Ma Yun, with Zhang Yong and Peng Lei as subordinates, followed by presidents Xing Dian and Yu Yongfu, and then dozens of vice presidents of Ali, with middle-level and employees below the vice presidents in a pyramid structure.

In order to survive, fight our way out first.

2065438+At the beginning of 2007, Zhang Yong, CEO of Alibaba Group, shared the core cheats of his strategic decision-making at Lakeside University. Zhang Yong thinks? The strategy is typed, and the strategy that has been summarized has basically nothing to do with you.

"There are many smart people in the world, many diligent people, and more smart and diligent people. What does this have to do with you? There must be no road in the world. In order to survive, make a way first. "

For example, how did the double 1 1 come from? Zhang Yong said that the double 1 1 was invented for survival, which was the first time in 2009. At that time, when trying to find a way out, try East and West. There is a Black Friday festival in America. Let's try it. I had no idea. It's just a matter of survival. Let everyone remember that we did it. People are willing to come to us, and we can clearly distinguish Taobao Mall from Taobao. It's just a little thing that has followed.

Zhang Yong believes that it is difficult to plan the strategy clearly. On strategic issues, the distance between two points is always the longest. You find that this strategy will be adjusted as soon as it improves. You thought you would reach the finish line when you walked in this direction, but when you are doing it, you will find something wrong and you will adjust. You have to go this way. This depends on faith and persistence, and the overall situation must be correct.

In addition, the strategy should be flexible. Zhang Yong joked with the example of UC and nailing, "It often happens in Ali to buy a chicken and hatch a duck." He said that when Ali acquired UCweb, he didn't think of building a search and information flow, and he didn't think that because of the acquisition of UCweb and the acquisition of Gaode, Ali formed a basic service matrix in the wireless Internet era.

Zhang Yong said he would think about things for five years, ten years or even longer. As the saying goes, products always have cycles. Only when the overall layout is rotated can we avoid the whole company's business falling into a collective trough.

Facing an increasingly complex and turbulent world;

No business model is eternal;

No competitiveness is eternal;

No asset is stable;

As a business owner or partner, have you ever thought about it?

Fairness in the era of capital economy;

The era of equity investment in China has arrived, which is the best time for small and medium-sized enterprises to enter the capital market!

If you are confused about the future!

Explain that you need to calm down and study;

The average life span of small and medium-sized enterprises in China is only 2.5 years, while that of group enterprises is only 7-8 years. Not only the life cycle of enterprises is short, but also few enterprises can become stronger and bigger. Of course, there are many reasons why enterprises can't do it for a long time, but there is only one core reason-there is something wrong with the equity of enterprises!

The founder of Zhenge Fund pointed out that the importance of partners exceeds the business model and industry choice, and is more important than whether you are at the forefront.

The death of enterprises is not due to external competition, but internal friction.

There is an old saying in China that business is easy to do, but it is difficult to put it aside.

Equity is both a technology and an art.

Learning equity:

If the employee is disobedient, you can ask him to pack up and leave! What about shareholder discord?

How many bosses fall into the trap of equity 10 because they don't understand equity?

The company staged the Romance of the Three Kingdoms every day. In the five kings' hegemony, the performance, profit and enthusiasm were greatly damaged?

How many companies can't develop rapidly or affect the listing plan because of the internal friction of shareholders caused by the equity deadlock?

How to distribute shares in the enterprise;

1. The equity term can be set, including long-term, medium-term and short-term. Is the equity of your company hierarchical? There are layers of equity to have a picture!

2. Are there any shareholders in your company who only pay money but don't work? What is the reasonable proportion of his equity? Should he buy shares at the same price as you?

3. What kind of equity ratio is the most reasonable? How to build a perfect equity structure?

4. Enterprises with unreasonable equity structure will never grow up, and enterprises with poor equity distribution are prone to division. How to avoid one mountain and two tigers, three kingdoms standing in the balance and five kings fighting for hegemony?

The future trend is not the employment system, but the partner model. What is the partner model and how to establish it?

External financing and internal incentives:

Besides selling products to make money, do you know how masters make more money by selling equity and cash flow? Equity is an important work for enterprises to raise funds without principal and interest and develop the market at zero cost.

Why can Huawei grow from 40,000 yuan to more than 200 billion yuan? Because he started to hold shares by all employees in the 1990s, and started to establish joint ventures with customers all over the country!

The key is that Ren owns less than 2% of the shares. How can he still control the company?

On the contrary, how was Wang Zhidong, the founder of Sina, kicked out?

Little sheep raised the child and called him dad!

15 years ago, how did Ma Yun lock in 18 arhat and achieve the myth of Alibaba today? Because as soon as he started his business, experts made clear equity planning and equity incentive design for him!

Ma Yun's listing tells us:

Equity can attract talents (Cai Chongxin)

Equity can retain talents (18 arhat)

Equity can be financed (Sun Zhengyi)

Equity can play the market (cooperation with Yahoo)

Equity design holding (Ma Yun controls less than 10%)

The role of equity incentive:

1, standardize employee behavior and improve enterprise cohesion.

2. Liberate the boss and double your performance.

3. Balance the relationship between shareholders and the hero withdrawal mechanism.

4. Strategic echelon of talents to attract talents from the same industry.

Enterprises have five lifelines:

1, 67% boss has complete control.

2,51%boss has relative control.

3. 34% of the bosses have veto power.

4. 20% defines the right of horizontal competition.

5. 10% can apply for dissolution of the company.

Entrepreneurs who don't understand equity will face eight painful problems:

1. Partners become enemies.

2. Strange bedmate, a roommate.

3. The adopted son is called someone else's father, and Little Sheep is called KFC's father.

4. Competitors poach.

5. The team work is inefficient

6. Miss the cooperation opportunity and go to the financing function.

7. Impact on the listing plan

8. No matter how good the project is, it will not be done.

How to carry out equity financing;

1. If someone invests in your enterprise, how to divide the equity and what are the criteria for choosing shareholders?

2. How to hit the market through equity and hit the chain through equity?

3. Eight bank shares: 5%, 10%, 33%, 34%, 50%, 5 1%, 66%, 67%. What do these eight lines mean?

4. What are the three most important elements of equity financing? Financing, integrating people, integrating the market?

5. How to finance angel round, A round, B round and C round?

Equity crowdfunding model is the fastest way for chain enterprises to expand. At present, there are two mainstream equity crowdfunding models: Internet crowdfunding and entity crowdfunding. How to do a good job in capital docking, talent docking and resource docking through crowdfunding mode? Now is the era of win-win cooperation, and equity crowdfunding is the most obvious way.

●? In order to help more entrepreneurial friends avoid detours in the process of starting a business, we have launched.

Online equity micro-classroom.

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? Teaching theme: equity distribution+equity incentive+company top-level design+money sharing system

Invitees: chairman, general manager, shareholders, legal persons and president (decision makers only)

Study fee:? 68 yuan/person

Teaching time: evening 18: 30-2 1: 00 (staff invited to join the group)

Voice+picture+text+case

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The first step: scan the teacher's WeChat payment registration?

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Please write down your purpose. The time cost of learning equity is very high. Thank you for your understanding. ? Teacher Fang's Tel: 1750 1620076

About us:

Focus on helping enterprises to land, hold more than 300 issues online, and more than 60,000 entrepreneurs received rave reviews. "Equity company+top-level design structure+money sharing system"? Online learning will definitely make you look brand-new and bring great value. Solemnly promise that online learning will not generate a full refund. I hope it can help your enterprise. I wish: all entrepreneurs who study are full of gains. (Listen carefully and give it to an interactive enterprise after class! )?

Thank you for your time.

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