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Performance Indicators\uff0c\u5173\u952e\u7ee9\u6548\u6307\u6807\uff09\uff0c\u8f6c\u5411\u4e86OKR\uff08Objectives and Key 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">\u4e8c\u3001\u79d1\u6280\u4f01\u4e1a\u7ec4\u7ec7\u6f14\u5316\u4e0e\u673a\u6784\u8c03\u6574\u7684\u5185\u5728\u903b\u8f91<\/h2>\n\n\n\n<h3 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class=\"wp-block-heading\">\u53c2\u8003\u6587\u732e\uff1a<\/h3>\n\n\n\n<p>[1]\u963f\u91cc\u91cd\u7ec4\u516d\u5927\u4e1a\u52a1\u96c6\u56e2\uff0c\u201c\u4e2d\u53f0\u6218\u7565\u201d\u600e\u4e48\u8c03\uff1f[EB\/OL].(2023-03-30).https:\/\/www.sdnlab.com\/26180.html.<\/p>\n\n\n\n<p>[2]\u502a\u96e8\u6674.\u89e3\u5bc6\u534e\u4e3a\u201c\u65b0\u7269\u79cd\u201d[N].21\u4e16\u7eaa\u7ecf\u6d4e\u62a5\u9053,2022-11-18.<\/p>\n\n\n\n<p>[3]\u534e\u4e3a\u7684\u7ec4\u7ec7\u53d8\u9769\uff0c\u8f6e\u503cCEO\u5236\u5ea6\u76845\u5927\u597d\u5904 \u503c\u5f97\u501f\u9274[EB\/OL].(2022-10-18).https:\/\/baijiahao.baidu.com\/s?id=1746982590106725137&amp;wfr=spider&amp;for=pc.<\/p>\n\n\n\n<p>[4]2022\u5e74\u5e74\u5ea6\u62a5\u544a[EB\/OL].\u534e\u4e3a.(2023-03-31)[2023-04-12].https:\/\/www.huawei.com\/cn\/annual-report\/2022.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">Reengineering of media organization mechanism from the management reform of science and technology enterprises<\/h2>\n\n\n\n<h4 class=\"wp-block-heading\">Guide reading:<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">First, the dynamic frontier of organizational management reform in domestic and foreign science and technology enterprises<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">(1) Comprehensive market-oriented operation makes the organization more agile<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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 &#8211; the &#8220;Legion&#8221;. The head of the army is mostly Huawei elderly, with more than 20 years of industry experience. &#8220;Legion&#8221; mode is a strategic organizational reform of enterprises, which has achieved obvious results in business practice in a short period of time. The &#8220;Legion&#8221; 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 &#8220;legions&#8221;, 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.<\/p>\n\n\n\n<p>As early as 2015, Alibaba comprehensively proposed the &#8220;Middle Taiwan strategy&#8221;, forming a governance model of &#8220;big middle Taiwan, small front desk&#8221;, 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 &#8220;big middle platform&#8221; 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 &#8220;1+6+N&#8221; structure. &#8220;1&#8221; refers to an Alibaba Group, &#8220;6&#8221; refers to Ali Cloud Intelligence, Taobao Tmall business, local life, Cainiao, international digital business, big entertainment six business groups, &#8220;N&#8221; 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&#8217;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]<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">(2) Break the organizational inertia and fit the technology iteration trend<\/h4>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>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&#8217;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.<\/p>\n\n\n\n<p>In October 2021, the social media giant Facebook officially changed its name to Meta, which means that the company&#8217;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 &#8220;Family of apps,&#8221; &#8220;New Platforms + Infrastructure,&#8221; &#8220;Central Product Services,&#8221; and &#8220;Central Product Services.&#8221; 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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">(3) Constantly explore new organizational management methods and concepts<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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 &#8220;goals&#8221; of the business and the team and to define the measurable &#8220;key results&#8221; 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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Second, the internal logic of organizational evolution and institutional adjustment of science and technology enterprises<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">(1) Market orientation: Fierce competition forces organizational reform<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>In the nine months before the organizational change of 2018, Tencent&#8217;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.<\/p>\n\n\n\n<p>Similarly, from the history of Huawei&#8217;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 &#8220;legionalization&#8221; operation of authorized consumer business, and the organizational structure design was an important reform direction at that time. The &#8220;army&#8221; 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 &#8220;water source&#8221;.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">(2) Business thinking: organic integration of &#8220;bottom-up&#8221; and &#8220;top-down&#8221;<\/h4>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>From PC to mobile Internet, and then to the industrial Internet, Tencent&#8217;s several big organizational changes are not only business innovation, but more similar to business &#8220;evolution&#8221;. This evolutionary ability is reflected in two aspects: first, the &#8220;bottom-up&#8221; 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 &#8220;top-down&#8221; 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 &#8220;bottom-up&#8221; and &#8220;top-down&#8221; market response mechanisms into its corporate culture, and the constantly adjusting organizational structure has become the underlying support for these capabilities.<\/p>\n\n\n\n<p>In 2010, the source of Tencent&#8217;s wechat project was based on the judgment of the QQ mailbox business team, which formed the group&#8217;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 &#8220;wechat +QQ&#8221; dual social platform equal emphasis. In 2018, in the face of the rise of today&#8217;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 &#8220;top-down&#8221; organizational change focusing on global business development. This change started from &#8220;merging similar items&#8221; 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 &#8220;top-down&#8221; changes, is a good model for training the management team and balancing the overall interests and the relationship between team members. Huawei&#8217;s rotating system was later adopted by companies such as JD.com. [3]<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">(3) Customer perspective: Focus on market demands to explore institutional reform strategies<\/h4>\n\n\n\n<p>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 &#8220;customer&#8221;, 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.<\/p>\n\n\n\n<p>According to Huawei&#8217;s Annual Report 2022, by building the &#8220;Legion&#8221; 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&#8217;s establishment of the &#8220;Legion&#8221; in organizational structure adjustment is to transform the previous production-oriented organization into a customer-oriented organization, and truly realize &#8220;customer-centric, solve customer problems, and build a three-dimensional customer relationship.&#8221; Through organizational reform, Huawei&#8217;s &#8220;army&#8221; 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.<\/p>\n\n\n\n<p>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&#8217; 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&#8217;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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Third, the traditional media transformation and development and organizational mechanism reconstruction of reference ideas<\/h3>\n\n\n\n<h3 class=\"wp-block-heading\">(1) Transformational development is not only about technological change, but also about management change<\/h3>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>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 &#8220;content is king&#8221;, 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. &#8220;From the top down&#8221;, 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 &#8220;bottom-up&#8221; 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.<\/p>\n\n\n\n<p>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 &#8220;public institutions, enterprise management&#8221;, 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 &#8220;internetizing&#8221; the management of traditional media can it truly promote the transformation and development of the iterative pattern of matching technology.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">\uff082\uff09Respect the laws of the market and constantly reform production relations to promote the development of productive forces<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>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&#8217;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&#8217;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&#8217;s large audience market.<\/p>\n\n\n\n<p>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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>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 &#8220;planning, editing, publishing and review&#8221; 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 &#8220;we-media&#8221; 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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">(3) Get out of your comfort zone and explore the possibility of breaking the rigid organizational structure<\/h4>\n\n\n\n<p>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.<\/p>\n\n\n\n<p>More than 20 years ago, Tencent was just a &#8220;small workshop&#8221;, 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&#8217;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 &#8220;comfort zone&#8221; 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.<\/p>\n\n\n\n<p>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&#8217;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&#8217;s work. In the development process of traditional media, although the implementation of &#8220;public institutions, enterprise management&#8221;, but still stay in the &#8220;comfort zone&#8221;, 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.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>The reorganization of the organizational mechanism of traditional media needs to be &#8220;top-down&#8221; to form a strategic focus that is brave enough to jump out of the &#8220;comfort zone&#8221;. 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.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">References:<\/h4>\n\n\n\n<p>[1] Ali reorganized six business groups, &#8220;Middle Taiwan strategy&#8221; how to tune? [EB\/OL].(2023-03-30).https:\/\/www.sdnlab.com\/26180.html.<\/p>\n\n\n\n<p>[2] Ni Yuqing. Decrypting Huawei&#8217;s &#8220;new species&#8221; [N]. 21st Century Business Herald,2022-11-18.<\/p>\n\n\n\n<p>[3] huawei&#8217;s organizational change, 5 of the great &#8220;benefits&#8221; of the rotating CEO system Worthy of reference [EB\/OL]. (2022-10-18). https:\/\/baijiahao.baidu.com\/s?id=1746982590106725137&amp;wfr=spider&amp;for=pc.<\/p>\n\n\n\n<p>[4] [EB\/OL]. 2022 annual report of huawei. (2023-03-31) [2023-04-12]. https:\/\/www.huawei.com\/cn\/annual-report\/2022.<\/p>\n\n\n\n<p class=\"has-text-align-center has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u7531<a href=\"http:\/\/cxounion.cn\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u300a\u9752\u5e74\u8bb0\u8005\u300b2023\u5e74\u7b2c9\u671f\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/weixin.qq.com\/r\/fxJxaVHE1AyrrRUK90dt\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(<a href=\"http:\/\/cxounion.cn\">http:\/\/www.cxounion.cn\/<\/a>)\u5185\u5bb9\u4e3b\u8981\u6765\u81ea\u539f\u521b\u3001\u5408\u4f5c\u5a92\u4f53\u4f9b\u7a3f\u548c\u7b2c\u4e09\u65b9\u6295\u7a3f\uff0c\u51e1\u5728\u672c\u7f51\u7ad9\u51fa\u73b0\u7684\u4fe1\u606f\uff0c\u5747\u4ec5\u4f9b\u53c2\u8003\u3002\u672c\u7f51\u7ad9\u5c06\u5c3d\u529b\u786e\u4fdd\u6240\u63d0\u4f9b\u4fe1\u606f\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u4f46\u4e0d\u4fdd\u8bc1\u6709\u5173\u8d44\u6599\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u8bfb\u8005\u5728\u4f7f\u7528\u524d\u8bf7\u8fdb\u4e00\u6b65\u6838\u5b9e\uff0c\u5e76\u5bf9\u4efb\u4f55\u81ea\u4e3b\u51b3\u5b9a\u7684\u884c\u4e3a\u8d1f\u8d23\u3002\u672c\u7f51\u7ad9\u5bf9\u6709\u5173\u8d44\u6599\u6240\u5f15\u81f4\u7684\u9519\u8bef\u3001\u4e0d\u786e\u6216\u9057\u6f0f\uff0c\u6982\u4e0d\u8d1f\u4efb\u4f55\u6cd5\u5f8b\u8d23\u4efb\u3002<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u7f51\u7ad9\u520a\u8f7d\u7684\u6240\u6709\u5185\u5bb9(\u5305\u62ec\u4f46\u4e0d\u4ec5\u9650\u6587\u5b57\u3001\u56fe\u7247\u3001LOGO\u3001\u97f3\u9891\u3001\u89c6\u9891\u3001\u8f6f\u4ef6\u3001\u7a0b\u5e8f\u7b49) \u7248\u6743\u5f52\u539f\u4f5c\u8005\u6240\u6709\u3002\u4efb\u4f55\u5355\u4f4d\u6216\u4e2a\u4eba\u8ba4\u4e3a\u672c\u7f51\u7ad9\u4e2d\u7684\u5185\u5bb9\u53ef\u80fd\u6d89\u5acc\u4fb5\u72af\u5176\u77e5\u8bc6\u4ea7\u6743\u6216\u5b58\u5728\u4e0d\u5b9e\u5185\u5bb9\u65f6\uff0c\u8bf7\u53ca\u65f6\u901a\u77e5\u672c\u7ad9\uff0c\u4e88\u4ee5\u5220\u9664\u3002<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u5206\u6790\u4e00\u4e9b\u5934\u90e8\u79d1\u6280\u4f01\u4e1a\u7684\u7ba1\u7406\u53d8\u9769\uff0c\u529b\u4e89\u603b\u7ed3\u51fa\u89c4\u5f8b\u6027\u7684\u8ba4\u8bc6\uff0c\u5982\u5176\u53d8\u9769\u7684\u5185\u5728\u903b\u8f91\u53ef\u6982\u62ec\u4e3a\u5e02\u573a\u5bfc\u5411\u3001\u4e1a\u52a1\u601d\u7ef4\u3001\u5ba2\u6237\u89c6\u89d2\uff0c\u5e76\u901a\u8fc7\u5168\u9762\u5e02\u573a\u5316\u8fd0\u4f5c\u8ba9\u7ec4\u7ec7\u66f4\u654f\u6377\uff0c\u6253\u7834\u7ec4\u7ec7\u60ef\u6027\u8d34\u5408\u6280\u672f\u8fed\u4ee3\u8d8b\u52bf\uff0c\u4e0d\u65ad\u63a2\u7d22\u65b0\u578b\u7ec4\u7ec7\u7ba1\u7406\u7406\u5ff5\u4e0e\u65b9\u5f0f\u7b49\u3002<\/p>\n","protected":false},"author":1,"featured_media":15471,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13],"tags":[55],"class_list":["post-15469","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-viewpoint","tag-55"],"_links":{"self":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/15469","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/comments?post=15469"}],"version-history":[{"count":2,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/15469\/revisions"}],"predecessor-version":[{"id":15492,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/15469\/revisions\/15492"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media\/15471"}],"wp:attachment":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media?parent=15469"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/categories?post=15469"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/tags?post=15469"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}