【观点】清华大学国际传播研究中心研究员毛伟：从科技企业管理变革看媒体组织机制再造

作者：毛伟（清华大学国际传播研究中心研究员）

导 读：

本文通过分析一些头部科技企业的管理变革，力争总结出规律性的认识，如其变革的内在逻辑可概括为市场导向、业务思维、客户视角，并通过全面市场化运作让组织更敏捷，打破组织惯性贴合技术迭代趋势，不断探索新型组织管理理念与方式等。

一、国内外科技企业组织管理变革的动态前沿

（一）全面市场化运作让组织更敏捷

近年来，科技企业尤其是头部互联网企业身处全球市场竞争环境前端，对市场的变化和压力天然敏锐。从提升市场竞争力的角度看，让组织变敏捷，让决策链路变短，让响应变快，成为各大科技企业组织管理变革的初衷和根本目的。

2021年以来，为应对美国制裁和2C业务大幅度下滑压力，华为探索成立了新的组织机构——“军团”。军团团长多为华为老人，有20年以上行业从业经历。“军团”模式是企业战略级组织变革，短期内便在商业实践上取得了较为明显的效果。“军团”模式借鉴自谷歌，核心是通过市场、研究和开发一体化，完成特定领域攻坚，最终实现以更少的资源获取更大的突破。华为陆续成立了20家“军团”，涉及港口、光伏、电力、运动健康等多个行业，并将业务能力下沉到地级市，在全国90多个聚焦的地级市投入至少700多名专职人员，目的就是为了更贴近市场，服务好客户。

早在2015年，阿里巴巴就全面提出“中台战略”，形成了“大中台、小前台”的治理模式，多元化业务融为一体，在中台的底层支撑下，前台可以轻装上阵，迅速开展行动。但面对日益激烈的市场竞争，“大中台”的组织模式可能再难提升业务效率。2023年3月，阿里巴巴进行了创办以来最重要的一次组织变革，其集团组织架构变为“1+6+N”结构。“1”指一个阿里巴巴集团，“6”指阿里云智能、淘宝天猫商业、本地生活、菜鸟、国际数字商业、大文娱六大业务集团，“N”则指旗下多家业务公司。根据方案，六大业务集团和N家业务公司将分别成立董事会，阿里巴巴集团CEO不再管理一切，各业务集团必须独自面对市场竞争，而每个业务也能按照自己独立的经营策略探索如何高效运转。[1]

（二）打破组织惯性，贴合技术迭代趋势

梳理国内外科技企业的组织机构变革史可以看出，调整架构本身并不是目的，确保转型战略贯彻落实才是，而且组织架构的调整大部分源自对未来的焦虑，是典型的反惯性行为。如何打破组织惯性？对于一线互联网企业而言，除了拳头产品的不断升级优化外，组织架构和相关配套的战略也必须完成自我迭代。

腾讯自1998年成立以来，二十多年来进行过多次组织架构变阵，其中有3次属于重大变革，分别是2005年从职能式变为业务部门（BU）制，2012年从BU制变成事业群（BG）制，2018年成立云与智慧产业事业群（CSIG）和平台与内容事业群（PCG）。其每次组织架构变革都与新技术、新应用的发展及集团的整体战略调整紧密关联，如2012年与2018年的调整分别对应了移动互联网、产业互联网的技术变革。当移动互联网横空出世后，腾讯内部PC端与移动端业务部门间出现不协调甚至恶性竞争的情况，其迅速做出了新的组织架构调整，将所有同类业务合并成立单独的事业群，打破了PC时代业务发展延续下的组织惯性，使得同一体系内产品同步协调资源，快速推动产品上线。

2021年10月，社交媒体巨头Facebook正式更名为Meta，意味着公司业务将从社交媒体扩展到元宇宙、虚拟现实等新兴技术与应用领域。2018年，Facebook便启动了成立以来最大的组织管理架构重组，形成了三大单元，分别是“应用家族”（Family of apps）、“新平台与基础设施”（New Platforms + Infrastructure）、“中心化产品服务”（Central Product Services），力争推动业务决策、产品应用与技术能力之间的协调贯通，也能更加匹配区块链、人工智能、虚拟现实等前沿技术的迭代方向。

（三）不断探索新型组织管理方式与理念

互联网企业的成功虽然具有一定的时代性，但与其先进的组织管理理念同样密不可分。近年来，前沿科技企业的业务领域与业务模式不断演进，其组织管理模式也相应地不断优化升级。

当前，扁平化管理是国内外互联网头部企业常用的组织管理模式之一。这种组织管理模式正好匹配互联网的技术发展逻辑，同时，当企业规模与业务领域不断扩大时，能够不断增加管理幅度，而不是增加管理的层次，使原本金字塔形的企业管理压缩成扁平状的组织结构。这种结构在一定程度上可以实现最大程度的分权。典型的如腾讯将BU制全面升级为事业群就是分权的过程，事业群的负责人拥有更多的话语权，减少产品问题汇报给CEO才能继续推动问题解决的状况，而事业群也会有更多的自主空间，可以灵活响应，适应外部快速变化的环境。

近年来，无论是国外的微软、谷歌，还是国内的华为、阿里巴巴、腾讯等头部科技企业，都纷纷将业务管理模式从KPI（Key Performance Indicators，关键绩效指标），转向了OKR（Objectives and Key Results，目标与关键成果）。OKR是一套实行目标管理、推动执行与合作的工具和方法。OKR的主要目标是明确企业和团队的“目标”以及明确每个目标达成的可衡量的“关键结果”。其中，目标设定为一个时间内（通常是一个季度）的定性表述，关键结果由量化指标形式呈现。OKR更大程度上是一种组织方式，从制度与机制设计上旨在推动整体与个人的共同成功，通过透明、聚焦、协同、追踪等策略最大化地利用现有资源，集中精力打造顶级产品，使团队效能最大化。综合而言，OKR模式体现了以数据驱动、协同作战的目标文化。 CXO UNION-CXO联盟（cxounion.cn）

二、科技企业组织演化与机构调整的内在逻辑

（一）市场导向：竞争激烈倒逼组织机构改革

梳理头部互联网企业的组织变革历史发现，市场格局与环境的变化是主要因素之一，且呈现出规律性的特征。

腾讯在2018年组织变革前9个月里，股价下跌40%，市值蒸发万亿元。当时的腾讯面临着非常严峻的市场竞争环境与发展瓶颈，如流量红利进入尾声，微信用户数增长放缓；朋友圈人均时长被抖音抢去多半；云业务面临阿里云劲敌等。腾讯不得不通过组织机构变革从内部谋求出路，如将所有C端业务重新打包成一个新的平台与内容事业群，首次设立完全面向B端的大业务单元，成立云与智慧产业事业群。这次调整，不仅让腾讯抓住了产业互联网浪潮，将原本分散于社交、网络等各事业群的B端技术与服务相整合，统一对外开辟市场，同时进一步巩固了消费互联网基本盘，合并C端业务，将所有面向用户的内容相聚合。 CXO UNION-CXO联盟（cxounion.cn）

同样，从华为30多年的发展史可以看出，其每一次组织形式和架构的大调整，都是对新形势和新变化的快速反应。例如，遭到美国打压和制裁的华为，探索授权消费者业务“军团化”作战，组织结构设计就是当时的重要改革方向。华为成立的“军团”打破了原有组织边界，快速集结资源，穿插作战，提升效率，做深做透一个行业。华为处于国内外竞争的最前端，一直在不断优化其组织体系，以适应市场格局与业务发展的需要[2]。从最早的直线型管理，到后来面向区域、客户、产品的多元矩阵式组织；从产品决定组织到客户与战略决定组织，再到现在业务决定组织，每一次组织转变的背后，除了原有组织结构僵化，无法适应现有业务的需求外，更多的推动力源于企业遇到业务增长瓶颈与市场竞争加剧，需要开拓新的“水源”。

（二）业务思维：“自下而上”与“自上而下”的有机融合

复盘国内外头部科技企业每一次的组织机构调整，其变革的动因与目的都紧密围绕业务发展展开，组织架构以及人员变动从始至终都贯穿着业务思维，为业务发展服务。

从PC到移动互联网，再到产业互联网，腾讯几次大的组织变革已不单是业务创新，更类似于业务“进化”。这种进化能力体现在两个方面：一是“自下而上”的反馈决策，以应对移动互联网初期多领域、多维度、相对低门槛的创新需求；二是“自上而下”的全局统筹，应对短视频、云计算等更高门槛、必须集中资源的颠覆式创新。经过几次变革，腾讯把“自下而上”和“自上而下”两个方向的市场应对机制融入企业文化中，而不断调整的组织架构成为这些能力的底层支撑。

2010年腾讯上马微信项目的源头，便是基于QQ邮箱业务团队的判断，“自下而上”形成了集团决策。当时业务侧分析移动互联网会催生一种新的即时通信应用，很可能对QQ造成威胁，便建议腾讯着手打造新的即时通信工具。随后，微信很快成为国民级的应用。2014年，腾讯成立了微信事业群（WXG），组织架构从QQ单面转向“微信+QQ”双社交平台并重。2018年，面对信息流领域今日头条、抖音的崛起，B端服务领域阿里云的强势竞争，腾讯开启了着眼全局业务发展的“自上而下”的组织变革。这场变革从“合并同类项”开始，集中优势资源形成了新的平台与内容事业群和云与智慧产业事业群，以破解业务发展困局。另外，如华为2011年开始推行的轮值CEO制度，通过“自上而下”的变革顺应市场和业务的变化，是锻炼管理团队，平衡全局利益和团队成员关系的一个好模式。华为的这种轮值制度，后来被京东等公司采用。[3] CXO UNION-CXO联盟（cxounion.cn）

（三）客户视角：聚焦市场诉求探索机构改革策略

回溯国内外头部科技企业的多次组织架构调整，其战略目标较为明确，紧紧围绕“客户”这个中心，以更完善、更高效地解决客户问题为核心引领，继而明确组织机构调整的详细方案与策略。

根据华为的《2022年年度报告》，其通过构建“军团”组织运作模式，能够有效缩短管理链条，充分发挥解决方案和技术平台优势，快速满足客户需求，更好地为客户服务[4]。从最初谋划伊始，华为在组织架构调整方面设立“军团”的核心目的就是将以往生产导向型组织转变为客户导向型组织，真正实现“以客户为中心，解决客户问题，构建立体式客户关系”。通过组织机构改革，华为的“军团”已经成为定位全球，聚焦细分行业领域的小型商业集团，规模介于事业群和项目组之间，没有大的采购、供应链，只包含市场、研发、销售等能力，横向集中各个业务部门的精兵强将，打破边界，疏通资源，纵向靠近客户需求对重点行业进行攻关突破，创造新的增长引擎。

2022年1月，阿里巴巴调整了电商业务的组织架构，通过新建产业运营及发展中心、平台策略中心、用户运营及发展中心，全面聚焦用户体验、客户价值。产业运营及发展中心从行业运营走向产业经营，为中小商家在内的全域商家提供全生命周期的消费者运营和商品运营能力。平台策略中心升级了平台机制，推动智能化技术的广泛应用，并建立全方位数字化的商家运营产品体系，提高商家对中、长期消费趋势的洞察力和对消费反馈的快速反应能力。用户运营及发展中心则是从用户产品层面，持续优化消费者体验链路。阿里巴巴旗下淘宝、天猫电商平台的独特价值在于能为商家客户提供商品全生命周期的运营能力，其组织机构的调整便聚焦于客户体验本身，让商家做生意有奔头、有保障、更简单。

三、传统媒体转型发展与组织机制再造的借鉴思路

（一）转型发展不仅是技术变革，更需要管理变革

如今，国内传统新闻机构的媒体融合向纵深发展正处在爬坡过坎、攻坚克难的关键时期，但传统媒体在机制体制改革方面依然是缓步前进，媒体融合发展成果的市场实际反应也远未达到预期。

对比科技企业与传统媒体的转型发展，其实有着一定的共同点，比如都在努力拥抱前沿技术，不断探索先进应用；但两者的变革路径与策略大为不同。科技企业的转型通常是组织机构调整、运行机制变革、终端产品迭代的逻辑推演，但国内传统媒体的融合或者创新更多体现在终端结果与产品应用，管理体制、管理理念实际依然沿用传统并没有革新，更没有建立起真正适应互联网格局和发展规律的管理体系。

一些传统媒体在第一次转型也即市场化转型中，找出了一条适合自己发展的道路，比如南方都市报、21世纪经济报道等紧密围绕“内容为王”，根据市场需求调整新闻内容生产，通过内容品质的提升带动了广告收益，似乎并不需要从体制机制层面进行彻底变革。但面对第二次转型，也即当今阶段的融媒体、智媒体、全媒体转型，大多传统媒体并没有真正在互联网发展浪潮中完成蜕变。“从上而下”来看，传统媒体的变革依然停留在惯常的内容发展思维中，体制机制的束缚不突破，很难解决新技术、新应用发展的人财物问题；“自下而上”而言，传统媒体的新闻采编核心业务缺乏新的发展观念引领，转型方向不明、思路不清、模式单一等痛点难点问题一直未找到高效率的解决策略与方案。

反观科技企业的转型发展，无论是面对新技术的变革，还是遭遇市场环境的突变，每一次都是大刀阔斧地进行自我革新、升级换代。国内大多数传统媒体并没有建立起真正意义上的现代企业制度，在“事业单位，企业化管理”的模式下，完全复制套用科技企业的变革并不现实，但应下决心探索从管理理念、管理方法、管理体系等维度进行变革与突破，而不是仅仅聚焦于终端产品的新技术应用。例如，在组织架构设置方面，尽量地扁平化；在创新业务领导方面，借鉴轮值CEO模式打通高层资源与壁垒；在优化运营机制与员工考核方面，引入OKR管理模式与理念，推动业务目标的通晒（公布）和策略的拆解、目标信息的公开和透明、上下左右协同高度咬合等。传统媒体只有将管理“互联网化”，才可能真正推动匹配技术迭代格局的转型发展。

（二）尊重市场规律，不断改革生产关系促进生产力发展

人类历史上的每一次科技革命，都催生出新的生产关系与更先进的生产力，同时也带来新的市场空间。随着互联网、人工智能、大数据等技术的发展，已经赶上风口的科技企业的业务盘子越来越大，但同时也面临着可能刚建立好的生产关系很快就不能适应新技术、新应用带来的新模式，在市场竞争中只有不断主动寻变才可能更好地生存。但在互联网浪潮中，国内传统媒体几乎成建制地错失了风口且固守原有的新闻采编生产关系未能创新突破，市场份额、受众流量等被各类新媒体平台大量瓜分挤占。 CXO UNION-CXO联盟（cxounion.cn）

主动求变已经成为国内外科技企业在当前激烈的市场竞争环境中保持竞争力的关键经验。在PC时代，微软2005年的全球市场份额曾占据半壁江山，其推出的MSN通信软件在当时中国商务群体中占比高达53%，超过腾讯的QQ。但随着移动系统的出现，受众习惯、市场环境等均发生了变化，微软没有重视，并未主动变革内部的生产关系，依然沿用PC时代的业务逻辑。最终，在中国市场，当时市值10亿美元的腾讯战胜了市值2300亿美元的微软；在国际市场，Facebook、Twitter等新成立的社交媒体平台分割了MSN的大量受众市场。

近几年，鉴于无数的商业竞争先例，无论是国外老牌的科技企业谷歌、苹果等，还是新崛起的国内互联网新秀字节跳动、小红书等，几乎每年都有内部的组织架构调整，以探索生产关系的变革继而催生新的生产力。反观国内传统媒体，在错失了PC时代的发展浪潮后，在移动互联网时代依然未能探索出新的内部生产关系，目前大多只能依托各类外部的新媒体平台，通过官方账号的入驻，才能保留一定的网络受众与流量。传统媒体自建网站、客户端等的实际影响力与传播力式微，内部生产关系与生产力的错位，不仅限制了自有平台生产力的潜能释放，而且浪费了大量资源。

互联网时代传统媒体的转型发展，不应仅局限在新闻生产端的流程再造，更要从全局考量重新梳理生产关系，借鉴吸收科技企业的变革经验，真正按照市场规律去盘点“策采编发评审”等全流程各个环节旧有生产关系不合理、不匹配的地方，进行重点突破。例如，移动互联网的出现使得新闻生产单向流动的方式被完全打破，新闻生产者与受众不仅是双向交互关系，普通受众也具备了随时生产、传播新闻的能力，市场中规模庞大的专业“自媒体”机构更是如此。但目前，国内传统媒体普遍在组织架构、运行机制上按照单向度的逻辑设置，分散在社会中的新闻生产力量不能有效吸纳进内部的生产关系中，编辑部、记者站等的生产力难以在互联网变革中取得突破式发展。

（三）跳出舒适区，探索打破僵硬组织架构的可能性

从PC网络时代，到移动互联网、产业互联网时代，成功完成转型发展的头部科技企业都不单在产品技术应用层面进行变革，实际上每一次的转型都必须有组织架构的配合调整与跟进，是体系层面的升级。

二十多年前，腾讯只是“小作坊”，其职能式的组织架构简单高效，在互联网发展初期，围绕核心产品QQ业务的推动发挥了优势作用。随着2012年移动互联网浪潮袭来，腾讯内部强势的传统PC部门不得不与其他内部部门开始竞争，但跨部门的协作与配合遇到了较大阻力。此时，腾讯做出了新的组织架构调整决策，将所有同类业务的PC端与移动端合并，成立单独的事业群。将部门制全面升级为事业群是分权的过程，而当时QQ在国内社交市场一家独大，其业务部门、市场部门不仅在腾讯内部具有较大话语权，且其正处于盈利的“舒适区”，腾讯做出大规模的组织架构调整需要魄力与勇气。但正因为这次组织机构的调整，才使得QQ顺利过渡为移动端聊天软件市场的顶流，也为未来微信的横空出世创造了制度沃土。 CXO UNION-CXO联盟（cxounion.cn）

不仅腾讯，其他如国内的阿里巴巴、字节跳动，国外的谷歌、微软等诸多头部科技企业的变革经验都表明，只有不断自我革新，探索打破旧有的组织架构，才能真正实现彻底的转型升级。多年以来，我国传统媒体也在努力尝试转型发展，融媒体、智媒体、全媒体等新理念、新提法也早已进入战略层面的考量，但传统媒体的体制壁垒根深蒂固，变革难度之大远非一日之功。在传统媒体的发展过程中，虽然实施了“事业单位，企业化管理”，但依然停留在“舒适区”，没能彻底融入市场竞争。另外，传统媒体的高管、中层也大多沿袭任命式的上下级管理方式，实际模糊了产权关系，限制了媒体的活力，难以形成有利于媒体长久发展的统一意志及内部的自我约束机制。

传统媒体的组织机制再造需要“自上而下”形成勇于跳出“舒适区”的战略定力，但面对日益激烈的市场竞争，又要确保社会效益与经济效益并重，真正打破僵硬的组织架构可能是一个漫长的过程。在这样的背景下，传统媒体可以探索与强势互联网企业进行深度合作，借助其外力及相对先进的运营理念和操作方法，来改造新闻生产的各个环节。例如，2017年6月，新华社和阿里巴巴集团共同投资成立了新华智云科技有限公司，新华社的编辑、记者能直接参与公司前沿产品与技术的研发，研发成果也能直接投入新华社的新闻报道应用，但公司的管理运作与组织架构运作则由阿里巴巴按照市场规律主导调配。传统媒体通过与互联网企业的共创与合作，能够常态化地借鉴其实践经验，并结合自身的组织结构实际进行个别业务部门的先行先试，或可较快地找到匹配自身发展特点的转型之策。

参考文献：

[1]阿里重组六大业务集团，“中台战略”怎么调？[EB/OL].(2023-03-30).https://www.sdnlab.com/26180.html.

[2]倪雨晴.解密华为“新物种”[N].21世纪经济报道,2022-11-18.

[3]华为的组织变革，轮值CEO制度的5大好处 值得借鉴[EB/OL].(2022-10-18).https://baijiahao.baidu.com/s?id=1746982590106725137&wfr=spider&for=pc.

[4]2022年年度报告[EB/OL].华为.(2023-03-31)[2023-04-12].https://www.huawei.com/cn/annual-report/2022.

翻译：

Reengineering of media organization mechanism from the management reform of science and technology enterprises

Guide reading:

By analyzing the management changes of some leading technology enterprises, this paper strives to summarize the regular understanding, such as the internal logic of their changes can be summarized as market orientation, business thinking, and customer perspective, and through comprehensive market-oriented operation to make the organization more agile, break the organizational inertia and adapt to the trend of technology iteration, and constantly explore new organizational management concepts and methods.

First, the dynamic frontier of organizational management reform in domestic and foreign science and technology enterprises

(1) Comprehensive market-oriented operation makes the organization more agile

In recent years, technology companies, especially the leading Internet companies, have been at the forefront of the global market competition environment and are naturally sensitive to market changes and pressures. From the perspective of enhancing market competitiveness, making the organization agile, making the decision link shorter, and making the response faster have become the original intention and fundamental purpose of the organizational management reform of major science and technology enterprises.

Since 2021, in response to US sanctions and the significant downward pressure on 2C business, Huawei has explored the establishment of a new organizational organization – the “Legion”. The head of the army is mostly Huawei elderly, with more than 20 years of industry experience. “Legion” mode is a strategic organizational reform of enterprises, which has achieved obvious results in business practice in a short period of time. The “Legion” model is borrowed from Google, and the core is to complete key problems in specific fields through the integration of market, research and development, and ultimately achieve greater breakthroughs with fewer resources. Huawei has successively established 20 “legions”, involving ports, photovoltaic, electricity, sports and health and other industries, and has sunk its business capacity to the prefecture-level city, investing at least 700 full-time personnel in more than 90 focused prefecture-level cities across the country, in order to get closer to the market and serve customers well.

As early as 2015, Alibaba comprehensively proposed the “Middle Taiwan strategy”, forming a governance model of “big middle Taiwan, small front desk”, integrating diversified businesses, under the support of the bottom of the middle Taiwan, the front desk can be lightly armed and quickly carry out actions. However, in the face of increasingly fierce market competition, the organizational model of “big middle platform” may be difficult to improve business efficiency. In March 2023, Alibaba carried out the most important organizational change since its founding, and its group organizational structure became the “1+6+N” structure. “1” refers to an Alibaba Group, “6” refers to Ali Cloud Intelligence, Taobao Tmall business, local life, Cainiao, international digital business, big entertainment six business groups, “N” refers to a number of business companies. According to the plan, six business groups and N business companies will set up separate boards of directors, Alibaba Group’s CEO will no longer manage everything, each business group must face market competition alone, and each business can explore how to operate efficiently according to its own independent business strategy. [1]

(2) Break the organizational inertia and fit the technology iteration trend

Combing through the history of organizational change of domestic and foreign technology enterprises, it can be seen that adjusting the structure itself is not the end, but to ensure the implementation of the transformation strategy. Moreover, most of the adjustment of the organizational structure comes from the anxiety about the future, which is a typical anti-inertia behavior. How to break organizational inertia? For first-line Internet enterprises, in addition to the continuous upgrading and optimization of fist products, the organizational structure and related supporting strategies must also complete self-iteration. CXO UNION-CXO联盟（cxounion.cn）

Since its establishment in 1998, Tencent has undergone several organizational structure changes over the past 20 years, of which three were major changes, from functional to business unit (BU) system in 2005, and from BU to business group (BG) system in 2012. In 2018, the Cloud and Intelligence Industry Group (CSIG) and the Platform and Content Business Group (PCG) were established. Each change in its organizational structure is closely related to the development of new technologies and new applications and the overall strategic adjustment of the group. For example, the adjustments in 2012 and 2018 correspond to the technological changes of mobile Internet and industrial Internet respectively. After the emergence of the mobile Internet, Tencent’s internal PC and mobile business departments appeared uncoordinated and even vicious competition, and it quickly made a new organizational structure adjustment, combining all similar businesses to form a separate business group, breaking the organizational inertia under the continuation of business development in the PC era, so that products in the same system can synchronize and coordinate resources. Get products online quickly.

In October 2021, the social media giant Facebook officially changed its name to Meta, which means that the company’s business will expand from social media to emerging technologies and applications such as metauniverse and virtual reality. In 2018, Facebook launched the largest reorganization of its organizational management structure since its establishment, forming three units, They are “Family of apps,” “New Platforms + Infrastructure,” “Central Product Services,” and “Central Product Services.” Strive to promote the coordination between business decisions, product applications and technical capabilities, and better match the iterative direction of cutting-edge technologies such as blockchain, artificial intelligence and virtual reality.

(3) Constantly explore new organizational management methods and concepts

Although the success of Internet enterprises has a certain era, it is also inseparable from its advanced organization and management concept. In recent years, the business fields and business models of cutting-edge technology enterprises are constantly evolving, and their organizational management models are constantly optimized and upgraded accordingly.

At present, flat management is one of the commonly used organizational management modes of Internet head enterprises at home and abroad. This organizational management mode matches the technical development logic of the Internet, and at the same time, when the scale of the enterprise and the business field continue to expand, it can continue to increase the management range, rather than increasing the level of management, so that the original pyramid-shaped enterprise management compressed into a flat organizational structure. To some extent, this structure can achieve the greatest degree of decentralization. Typical example, Tencent will fully upgrade the BU system to a business group is the process of decentralization, the head of the business group has more say, reduce product problems reported to the CEO to continue to promote the situation of problem solving, and the business group will have more independent space, can respond flexibly, adapt to the external rapidly changing environment.

In recent years, both foreign Microsoft, Google, and domestic Huawei, Alibaba, Tencent and other leading technology enterprises have changed their business management model from KPI (Key Performance Indicators) to KPI (Key Performance Indicators). It turns to OKR (Objectives and Key Results). OKR is a set of tools and methods to implement management by objectives, promote implementation and cooperation. The main goal of OKR is to define the “goals” of the business and the team and to define the measurable “key results” that each goal achieves. Objectives are set as qualitative statements over a period of time (usually a quarter), and key results are presented in the form of quantitative indicators. OKR is more of an organizational approach that aims to promote collective and individual success from the point of view of system and mechanism design, maximize the use of existing resources through transparency, focus, collaboration, tracking and other strategies, focus on building top products, and maximize team effectiveness. In summary, the OKR model reflects the target culture of data-driven, collaborative operations. CXO UNION-CXO联盟（cxounion.cn）

Second, the internal logic of organizational evolution and institutional adjustment of science and technology enterprises

(1) Market orientation: Fierce competition forces organizational reform

Combing through the history of organizational change of leading Internet enterprises, it is found that the change of market pattern and environment is one of the main factors, and it shows regularity.

In the nine months before the organizational change of 2018, Tencent’s stock price fell 40%, and its market value evaporated trillion yuan. At that time, Tencent was facing a very severe market competition environment and development bottlenecks, such as the flow dividend coming to an end, and the growth of micro-credit accounts slowed down; Most of the time per person in the circle of friends was robbed by Tiktok; Cloud business facing Ali cloud fierce rivals and so on. Tencent had to seek a way out from within through organizational changes, such as repackaging all C-end businesses into a new platform and content business group, setting up a large business unit fully oriented to B-end for the first time, and establishing a cloud and intelligence industry business group. This adjustment not only allows Tencent to seize the wave of industrial Internet, integrate the B-end technology and services that were originally dispersed in various business groups such as social networking and networking, and unify the external market, but also further consolidate the consumer Internet basic disk, merge the C-end business, and aggregate all user-oriented content.

Similarly, from the history of Huawei’s more than 30 years, we can see that every major adjustment of its organizational form and structure is a rapid response to new situations and new changes. For example, Huawei, which was suppressed and sanctioned by the United States, explored the “legionalization” operation of authorized consumer business, and the organizational structure design was an important reform direction at that time. The “army” established by Huawei has broken the original organizational boundaries, quickly assembled resources, interspersed operations, improved efficiency, and made a deep penetration of an industry. Huawei is at the forefront of domestic and international competition and has been constantly optimizing its organizational system to meet the needs of market pattern and business development [2]. From the earliest linear management, to the later regional, customer, product oriented multi-matrix organization; From the product decision organization to the customer and strategic decision organization, and now the business decision organization, behind every organizational change, in addition to the rigidity of the original organizational structure, can not adapt to the needs of the existing business, more driving force from the enterprise encountered business growth bottleneck and market competition intensified, the need to develop new “water source”.

(2) Business thinking: organic integration of “bottom-up” and “top-down”

Every organizational adjustment of the leading technology enterprises at home and abroad, the motivation and purpose of the change are closely focused on business development, and the organizational structure and personnel changes run through the business thinking from beginning to end, serving the business development. CXO UNION-CXO联盟（cxounion.cn）

From PC to mobile Internet, and then to the industrial Internet, Tencent’s several big organizational changes are not only business innovation, but more similar to business “evolution”. This evolutionary ability is reflected in two aspects: first, the “bottom-up” feedback decision-making to cope with the multi-field, multi-dimensional, relatively low-threshold innovation needs of the early mobile Internet; The second is the “top-down” overall planning to deal with disruptive innovations such as short video and cloud computing that have a higher threshold and must concentrate resources. After several changes, Tencent has integrated the “bottom-up” and “top-down” market response mechanisms into its corporate culture, and the constantly adjusting organizational structure has become the underlying support for these capabilities.

In 2010, the source of Tencent’s wechat project was based on the judgment of the QQ mailbox business team, which formed the group’s decision from the bottom up. At that time, the business side analyzed that the mobile Internet would give birth to a new instant messaging application, which was likely to pose a threat to QQ, and suggested Tencent to build a new instant messaging tool. Later, wechat quickly became a national app. In 2014, Tencent set up the wechat Business Group (WXG), the organizational structure from QQ one-sided to “wechat +QQ” dual social platform equal emphasis. In 2018, in the face of the rise of today’s headlines and Tiktok in the field of information flow, and the strong competition of Alibaba Cloud in the field of B-side services, Tencent opened a “top-down” organizational change focusing on global business development. This change started from “merging similar items” and concentrated superior resources to form a new platform and content business group and cloud and smart industry business group to solve the business development dilemma. In addition, the rotating CEO system implemented by Huawei since 2011, which conforms to market and business changes through “top-down” changes, is a good model for training the management team and balancing the overall interests and the relationship between team members. Huawei’s rotating system was later adopted by companies such as JD.com. [3]

(3) Customer perspective: Focus on market demands to explore institutional reform strategies

Looking back at the many organizational structure adjustments of the head technology enterprises at home and abroad, the strategic goal is relatively clear, closely around the center of “customer”, to more perfect and more efficient solution of customer problems as the core leadership, and then clear the detailed plan and strategy of organizational adjustment.

According to Huawei’s Annual Report 2022, by building the “Legion” organizational operation mode, Huawei can effectively shorten the management chain, give full play to the advantages of solutions and technology platforms, quickly meet customer needs, and better serve customers [4]. From the beginning of the initial planning, the core purpose of Huawei’s establishment of the “Legion” in organizational structure adjustment is to transform the previous production-oriented organization into a customer-oriented organization, and truly realize “customer-centric, solve customer problems, and build a three-dimensional customer relationship.” Through organizational reform, Huawei’s “army” has become a small business group with global positioning and focus on subdivided industries, with a scale between business groups and project teams, without large procurement and supply chain, only including marketing, research and development, sales and other capabilities, and horizontally concentrating the elite soldiers of each business department, breaking boundaries and dredged resources. Vertically close to customer needs to make breakthroughs in key industries and create new growth engines.

In January 2022, Alibaba adjusted the organizational structure of its e-commerce business, and comprehensively focused on user experience and customer value by building new industrial operation and development centers, platform strategy centers, and user operation and development centers. The Industrial operation and development Center moves from industry operation to industry operation, providing full life cycle consumer operation and commodity operation capabilities for global merchants including small and medium-sized merchants. The platform Strategy center has upgraded the platform mechanism, promoted the wide application of intelligent technology, and established an all-round digital business operation product system, so as to improve the merchants’ insight into medium and long-term consumer trends and their ability to respond quickly to consumer feedback. The user operation and development Center continues to optimize the consumer experience link from the user product level. The unique value of Alibaba’s Taobao and Tmall e-commerce platforms lies in the ability to provide business customers with the operation of the whole life cycle of goods, and the adjustment of their organizations focuses on the customer experience itself, so that businesses can do business with a sense of purpose, security and simplicity. CXO UNION-CXO联盟（cxounion.cn）

Third, the traditional media transformation and development and organizational mechanism reconstruction of reference ideas

(1) Transformational development is not only about technological change, but also about management change

Nowadays, the media integration of domestic traditional news organizations is in a critical period of climbing uphill and overcoming difficulties, but the traditional media is still slowly moving forward in terms of mechanism and system reform, and the actual market reaction of the development results of media integration is far from reaching expectations.

Compared with the transformation and development of technology enterprises and traditional media, they actually have certain similarities, such as striving to embrace cutting-edge technologies and constantly exploring advanced applications; But the paths and strategies of the two are very different. The transformation of science and technology enterprises is usually the logical deduction of organizational adjustment, operational mechanism reform, and terminal product iteration, but the integration or innovation of traditional media in China is more reflected in the terminal results and product application, and the management system and management concept are still in use of the tradition and have not been innovated, let alone established a management system that truly ADAPTS to the pattern and development law of the Internet. CXO UNION-CXO联盟（cxounion.cn）

Some traditional media have found a path suitable for their own development in the first transformation, that is, the market-oriented transformation. For example, Southern Metropolis Daily and 21st Century Business Herald have closely focused on “content is king”, adjusted news content production according to market demand, and promoted advertising revenue through the improvement of content quality. It seems that there is no need for radical reform from the institutional mechanism level. However, in the face of the second transformation, that is, the transformation of financial media, intelligent media and all media in the current stage, most traditional media have not really completed the transformation in the wave of Internet development. “From the top down”, the reform of traditional media is still stuck in the usual thinking of content development, the shackles of the system and mechanism are not broken, and it is difficult to solve the human and financial problems of new technology and new application development; From the “bottom-up” perspective, the core business of traditional media news gathering and editing lacks the guidance of new development concepts, and the pain points such as unclear transformation direction, unclear thinking, and single mode have not found efficient solutions and solutions.

In contrast, the transformation and development of science and technology enterprises, whether in the face of new technology changes, or in the face of sudden changes in the market environment, each time is a bold self-innovation and upgrading. Most of the traditional media in China have not established a modern enterprise system in the real sense, and it is not realistic to completely copy and apply the changes of science and technology enterprises under the mode of “public institutions, enterprise management”, but we should be determined to explore the management concept, management method, management system and other dimensions of change and breakthrough, rather than just focusing on the application of new technologies for terminal products. For example, in terms of organizational structure setting, try to be flat; In terms of innovative business leadership, learn from the rotating CEO model to open up high-level resources and barriers; In terms of optimizing the operation mechanism and staff assessment, OKR management model and concept are introduced to promote the dissemination (announcement) of business objectives and the dismantling of strategies, the openness and transparency of target information, and the high degree of coordination between the upper and lower left and the right. Only by “internetizing” the management of traditional media can it truly promote the transformation and development of the iterative pattern of matching technology. CXO UNION-CXO联盟（cxounion.cn）

（2）Respect the laws of the market and constantly reform production relations to promote the development of productive forces

Every scientific and technological revolution in human history has given birth to new production relations and more advanced productive forces, and also brought new market space. With the development of the Internet, artificial intelligence, big data and other technologies, the business plates of science and technology enterprises that have caught up with the tuyere are getting bigger and bigger, but at the same time, they are also faced with the possibility that the production relationship that has just been established will soon not be able to adapt to the new model brought by new technologies and new applications, and only by constantly taking the initiative to change can they better survive in the market competition. However, in the wave of the Internet, domestic traditional media almost systematically missed the tuypoint and stuck to the original production relationship of news gathering and editing, failing to innovate and break through, and the market share and audience flow were largely divided and squeezed by various new media platforms.

Actively seeking change has become the key experience for domestic and foreign science and technology enterprises to maintain competitiveness in the current fierce market competition environment. In the PC era, Microsoft’s global market share in 2005 had occupied half of the country, and its MSN communication software accounted for 53% of the Chinese business community at that time, surpassing Tencent’s QQ. However, with the emergence of mobile systems, audience habits, market environment, etc. have changed, Microsoft did not pay attention to, did not take the initiative to change the internal production relations, still follow the business logic of the PC era. In the end, Tencent, then valued at $1 billion, beat Microsoft, then valued at $230 billion, in the Chinese market. In the international market, new social media platforms such as Facebook and Twitter have divided MSN’s large audience market.

In recent years, in view of the numerous precedents of commercial competition, whether it is the old foreign technology enterprises Google, Apple, etc., or the newly rising domestic Internet rookie Bytedance, little Red book, etc., almost every year there are internal organizational structure adjustments to explore the change of production relations and then generate new productivity. In contrast, domestic traditional media, after missing the development wave of the PC era, still failed to explore new internal production relations in the mobile Internet era. At present, most of them can only rely on various external new media platforms and retain certain network audiences and traffic through the entry of official accounts. The actual influence and communication power of traditional media self-built websites and clients are weak, and the dislocation of internal production relations and productivity not only limits the potential release of productivity of their own platforms, but also wastes a lot of resources. CXO UNION-CXO联盟（cxounion.cn）

The transformation and development of traditional media in the Internet era should not only be limited to the process reengineering at the news production end, but also to re-organize the production relations from the overall consideration, learn from the change experience of science and technology enterprises, and truly take stock of the unreasonable and mismatched places of the old production relations in all aspects of the whole process such as “planning, editing, publishing and review” in accordance with the law of the market, and carry out key breakthroughs. For example, the emergence of the mobile Internet has completely broken the one-way flow of news production. News producers and audiences not only have a two-way interaction relationship, but also the general audience has the ability to produce and disseminate news at any time, especially the huge professional “we-media” organizations in the market. However, at present, the organization structure and operation mechanism of traditional domestic media are generally set according to the logic of one-way, and the news production force scattered in the society cannot be effectively absorbed into the internal production relations, and the productivity of editorial department and reporter station is difficult to achieve breakthrough development in the Internet revolution.

(3) Get out of your comfort zone and explore the possibility of breaking the rigid organizational structure

From the PC network era to the mobile Internet and the industrial Internet era, the head technology enterprises that have successfully completed the transformation and development are not only changing at the product technology application level, in fact, every transformation must be adjusted and followed up with the organizational structure, which is an upgrade at the system level.

More than 20 years ago, Tencent was just a “small workshop”, its functional organizational structure was simple and efficient, and in the early development of the Internet, it played an advantageous role in promoting the core product QQ business. With the wave of mobile Internet hit in 2012, Tencent’s strong traditional PC department had to compete with other internal departments, but cross-departmental collaboration and cooperation encountered great resistance. At this time, Tencent made a new organizational structure adjustment decision to merge the PC side and mobile side of all similar businesses to establish a separate business group. The comprehensive upgrading of the department system to a business group is a decentralization process. At that time, QQ was the largest in the domestic social market, and its business departments and market departments not only had a greater right to speak within Tencent, but also were in the “comfort zone” of profit. Tencent needed courage and courage to make large-scale organizational structure adjustment. However, it is precisely because of this organizational adjustment that QQ has successfully transitioning to the top of the mobile chat software market, and it has also created a fertile soil for the future emergence of wechat.

Not only Tencent, other such as domestic Alibaba, Bytedance, foreign Google, Microsoft and many other head technology companies have shown that only continuous self-innovation, explore to break the old organizational structure, in order to truly achieve a thorough transformation and upgrading. Over the years, China’s traditional media is also trying to transform and develop, new concepts and new ideas such as financial media, intelligent media, and all media have already entered the strategic level of consideration, but the institutional barriers of traditional media are deeply rooted, and the difficulty of change is far from a day’s work. In the development process of traditional media, although the implementation of “public institutions, enterprise management”, but still stay in the “comfort zone”, failed to fully integrate into the market competition. In addition, most of the senior executives and middle managers of traditional media follow the appointment management mode of superiors and subordinates, which actually blurs the property rights relationship, limits the vitality of media, and makes it difficult to form a unified will and internal self-restraint mechanism conducive to the long-term development of media. CXO UNION-CXO联盟（cxounion.cn）

The reorganization of the organizational mechanism of traditional media needs to be “top-down” to form a strategic focus that is brave enough to jump out of the “comfort zone”. However, in the face of increasingly fierce market competition, it is necessary to ensure equal attention to social and economic benefits, and it may be a long process to truly break the rigid organizational structure. In this context, traditional media can explore in-depth cooperation with strong Internet companies, and transform all aspects of news production with the help of their external forces and relatively advanced operational concepts and methods. For example, in June 2017, Xinhua News Agency and Alibaba Group jointly invested in the establishment of Xinhua Zhiyun Technology Co., LTD. Editors and journalists of Xinhua News Agency can directly participate in the research and development of cutting-edge products and technologies of the company, and the research and development results can be directly applied to news reports of Xinhua News Agency, but the management and organizational structure of the company are dominated by Alibaba in accordance with market rules. Through co-creation and cooperation with Internet enterprises, traditional media can routinely learn from their practical experience, and in combination with the actual organizational structure of their own business departments, or can quickly find a transformation strategy that matches their own development characteristics.

References:

[1] Ali reorganized six business groups, “Middle Taiwan strategy” how to tune? [EB/OL].(2023-03-30).https://www.sdnlab.com/26180.html.

[2] Ni Yuqing. Decrypting Huawei’s “new species” [N]. 21st Century Business Herald,2022-11-18.

[3] huawei’s organizational change, 5 of the great “benefits” of the rotating CEO system Worthy of reference [EB/OL]. (2022-10-18). https://baijiahao.baidu.com/s?id=1746982590106725137&wfr=spider&for=pc.

[4] [EB/OL]. 2022 annual report of huawei. (2023-03-31) [2023-04-12]. https://www.huawei.com/cn/annual-report/2022.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于《青年记者》2023年第9期；编辑/翻译：CXO UNIONCXO联盟小U。

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