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CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n \u800c\u7ad9\u5728\u7ba1\u7406\u5b66\u7684\u89d2\u5ea6\uff0c\u738b\u5b89\u667a\u5219\u8ba4\u4e3a\u7ba1\u7406\u5b66\u672c\u5c31\u662f\u4e00\u4e2a\u4ece\u897f\u65b9\u5174\u8d77\u7684\u5b66\u79d1\uff0c\u53ea\u6709\u68b3\u7406\u51fa\u9002\u5408\u4e2d\u56fd\u5e02\u573a\u548c\u672c\u571f\u6587\u5316\u7684\u7ba1\u7406\u6a21\u5f0f\u65f6\uff0c\u65e0\u8bba\u662f\u7ba1\u7406\u5236\u5ea6\u8fd8\u662f\u63a5\u73ed\u4eba\u7684\u4f20\u627f\uff0c\u90fd\u5c06\u4e0d\u518d\u662f\u56f0\u60d1\u3002\u201c\u6240\u4ee5\uff0c\u518d\u7b49\u4e2a10\u5e74\u751a\u81f3\u662f15\u5e74\uff0c\u662f\u5426\u4f1a\u8bde\u751f\u51fa\u771f\u6b63\u5c5e\u4e8e\u4e2d\u56fd\u672c\u571f\u7684\u7ba1\u7406\u6a21\u5f0f\uff1f\u6211\u4eec\u4ecd\u9700\u62ed\u76ee\u4ee5\u5f85\u3002\u201d<\/strong><\/p>\n\n\n\n The feeling that the enterprise gives the employee should be like “home”? This problem, different times of business managers have different conclusions.<\/p>\n\n\n\n Today, even the Internet giant, which used to be tempted by high salaries to a high and cold corporate management culture, has also felt the surge of public opinion in the workplace culture, and has begun to put down the attitude of “you don’t do something and people grab it”. After all, in 2024, a company that always emphasizes making grass-roots employees happy, even shorting business hours and giving employees a holiday during the Spring Festival, called Fat East, is booming; Zong Qinghou, the founder of Wahaha who died recently, won unprecedented posthumous praise on the Internet for his paternalistic care, such as his refusal to lay off employees over 45.<\/p>\n\n\n\n Enterprise management style or corporate culture, from an objective point of view, it is true that different industries and different enterprises can not be generalized, but the wind is indeed changing – the “family culture” that was once considered to be in conflict with the modern enterprise management system is re-emerging. The origin and direction of this change are worth exploring.<\/p>\n\n\n\n Whether it is KPI, OKR, or value assessment, many Internet factory management artifacts, including name, flexible work system, talent inventory, have lost their aura, and have been subjected to large-scale backlash and ridicule. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n In retrospect, the complex management tools that Internet companies rely on are based on a psychological or sociological assumption that “human nature is lazy.” We cannot say that human nature is inherently evil, but at least we have doubts about the self-discipline of human nature.<\/p>\n\n\n\n From a management point of view, there is actually the opposite approach, which is to believe in people’s self-drive and creativity. The role of enterprise managers is more to provide security and space. This can be said to be a broad sense of “family culture”.<\/p>\n\n\n\n At least from the feedback of netizens, ordinary workers respect and even miss this family culture.<\/p>\n\n\n\n For example, netizens have paid tribute to Zong Qinghou, who would solve the housing problem for his employees and build their dormitories in the center of Hangzhou city. He never dismisses employees over the age of 45, and welcomes employees who have left Wahaha to return to Wahaha\u2026 Zong Qinghou’s death caused people to reminisce about him and his era. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n For the current hot fat Donglai, the inspiration brought by this company from management is even greater than the inspiration it brings to the technical level of retail.<\/p>\n\n\n\n Driven by hot searches such as “employees do not want to go to work, leave is not allowed to not approve leave”, fat East has become the peach garden in the hearts of modern workplaces. Affected by this, during the four days of the Spring Festival this year, the three shopping malls under the Fat East received a total passenger flow of more than 1.4 million people, catching up with Henan tourist reception ranked first scenic spot, which was dubbed by netizens as “6A scenic spot” without off-season.<\/p>\n\n\n\n Between a pull and a step, there are hidden conflicts and collisions between traditional and modern enterprise management modes. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n There has always been a saying on the Internet that “the post-00 generation began to rectify the workplace”, in fact, this statement is not a joke. For these young people who grew up in the age of abundance, material is no longer scarce, and will not be easily “bought by money”, let alone “work for money”. Instead, they crave non-material benefits such as autonomy, control, and a sense of meaning. It can be said that working for some post-00 is like playing a game, happy to play a few to earn a few gold coins, not happy directly shut down and leave.<\/p>\n\n\n\n Second, in today’s hyper-transparent Internet era, the rise of consumer rights has also greatly influenced the direction of the market. If a company or brand cannot build a good value layer, it will be abandoned by consumers. This external pressure has also forced some companies to adjust their positions.<\/p>\n\n\n\n But is this simply a return of the mind?<\/p>\n\n\n\n But Li Yanglin, a business observer author and corporate consultant, disagrees. In her view, in the past KPI mode, the authority of the boss comes from its strong strength, which is equivalent to the initial stage of the market, and the generation is of course very powerful.<\/p>\n\n\n\n But now that the market is maturing and people are becoming more discerning, that myth has been shattered. It is difficult to deal with the new challenges brought by the market by one person alone.<\/p>\n\n\n\n The more a company tortures its employees on KPIs and OKRs, the more it shows that the company has a huge problem with its business and perception. We are not simply against KPI and OKR, but against the Wolf culture that does not grasp the essence of “people and things”, which not only fails to achieve personal ideals, but also fails to achieve the performance goals of the bosses.<\/p>\n\n\n\n In Li Yanglin’s mind, the essence of well-run enterprises is the same, they are the first to find the core of the business and the key to win, and establish a set of corporate culture based on business logic, and use KPI or OKR tools to promote the business forward. There needs to be a lot of ink painting kung fu, which can not be done in a simple and rough mode, but really need to achieve eye, heart, hand, and spirit, and we must persevere. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n “Somehow, almost everyone realized that the way organizations operate today doesn’t work anymore. The system has overworked its limits. Sometimes it feels like everyone is walking around the organization like they’re walking dead.” In the book “Reinventing the Organization” written by Frederic Lelu, there has been an in-depth reflection on the way businesses operate today, and the development process of the organizational management model has made the following retrospective summary<\/p>\n\n\n\n First, there is the red organization-impulsive worldview. In the organization’s worldview, “power” is the only lens through which to view everything, either you strive to become more powerful and make others submit to your power and authority; Or you accept your weakness and show obedience and loyalty to your leader in exchange for your protection. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n It then evolved into an amber organization-obedience worldview. In this world view, as long as you follow the rules, you can “survive” and become part of the organization; Flouting the rules will result in permanent abandonment and expulsion.<\/p>\n\n\n\n With the progress of The Times and technology, the third stage of the organizational form was born, that is, the orange organization – the achievement world view.<\/p>\n\n\n\n This brings us to the worldview of science and the Industrial Revolution. At this level, people can begin to explore and understand the inner workings of the world and the laws of nature.<\/p>\n\n\n\n This worldview has profoundly changed human society over the past two centuries, and it dominates the thinking of business management today; It is a dominant (often unconscious) view that runs through business school curricula around the world and profoundly influences contemporary management practice.<\/p>\n\n\n\n The “achievement-orange” mindset sees organizations as machines – “units and hierarchies, inputs and outputs, efficiency and effectiveness, pulling levers and moving needles, information flows and bottlenecks, restructuring and downsizing.” Under the guidance of this idea, the advantages of the “machine” “orange” organization are extremely significant, full of organizational innovation ability, clear target management ability, reward and punishment management system, and fair competition mechanism of survival of the fittest. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n However, with the development and change of the market economy, the dark side of the Orange organization began to gradually reveal itself.<\/p>\n\n\n\n The first negative impact is the “crazy innovation”, enterprises into the growth for the sake of growth and chasing growth cycle, difficult to extricate themselves; The second negative effect is emptiness. Under a system that measures success only in terms of money and honor, where all values are reduced to goals, numbers, milestones, and only those who reach the top can count as success, most people will only feel emptiness. And the desire for meaning and the pursuit of a higher vision of life becomes out of reach. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n In the view of Zhu Xiaobin, dean of Xiangguang Sustainable Development College and co-founder of Experience Workshop, Orange organization is the mainstream form of most enterprises in the world in the past 100 years. In particular, multinational enterprises attach great importance to strategy, mechanism and performance, pay attention to detailed management by objectives system, and match this development strategy with various functional structures of business units.<\/p>\n\n\n\n In this process, Chinese Internet companies have learned and imitated world-class multinational companies and formed their own management models, but most of them are still not out of the category of orange organizations.<\/p>\n\n\n\n In contrast, in Zhu Xiaobin’s understanding, the fervour of the fat Donglai model lies in the fact that it is different from the common orange or red organizations, but a Cyan organization with perfect institutionalized management ability and vitality – as the highest stage of organizational evolution, Cyan organization is an organic living body, which advocates independent management and flexible evolution. Drive each person’s true self to grow. Each member of the organization is also a complete organism in their respective roles. Compared with other types of organizations, cyan organizations have three advantages: physical and mental integrity, evolutionary goals, and self-management.<\/p>\n\n\n\n From the public information point of view, fat east has already had part of the embryonic form of the blue organization. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n On the one hand, Fat Donglai has a sound salary incentive system mechanism. In Yu Donglai’s book “The Good Road”, he revealed that the fat Donglai staff salary system is about 50,000 yuan per month, shop assistant 40,000 yuan, director 25,000 yuan, director assistant 18,000 yuan, section chief 12,000 to 13,000 yuan, and the average monthly salary of front-line employees (cleaning, cashier, etc.) is 5,500 yuan. Each employee works 40 to 42 hours a week, plus one month of paid vacation a year.<\/p>\n\n\n\n In addition, according to a fat Donglai salary structure chart circulating on the Internet, in addition to basic salary, performance and other salary income, fat Donglai also set up more than 10 kinds of welfare projects, such as 40 days of paid leave per year, marriage leave, paternity leave, funeral leave and annual leave salary bonus, old employees have contribution awards cash or cars.<\/p>\n\n\n\n Correspondingly, it is interesting that fat East’s internal management punishment system can also be said to be extremely meticulous and strict. According to media reports, fat Donglai adopts a militarized scoring system in management, where employees score 100 points out of 100, each link of work service should be standardized into a table, and points should be deducted for each problem.<\/p>\n\n\n\n Yu Donglai has said that in his heart, Fat Donglai is not an enterprise at all, but a preaching platform to establish a systematic and high-standard social spiritual culture. In other words, Fat East has both the warm side of home culture and the shadow of refined KPI management in the past.<\/p>\n\n\n\n “He’s actually integrating culture and system perfectly into the day-to-day management of the company in a way that’s both emotional and institutional.” In Zhu Xiaobin’s opinion, the public’s aversion to KPI model comes from the lack of emotion on the one hand; On the other hand, the KPI quality of many enterprises is not high, and they do not even understand the essence of KPI, so that everyone thinks that this is not a real health organization. Orange organizations in improving efficiency at the same time, the loss of emotional temperature, a lot of corporate culture is often floating on the surface, the actual implementation process, or will give way to commercial purposes.<\/p>\n\n\n\n This is also a highly respected Cyan organization, but it is difficult to large-scale practice the difficulty. In Zhu Xiaobin’s view, at present, many public welfare organizations with flat and self-management characteristics can easily achieve the management form of Cyan organizations; Although commercial organizations are eager to follow suit, in the practice process, it is full of obstacles.<\/p>\n\n\n\n So, compared with the difficult implementation of the blue organization, the traditional paternalistic management model focusing on emotion and authority will bring more ideas to the modern enterprise?<\/p>\n\n\n\n “In the past, Internet companies lived too well and there were too many opportunities for people to think about. The days when growth could be achieved by people working hard and working overtime are over.” Wang Anzhi, associate professor of management at China Europe International Business School, found that both Internet companies and traditional enterprises that have developed for decades are facing great anxiety. Among them, those who have been constantly chasing the tuyere enterprises are the most anxious. Because in today’s market, it is difficult to grow simply by chasing external opportunities.<\/p>\n\n\n\n It’s worth thinking about why you need a horse racing mechanism inside the company. Why does it have to be last? Can internal competition alone maximize the value of everyone? Can you get sustained growth if you eliminate the people at the bottom? Find a consulting firm, spend a few months, and tease out a better system? Will the system last 10 years, or even 50?<\/p>\n\n\n\n When the market and the environment are facing relatively major shocks and changes, when the enterprise can not continue to grow rapidly, when survival is far more important than becoming bigger and stronger, we began to seek inward and traditional. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Behind the debate of management mode is actually the manifestation and exploration of cultural genes.<\/p>\n\n\n\n In Wang Anzhi’s view, from the original care of employees at the work level, extended to the care of employees at the life level, which has become the fundamental reason for fat East to continue to receive market attention in recent years. “Although some people may think that they control too much and mix life and work, this is actually the most typical approach in the traditional Chinese management model.”<\/p>\n\n\n\n In the Chinese context, when a boss takes care of an employee’s life, it sends an important signal – you are no longer a stranger, you are one of us. This is a discourse system that almost every Chinese can understand, through their own place in the human network, receive their own script, play their own role.<\/p>\n\n\n\n From the perspective of leadership, it is necessary to form effective management through the establishment of the three-way model of “grace, virtue and virtue”. Wang Anzhi believes that Chinese people have always lived in an efficient and tight social system. The most important thing about this system is the best collective cost, the communication process is efficient and rapid, “it is best to only need a look to understand, everyone follows the script, and the formation of a fusion and self-consistent pattern of interpersonal relations.”<\/p>\n\n\n\n But the downside of this model is also significant: the ability of the leader determines the ceiling of the organization. When the outside world is faced with great turbulence and change, once the leader’s experience is no longer able to adapt to the changes in the external trend, can no longer make accurate judgments, and can not lead the organization out of the stagnation dilemma, it will encounter serious survival challenges. At this point, a transparent mechanism is needed to allow people with the ability to innovate and explore to stand out, master more resources, and become the next hero to lead the organization forward. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n But there are too few heroes, too few leaders who can take the initiative to make concessions. For this reason, the traditional paternalistic management model is also flawed and impedes growth.<\/p>\n\n\n\n Although Zong Qinghou full of human management style, by the memory of the people, but have to admit that from the perspective of long-term development of enterprises, Wahaha and fat Donglai management mode still have hidden worries. The common question is what to do when the rule of man, full of Oriental wisdom, cannot be fully institutionalized? CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Zong Qinghou’s human touch comes from the profound understanding of Chinese society and the world of the first generation of enterprises in China’s reform and opening up, but can the later generations find a suitable iterative version in today’s world? Although Fat Donglai has been praised, a generation of founders is still active in the foreground, and succession is a problem. In addition, the management of fat East is based on the premise of not doing large-scale expansion. So the applicability of this kind of management in large-scale chain enterprises is questionable.<\/p>\n\n\n\n Many great brands have had a strong or great founder, which is not a mistake in itself, the key is to achieve evergreen, need to establish effective institutional management.<\/p>\n\n\n\n In this regard, Master Kong, which successfully acquired PepsiCo China, may become a learning reference template for institutionalizing traditional Chinese management.<\/p>\n\n\n\n “Tingyi’s management logic is still very Chinese, but they have exported it to form a Chinese management system, which has become the basis for its acquisition of Pepsi and cooperation with global companies such as Starbucks and Disney.” In Wang Anzhi’s view, when enterprises enter a more mature institutionalized management model, the so-called “grace, virtue,” this set of eastern management model can also be simplified to a certain extent. Enterprises no longer need a wise leader, no longer need the founder often come out to inspire, people see is a set of Chinese management system, truly realize the management dream of non-governance. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n In the process of contact with Master Kang, Wang Anzhi found that they did not have the anxiety of most companies. Although different from the theories in Western textbooks, the perfect institutional construction in the past few decades, as well as the clear cognition of every action that the enterprise is doing, has become a sufficient source of confidence for them.<\/p>\n\n\n\n But this is not a matter of superiority or inferiority, but of different stages of development. The earlier the company, the one that has not experienced iterations or major setbacks, the more “people rule” there will be. The more we enter the stage of large-scale replication and expansion, the more we need more institutionalization. “A lot of companies are anxious because in the past they were looking at external opportunities and didn’t have time to reflect on themselves.”<\/p>\n\n\n\n Looking back on the past business development process, both domestic enterprises and the world’s top 500 companies have experienced the repeated process between the orange organization and the blue organization. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n Take Starbucks as an example, in the process of founder Schultz’s withdrawal from the management system, Starbucks once slipped into the orange organizational form under the management of professional managers, until Schultz returned to the helm of the CEO, and then restored the face of the blue organization.<\/p>\n\n\n\n As a strong green organization potential of the Internet company, is not immune. From Google, Amazon to Microsoft, many Internet companies advocate a free and equal working atmosphere at the beginning of their establishment, but as the volume continues to grow, the performance indicators become higher and higher, making the organizational form pay more attention to the input-output ratio and efficiency, and gradually become orange organizations. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n “Cyan demands too much from the person at the helm, and the founder plays a very critical role.” According to Zhu Xiaobin’s observation, professional managers often need to be responsible for their own KPI, under this standard, it is difficult to maintain the state of the blue organization, and they will unconsciously move to the orange organization model.<\/p>\n\n\n\n In this era full of turbulence and change, every enterprise has to face the impact and pull of multiple forces inside and outside. Under the change of times and ideas, the enterprise management system has also been pushed to the crossroads of change and reform.<\/p>\n\n\n\n In Zhu Xiaobin’s view, in addition to the motivation of internal iteration, the rise of the new generation of employees and consumers with values will also become a huge social force, impacting the traditional red and orange organizations. When they realize that they will be abandoned by employees and consumers in the long run, they will inevitably make changes. Fat East is not an isolated example that can not be copied, there are many companies in the same transformation toward the green organization, these companies will rely on their distinct competitiveness, become a key part of the transformation of the future management model iteration. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n From the perspective of management, Wang Anzhi believes that management is a discipline that arose from the West, and only when a management model suitable for the Chinese market and local culture is sorted out, neither the management system nor the succession of successors will be confused. “So, wait another 10 or even 15 years, will there be a real Chinese local management model?” We will have to wait and see.”<\/p>\n\n\n\n \u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u949b\u5a92\u4f53\uff0c\u4f5c\u8005\u8c22\u7487\u00b7\u83b1\u7ef4\u7279\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n \u5982\u9700\u52a0\u5165CXO 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![\"\"](\"http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/06\/\u56fe\u7247-28-1024x594.png\")
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There is no Myth in Management: The questioned Wolf Culture and the sought-after “Fat Easterners”<\/h3>\n\n\n\n
Trust people or constrain people<\/h4>\n\n\n\n
Second, the iteration of organizational form, who is the best solution<\/h4>\n\n\n\n
Third, the kernel and opportunity of paternalistic management<\/h4>\n\n\n\n
Fourth, from the founder to institutionalization<\/h4>\n\n\n\n
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