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\u4e3a\u4ec0\u4e48?\u6211\u8ba4\u4e3a\u662f\u7ec4\u7ec7\u7684\u50f5\u5316\u3002\u5728\u4f20\u7edf\u673a\u68b0\u578b\u7ec4\u7ec7\u91cc\uff0c\u4e00\u4e2a\u201c\u5f02\u7aef\u201d\u7684\u521b\u65b0\uff0c\u5f88\u96be\u83b7\u5f97\u8db3\u591f\u7684\u8d44\u6e90\u548c\u652f\u6301\uff0c\u751a\u81f3\u4f1a\u56e0\u4e3a\u4e0e\u7ec4\u7ec7\u8fc7\u53bb\u7684\u6218\u7565\u3001\u4f18\u52bf\u76f8\u51b2\u7a81\u800c\u88ab\u6392\u65a5\uff0c\u56e0\u4e3a\u4f01\u4e1a\u8ffd\u6c42\u7cbe\u51c6\u3001\u63a7\u5236\u548c\u53ef\u9884\u671f\uff0c\u5f88\u591a\u521b\u65b0\u96be\u4ee5\u627e\u5230\u751f\u5b58\u7a7a\u95f4\u3002\u8fd9\u79cd\u72b6\u51b5\uff0c\u5f88\u50cf\u751f\u7269\u5b66\u6240\u8bb2\u7684\u201c\u7eff\u8272\u6c99\u6f20\u201d\u2014\u2014\u5728\u540c\u4e00\u65f6\u671f\u5927\u9762\u79ef\u79cd\u690d\u540c\u4e00\u79cd\u6811\u6728\uff0c\u8fd9\u7247\u6811\u6797\u5341\u5206\u5bc6\u96c6\u800c\u4e14\u9ad8\u77ee\u4e00\u81f4\uff0c\u7ed3\u679c\u906e\u6321\u4f4f\u6240\u6709\u9633\u5149\uff0c\u4e0d\u4ec5\u4f7f\u5176\u4ed6\u4e0b\u5c42\u690d\u88ab\u65e0\u6cd5\u751f\u957f\uff0c\u672c\u8eab\u5bf9\u707e\u5bb3\u7684\u62b5\u6297\u529b\u4e5f\u5f88\u5dee\u3002<\/p>\n\n\n\n
\u8981\u60f3\u6539\u53d8\u5b83\uff0c\u552f\u6709\u6784\u5efa\u4e00\u4e2a\u65b0\u7684\u7ec4\u7ec7\u578b\u6001\uff0c\u6240\u4ee5\u6211\u503e\u5411\u4e8e\u751f\u7269\u578b\u7ec4\u7ec7\u3002\u90a3\u4e9b\u771f\u6b63\u6709\u6d3b\u529b\u7684\u751f\u6001\u7cfb\u7edf\uff0c\u5916\u754c\u770b\u8d77\u6765\u4f3c\u4e4e\u662f\u6df7\u4e71\u548c\u5931\u63a7\uff0c\u5176\u5b9e\u662f\u7ec4\u7ec7\u5728\u81ea\u7136\u751f\u957f\u8fdb\u5316\uff0c\u5728\u5bfb\u627e\u521b\u65b0\u3002\u90a3\u4e9b\u6240\u8c13\u7684\u5931\u8d25\u548c\u6d6a\u8d39\uff0c\u4e5f\u662f\u590d\u6742\u7cfb\u7edf\u8fdb\u5316\u8fc7\u7a0b\u4e2d\u5fc5\u987b\u7684\u751f\u7269\u591a\u6837\u6027\u3002<\/p>\n\n\n\n
\u4e03\u3001\u521b\u65b0\u5ea6\uff1a\u521b\u65b0\u5e76\u975e\u523b\u610f\u4e3a\u4e4b\uff0c\u800c\u662f\u5145\u6ee1\u53ef\u80fd\u6027\u3001\u591a\u6837\u6027\u7684\u751f\u7269\u578b\u7ec4\u7ec7\u7684\u5fc5\u7136\u4ea7\u7269\u3002<\/strong><\/h2>\n\n\n\n\u521b\u610f\u3001\u7814\u53d1\u5176\u5b9e\u4e0d\u662f\u521b\u65b0\u7684\u6e90\u5934\u3002\u5982\u679c\u4e00\u4e2a\u4f01\u4e1a\u5df2\u7ecf\u6210\u4e3a\u751f\u6001\u578b\u4f01\u4e1a\uff0c\u5f00\u653e\u534f\u4f5c\u5ea6\u3001\u8fdb\u5316\u5ea6\u3001\u5197\u4f59\u5ea6\u3001\u901f\u5ea6\u3001\u9700\u6c42\u5ea6\u90fd\u6bd4\u8f83\u9ad8\uff0c\u521b\u65b0\u5c31\u4f1a\u4ece\u7070\u5ea6\u7a7a\u95f4\u6e90\u6e90\u4e0d\u65ad\u6d8c\u51fa\u3002\u4ece\u8fd9\u4e2a\u610f\u4e49\u4e0a\u8bb2\uff0c\u521b\u65b0\u4e0d\u662f\u539f\u56e0\uff0c\u800c\u662f\u7ed3\u679c;\u521b\u65b0\u4e0d\u662f\u6e90\u5934\uff0c\u800c\u662f\u4ea7\u7269\u3002\u4f01\u4e1a\u8981\u505a\u7684\uff0c\u662f\u521b\u9020\u751f\u7269\u578b\u7ec4\u7ec7\uff0c\u62d3\u5c55\u81ea\u5df1\u7684\u7070\u5ea6\u7a7a\u95f4\uff0c\u8ba9\u73b0\u5b9e\u548c\u672a\u6765\u7684\u571f\u58e4\u3001\u751f\u6001\u5145\u6ee1\u53ef\u80fd\u6027\u3001\u591a\u6837\u6027\u3002\u8fd9\u5c31\u662f\u7070\u5ea6\u7684\u751f\u5b58\u7a7a\u95f4\u3002<\/p>\n\n\n\n
\u4e92\u8054\u7f51\u8d8a\u6765\u8d8a\u50cf\u5927\u81ea\u7136\uff0c\u8ffd\u6c42\u7684\u4e0d\u662f\u7b80\u5355\u7684\u589e\u957f\uff0c\u800c\u662f\u8dc3\u8fc1\u548c\u8fdb\u5316\u3002\u817e\u8baf\u6700\u8fd1\u7684\u7ec4\u7ec7\u67b6\u6784\u8c03\u6574\uff0c\u5c31\u662f\u4e3a\u4e86\u4fdd\u6301\u521b\u65b0\u7684\u6d3b\u529b\u548c\u7075\u52a8\u6027\uff0c\u800c\u8fdb\u884c\u7684\u7531\u201c\u5927\u201d\u53d8\u201c\u5c0f\u201d\uff0c\u628a\u81ea\u5df1\u53d8\u6210\u6574\u4e2a\u4e92\u8054\u7f51\u5927\u751f\u6001\u5708\u4e2d\u7684\u4e00\u4e2a\u5177\u6709\u591a\u6837\u6027\u7684\u751f\u7269\u7fa4\u843d\u3002<\/p>\n\n\n\n
\u6211\u76f8\u4fe1\u6bcf\u4e00\u4e2a\u521b\u4e1a\u8005\u90fd\u6000\u6709\u4e00\u4e2a\u6210\u529f\u7684\u68a6\u60f3\uff0c\u6211\u4e0e\u5927\u5bb6\u5206\u4eab\u7684\u662f\u817e\u8baf14\u5e74\u4e92\u8054\u7f51\u5b9e\u8df5\u7684\u4e00\u70b9\u4f53\u4f1a\u3002\u5b83\u80af\u5b9a\u662f\u4e0d\u5b8c\u6574\u7684\uff0c\u4f46\u5b83\u540c\u6837\u4e5f\u9075\u5faa\u201c\u5c0f\u6b65\u5feb\u8dd1\u201d\u7684\u7070\u5ea6\u6cd5\u5219\uff0c\u9700\u8981\u4e00\u6b65\u4e00\u6b65\u53bb\u5b8c\u5584\uff0c\u5927\u5bb6\u53ef\u4ee5\u7ee7\u7eed\u53d1\u6325\u548c\u63a2\u7d22\u3002\u6211\u5e0c\u671b\u7684\u662f\uff0c\u817e\u8baf\u4e0d\u4ec5\u662f\u80fd\u8ba9\u5927\u5bb6\u8d5a\u5230\u94b1\u7684\u5e73\u53f0\uff0c\u66f4\u80fd\u6210\u4e3a\u4e1a\u754c\u4e00\u8d77\u63a2\u7d22\u672a\u6765\u3001\u5206\u4eab\u601d\u8003\u7684\u5e73\u53f0\u3002\u4ee5\u540e\u6bcf\u5e74\uff0c\u4f46\u51e1\u5728\u521b\u65b0\u65b9\u9762\u80fd\u6709\u6240\u5fc3\u5f97\uff0c\u6211\u90fd\u4f1a\u8ddf\u5927\u5bb6\u4e00\u8d77\u5206\u4eab\u3002<\/p>\n\n\n\n
\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
This year, we all took the first steps toward an open, borderless Internet. A large number of entrepreneurial partners have sprung up on Tencent’s open platform. And many of these teams have had initial success.<\/p>\n\n\n\n
Seeing these new phenomena, I feel both joy and responsibility. If what Tencent does well used to be about its own employees and shareholders, now it’s about everyone. Tencent must also thrive on its platforms and succeed with its partners.<\/p>\n\n\n\n
Tencent can also bring you what?<\/h4>\n\n\n\n
This change made me think again and again, in addition to traffic, technology, services and other “hardware” sharing. Tencent can also bring you what? In other words, how to open up Tencent’s accumulated experience and ability. So that the entire Internet industry ecological development more healthy and prosperous?<\/p>\n\n\n\n
Over the past year, through observing partners on open platforms. I have found that making a good product is not too difficult for many people. However, how to make it sustainable, how to transplant the successful experience of one product to create a series of successful products, is a rather difficult problem.<\/p>\n\n\n\n
Here, I’d like to share my thoughts with you. <\/p>\n\n\n\n
These thoughts come from Tencent’s 14 years of experience and lessons, and I hope they will be helpful to you. In Tencent’s internal product development and operation process. There is a word that has been repeatedly mentioned, that is “gray scale”. Ren Zhengfei, a veteran entrepreneur whom I respect very much, once thought deeply from this perspective and wrote the Gray Level of Management.<\/p>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management.<\/h4>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management. But in my opinion, in the Internet era, the grayscale of product innovation and enterprise management means to keep flexible all the time, keep close to the ever-changing user needs, and change with the trend. So how do you find the right shade of gray, instead of going further and further down the wrong path? <\/p>\n\n\n\n
It can not only maintain the normal and effective operation of enterprises, but also provide a flexible environment for innovation. So that innovation is not stifled, but not into the dead end of innovation. This requires us to find the right balance among rapid changes. The Internet is an open, integrated and rapidly changing ecology. <\/p>\n\n\n\n
As a species in the Internet ecology, enterprises need to be like creatures in nature, with the characteristics of confluence, harmony and symbiosis with the ecosystem in all aspects. From the perspective of ecology, I summarize Tencent’s internal transformation and experience gains and losses in the past 14 years as the “gray law” for creating biological organizations. Which specifically includes seven dimensions:<\/p>\n\n\n\n
They are: demand, speed, flexibility, redundancy, openness and collaboration, innovation and evolution.<\/p>\n\n\n\n
Here is a brief discussion with you:<\/p>\n\n\n\n
Demand degree: User demand is the core of the product, and the degree to which the product reflects the demand is the degree to which the enterprise is needed by the ecology<\/h3>\n\n\n\n
You might think it’s a cliche to talk about users. But the reason I say it over and over again is because the simplest things are the hardest things to do.<\/p>\n\n\n\n
Product research and development of the most easy to make a mistake is: developers often to their own mind to create the product like a child to cherish, care, think that this is his crystallization of hard work. Good products have soul, beautiful design, technology, operation can reflect the idea behind. Sometimes when developers design products, they think the better the better. But a good product doesn’t need the so-called great design or anything, because people who think they are great will deliberately make something that shows they are great, but users don’t need, that is to miss the point.<\/p>\n\n\n\n
Tencent has also made detours in this area. <\/h4>\n\n\n\n
Tencent has also made detours in this area. Now very well received QQ mailbox, the market did not recognize before, because of the user is very cumbersome and difficult to use. Later, we had to recycle it, from the user’s use habits, needs to study, what kind of function is they most need? During the research, Tencent developed a “10\/100\/1000 rule” : Product managers must conduct 10 user surveys, follow 100 user blogs, and collect feedback on 1,000 user experiences every month. It may seem silly, but it works.<\/p>\n\n\n\n
I want to emphasize that there is no easy way to study user needs, and don’t assume that you can just guess user habits. For example, some products think they are positioned at the low end of the user, do not want to abuse cartoon avatar and some fancy page decoration, think that this is to meet the needs of users; They think they are positioned for high-end users, and they like to be pretentious. In fact, these are not respecting the user, not to the user as the core of the embodiment. I believe there are objective differences in the user base, but there is no such thing as high or low. No matter what age and background, all people like clear, simple, natural, user-friendly design and products, which is the most natural feeling and pursuit of beauty.<\/p>\n\n\n\n
Today’s Internet products are no longer stand-alone software, but more like a service, so designers and developers are required to have a strong sense of users. Be sure to be a loyal user of your own product, while extending your reach to other users, to feel their real voice. Only in this way can we keep our feet on the ground and move from imperfect to perfect.<\/p>\n\n\n\n
Speed: Rapid realization of single point breakthrough, Angle, sharpness, especially speed, is the fundamental existence and development of products in the ecology<\/h3>\n\n\n\n
We often see such phenomena:<\/p>\n\n\n\n
Some people set up a big stall at the very beginning, eager to cover everything;<\/p>\n\n\n\n
Some people are used to the pursuit of perfection, always want to polish the product repeatedly until they think it is perfect to launch;<\/p>\n\n\n\n
Some people know the importance of innovation, but they worry about failure or waste of resources.<\/p>\n\n\n\n
These practices often do not work out well in practice, because the market is never a patient wait-taker. In market competition, a good product is often not perfect to begin with. At the same time, don’t think that entering the market first will make you rest easy. I believe that in the Internet age, no one is more than five seconds stupid. Your opponent will wake up quickly and catch up quickly. They will do even better than you, and your security boundary can be breached at any time.<\/p>\n\n\n\n
My advice is “take small steps, iterate quickly.” Maybe every product update is not perfect, but if you insist on finding and correcting one or two small problems every day, you will basically polish the work out in less than a year, and you will have a product feeling.<\/p>\n\n\n\n
So, the gray scale of innovation here, first of all, in order to achieve a single point of breakthrough to allow for imperfection, but to quickly approach perfection.<\/p>\n\n\n\n
Flexibility: The key to agile enterprises and rapidly iterating products is active change, which is more important than the ability to change<\/h3>\n\n\n\n
The Internet ecosystem changes so quickly that we normally think of resilience as very important. But the capacity for active change is actually more important. Managers and product technicians, not just marketers, would not be trapped in the market if they could anticipate problems and proactively change. While maintaining the foundation, maintaining and enhancing the core competition, the flexibility in all aspects of the enterprise itself is very critical, and active change should become the norm in an ecological enterprise.<\/p>\n\n\n\n
This aspect is not only the common said real-time enterprise, 2.0 enterprise, social enterprise so simple. Internet companies and their products and services, if they do not maintain sensitive antennae, flexible body, will also suffer from big enterprise disease. Tencent in 2011, in fact, has started to have this problem. Previously, the BU system of our business division enabled different business units to maintain a certain degree of flexibility through the formation of a business column, but now it seems far from enough.<\/p>\n\n\n\n
Redundancy: Tolerates failure, allows moderate waste, encourages internal competition and internal trial and error, and does not try to fail, there is no success<\/h3>\n\n\n\n
That alone is not enough. In fact, in the process of product development, we still have a puzzle: what if the product we made fails?<\/p>\n\n\n\n
My rule of thumb is to allow a modest amount of waste in the face of innovation. How do you understand that? Even having one or two teams working on a product at the same time is acceptable, resources permitting. As long as you feel the project is a strategic imperative for you.<\/p>\n\n\n\n
Since last year, many people have seen the success of wechat, but we do not know, in fact, in Tencent internal, has several teams are at the same time research and development of communication software based on mobile phones, each team’s design concept and implementation are not the same, finally wechat by more users of favor. Can you say it’s a waste of resources? I don’t think so. No competition means the death of innovation. Even if some teams end up losing the competition, it is still a source of inspiration for the winners. Think of it as “internal trial and error.” Not all system redundancy is waste, there is no success without trying to fail, and reality is hard to achieve without creating possibilities.<\/p>\n\n\n\n
Open collaboration degree: To the maximum extent of collaboration, many vicious competition on the Internet can turn to collaborative innovation<\/h3>\n\n\n\n
One of the beauties of the Internet is that it allows more people to collaborate on a larger scale. We can also feel that the more people participate in the network, the greater the value of the network, the more users’ needs can be met, and the greater the benefits of each organization participating in the collaboration. So, appropriate grayscale also means deepening and expanding social collaboration as much as possible while focusing on your core values.<\/p>\n\n\n\n
For entrepreneurs, how to make good use of the platform to carry out collaboration is a question worth pondering. In the past, Internet products, users to accumulate one by one, procedures, databases, design and other experience and skills to explore from scratch. <\/p>\n\n\n\n
However, after the emergence of the trend of platform entrepreneurship, large platforms have assumed the responsibility of infrastructure construction. The cost and burden of entrepreneurship have been greatly reduced, and people can focus more on the core innovation.<\/p>\n\n\n\n
I’ve realized more and more that Tencent has a greater responsibility.<\/h4>\n\n\n\n
For me personally, since 2010, 2011, 2012, I’ve realized more and more that Tencent has a greater responsibility, meaning and value in being the connector of the Internet, in helping people connect to users and to each other. In this process, we want to realize the change is, before to do well for themselves, now and in the future is to do a good platform, for everyone. The essence of the Internet is connectivity, openness, collaboration, and sharing. First of all, it is beneficial to oneself because it is beneficial to others.<\/p>\n\n\n\n
For Tencent, I have repeatedly stressed both internally and externally that as a platform-level enterprise, we must do something and not do something. There is certainly still much to be desired. And we hope to hear your opinions and suggestions on how to run the open platform well through various channels. This is not a gesture, but a solid action. A good ecosystem is one in which different species have different divisions of labor and eventually cooperate, rather than all species evolving in the same direction.<\/p>\n\n\n\n
In this new way of thinking, much of the Internet’s vicious competition can be turned to collaborative innovation. It will be an important direction of gray innovation to make use of the existing advantages of the platform to extensively carry out horizontal or vertical cooperation between partners.<\/p>\n\n\n\n
Evolution degree: Build biological organization, so that the enterprise organization itself has the ability of self-evolution and self-organization in the uncontrolled process<\/h3>\n\n\n\n
Over the past year, I have been thinking more and more about a question: What kind of shape should an enterprise structure its organization? What kind of organization, determines what kind of innovation gray level it can tolerate.<\/p>\n\n\n\n
The degree of evolution, in essence, is whether an enterprise’s culture, DNA, organizational mode has the ability of independent evolution, independent growth, self-repair, self-purification. I want to give an example of Kodak. Many people know Kodak as a giant in the film industry. But less well known is that it was also the inventor of the digital camera. At Kodak, however, the invention that dug the grave of the film industry and allowed many companies to grow rapidly was shelved.<\/p>\n\n\n\n
Why? I think it’s the rigidity of the organization. In traditional mechanical organizations, it is difficult for a “heretical” innovation to obtain sufficient resources and support, or even be rejected because of the conflict with the organization’s past strategies and advantages. Because enterprises pursue precision, control and predictability, many innovations find it difficult to survive. This condition, much like what is known in biology as a “green desert” — a dense forest of the same kind of trees planted over a large area at the same time, blocks out all sunlight, prevents the growth of other understory and is itself less resistant to disasters.<\/p>\n\n\n\n
The only way to change it is to build a new tissue type, so I prefer biological tissue. The truly dynamic ecosystems that seem chaotic and out of control from the outside are actually organizations that naturally grow and evolve in search of innovation. These so-called failures and wastes are also necessary for biodiversity to evolve in complex systems.<\/p>\n\n\n\n
Degree of innovation: Innovation is not intentional, but the inevitable outcome of the possibility, diversity of biological organization.<\/h3>\n\n\n\n
Creativity, research and development is not the source of innovation. If an enterprise has become an ecological enterprise, open cooperation degree, evolution degree, redundancy degree, speed, demand degree are relatively high, innovation will flow from the gray space. In this sense, innovation is not a cause, but an effect; Innovation is not the source, but the product. What enterprises need to do is to create biological organizations, expand their gray space. So that the reality and future soil, ecology full of possibilities, diversity. This is the grayscale living space.<\/p>\n\n\n\n
The Internet is more and more like nature, pursuing not simple growth but leap and evolution. The recent restructuring of Tencent’s organizational structure is to maintain the vitality and agility of innovation. And to change from “big” to “small”, turning itself into a diverse community of organisms in the whole Internet ecosystem.<\/p>\n\n\n\n
I believe that every entrepreneur has a dream of success. What I share with you is a little experience from Tencent’s 14 years of Internet practice. It is definitely not complete, but it also follows the gray law of “small run”, need to be perfected step by step, you can continue to play and explore. What I hope is that Tencent will not only be a platform for us to make money, but also a platform for the industry to explore the future and share ideas. Every year, I will share with you what I can learn about innovation.<\/p>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
This year, we all took the first steps toward an open, borderless Internet. A large number of entrepreneurial partners have sprung up on Tencent’s open platform. And many of these teams have had initial success.<\/p>\n\n\n\n
Seeing these new phenomena, I feel both joy and responsibility. If what Tencent does well used to be about its own employees and shareholders, now it’s about everyone. Tencent must also thrive on its platforms and succeed with its partners.<\/p>\n\n\n\n
Tencent can also bring you what?<\/h4>\n\n\n\n
This change made me think again and again, in addition to traffic, technology, services and other “hardware” sharing. Tencent can also bring you what? In other words, how to open up Tencent’s accumulated experience and ability. So that the entire Internet industry ecological development more healthy and prosperous?<\/p>\n\n\n\n
Over the past year, through observing partners on open platforms. I have found that making a good product is not too difficult for many people. However, how to make it sustainable, how to transplant the successful experience of one product to create a series of successful products, is a rather difficult problem.<\/p>\n\n\n\n
Here, I’d like to share my thoughts with you. <\/p>\n\n\n\n
These thoughts come from Tencent’s 14 years of experience and lessons, and I hope they will be helpful to you. In Tencent’s internal product development and operation process. There is a word that has been repeatedly mentioned, that is “gray scale”. Ren Zhengfei, a veteran entrepreneur whom I respect very much, once thought deeply from this perspective and wrote the Gray Level of Management.<\/p>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management.<\/h4>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management. But in my opinion, in the Internet era, the grayscale of product innovation and enterprise management means to keep flexible all the time, keep close to the ever-changing user needs, and change with the trend. So how do you find the right shade of gray, instead of going further and further down the wrong path? <\/p>\n\n\n\n
It can not only maintain the normal and effective operation of enterprises, but also provide a flexible environment for innovation. So that innovation is not stifled, but not into the dead end of innovation. This requires us to find the right balance among rapid changes. The Internet is an open, integrated and rapidly changing ecology. <\/p>\n\n\n\n
As a species in the Internet ecology, enterprises need to be like creatures in nature, with the characteristics of confluence, harmony and symbiosis with the ecosystem in all aspects. From the perspective of ecology, I summarize Tencent’s internal transformation and experience gains and losses in the past 14 years as the “gray law” for creating biological organizations. Which specifically includes seven dimensions:<\/p>\n\n\n\n
They are: demand, speed, flexibility, redundancy, openness and collaboration, innovation and evolution.<\/p>\n\n\n\n
Here is a brief discussion with you:<\/p>\n\n\n\n
Demand degree: User demand is the core of the product, and the degree to which the product reflects the demand is the degree to which the enterprise is needed by the ecology<\/h3>\n\n\n\n
You might think it’s a cliche to talk about users. But the reason I say it over and over again is because the simplest things are the hardest things to do.<\/p>\n\n\n\n
Product research and development of the most easy to make a mistake is: developers often to their own mind to create the product like a child to cherish, care, think that this is his crystallization of hard work. Good products have soul, beautiful design, technology, operation can reflect the idea behind. Sometimes when developers design products, they think the better the better. But a good product doesn’t need the so-called great design or anything, because people who think they are great will deliberately make something that shows they are great, but users don’t need, that is to miss the point.<\/p>\n\n\n\n
Tencent has also made detours in this area. <\/h4>\n\n\n\n
Tencent has also made detours in this area. Now very well received QQ mailbox, the market did not recognize before, because of the user is very cumbersome and difficult to use. Later, we had to recycle it, from the user’s use habits, needs to study, what kind of function is they most need? During the research, Tencent developed a “10\/100\/1000 rule” : Product managers must conduct 10 user surveys, follow 100 user blogs, and collect feedback on 1,000 user experiences every month. It may seem silly, but it works.<\/p>\n\n\n\n
I want to emphasize that there is no easy way to study user needs, and don’t assume that you can just guess user habits. For example, some products think they are positioned at the low end of the user, do not want to abuse cartoon avatar and some fancy page decoration, think that this is to meet the needs of users; They think they are positioned for high-end users, and they like to be pretentious. In fact, these are not respecting the user, not to the user as the core of the embodiment. I believe there are objective differences in the user base, but there is no such thing as high or low. No matter what age and background, all people like clear, simple, natural, user-friendly design and products, which is the most natural feeling and pursuit of beauty.<\/p>\n\n\n\n
Today’s Internet products are no longer stand-alone software, but more like a service, so designers and developers are required to have a strong sense of users. Be sure to be a loyal user of your own product, while extending your reach to other users, to feel their real voice. Only in this way can we keep our feet on the ground and move from imperfect to perfect.<\/p>\n\n\n\n
Speed: Rapid realization of single point breakthrough, Angle, sharpness, especially speed, is the fundamental existence and development of products in the ecology<\/h3>\n\n\n\n
We often see such phenomena:<\/p>\n\n\n\n
Some people set up a big stall at the very beginning, eager to cover everything;<\/p>\n\n\n\n
Some people are used to the pursuit of perfection, always want to polish the product repeatedly until they think it is perfect to launch;<\/p>\n\n\n\n
Some people know the importance of innovation, but they worry about failure or waste of resources.<\/p>\n\n\n\n
These practices often do not work out well in practice, because the market is never a patient wait-taker. In market competition, a good product is often not perfect to begin with. At the same time, don’t think that entering the market first will make you rest easy. I believe that in the Internet age, no one is more than five seconds stupid. Your opponent will wake up quickly and catch up quickly. They will do even better than you, and your security boundary can be breached at any time.<\/p>\n\n\n\n
My advice is “take small steps, iterate quickly.” Maybe every product update is not perfect, but if you insist on finding and correcting one or two small problems every day, you will basically polish the work out in less than a year, and you will have a product feeling.<\/p>\n\n\n\n
So, the gray scale of innovation here, first of all, in order to achieve a single point of breakthrough to allow for imperfection, but to quickly approach perfection.<\/p>\n\n\n\n
Flexibility: The key to agile enterprises and rapidly iterating products is active change, which is more important than the ability to change<\/h3>\n\n\n\n
The Internet ecosystem changes so quickly that we normally think of resilience as very important. But the capacity for active change is actually more important. Managers and product technicians, not just marketers, would not be trapped in the market if they could anticipate problems and proactively change. While maintaining the foundation, maintaining and enhancing the core competition, the flexibility in all aspects of the enterprise itself is very critical, and active change should become the norm in an ecological enterprise.<\/p>\n\n\n\n
This aspect is not only the common said real-time enterprise, 2.0 enterprise, social enterprise so simple. Internet companies and their products and services, if they do not maintain sensitive antennae, flexible body, will also suffer from big enterprise disease. Tencent in 2011, in fact, has started to have this problem. Previously, the BU system of our business division enabled different business units to maintain a certain degree of flexibility through the formation of a business column, but now it seems far from enough.<\/p>\n\n\n\n
Redundancy: Tolerates failure, allows moderate waste, encourages internal competition and internal trial and error, and does not try to fail, there is no success<\/h3>\n\n\n\n
That alone is not enough. In fact, in the process of product development, we still have a puzzle: what if the product we made fails?<\/p>\n\n\n\n
My rule of thumb is to allow a modest amount of waste in the face of innovation. How do you understand that? Even having one or two teams working on a product at the same time is acceptable, resources permitting. As long as you feel the project is a strategic imperative for you.<\/p>\n\n\n\n
Since last year, many people have seen the success of wechat, but we do not know, in fact, in Tencent internal, has several teams are at the same time research and development of communication software based on mobile phones, each team’s design concept and implementation are not the same, finally wechat by more users of favor. Can you say it’s a waste of resources? I don’t think so. No competition means the death of innovation. Even if some teams end up losing the competition, it is still a source of inspiration for the winners. Think of it as “internal trial and error.” Not all system redundancy is waste, there is no success without trying to fail, and reality is hard to achieve without creating possibilities.<\/p>\n\n\n\n
Open collaboration degree: To the maximum extent of collaboration, many vicious competition on the Internet can turn to collaborative innovation<\/h3>\n\n\n\n
One of the beauties of the Internet is that it allows more people to collaborate on a larger scale. We can also feel that the more people participate in the network, the greater the value of the network, the more users’ needs can be met, and the greater the benefits of each organization participating in the collaboration. So, appropriate grayscale also means deepening and expanding social collaboration as much as possible while focusing on your core values.<\/p>\n\n\n\n
For entrepreneurs, how to make good use of the platform to carry out collaboration is a question worth pondering. In the past, Internet products, users to accumulate one by one, procedures, databases, design and other experience and skills to explore from scratch. <\/p>\n\n\n\n
However, after the emergence of the trend of platform entrepreneurship, large platforms have assumed the responsibility of infrastructure construction. The cost and burden of entrepreneurship have been greatly reduced, and people can focus more on the core innovation.<\/p>\n\n\n\n
I’ve realized more and more that Tencent has a greater responsibility.<\/h4>\n\n\n\n
For me personally, since 2010, 2011, 2012, I’ve realized more and more that Tencent has a greater responsibility, meaning and value in being the connector of the Internet, in helping people connect to users and to each other. In this process, we want to realize the change is, before to do well for themselves, now and in the future is to do a good platform, for everyone. The essence of the Internet is connectivity, openness, collaboration, and sharing. First of all, it is beneficial to oneself because it is beneficial to others.<\/p>\n\n\n\n
For Tencent, I have repeatedly stressed both internally and externally that as a platform-level enterprise, we must do something and not do something. There is certainly still much to be desired. And we hope to hear your opinions and suggestions on how to run the open platform well through various channels. This is not a gesture, but a solid action. A good ecosystem is one in which different species have different divisions of labor and eventually cooperate, rather than all species evolving in the same direction.<\/p>\n\n\n\n
In this new way of thinking, much of the Internet’s vicious competition can be turned to collaborative innovation. It will be an important direction of gray innovation to make use of the existing advantages of the platform to extensively carry out horizontal or vertical cooperation between partners.<\/p>\n\n\n\n
Evolution degree: Build biological organization, so that the enterprise organization itself has the ability of self-evolution and self-organization in the uncontrolled process<\/h3>\n\n\n\n
Over the past year, I have been thinking more and more about a question: What kind of shape should an enterprise structure its organization? What kind of organization, determines what kind of innovation gray level it can tolerate.<\/p>\n\n\n\n
The degree of evolution, in essence, is whether an enterprise’s culture, DNA, organizational mode has the ability of independent evolution, independent growth, self-repair, self-purification. I want to give an example of Kodak. Many people know Kodak as a giant in the film industry. But less well known is that it was also the inventor of the digital camera. At Kodak, however, the invention that dug the grave of the film industry and allowed many companies to grow rapidly was shelved.<\/p>\n\n\n\n
Why? I think it’s the rigidity of the organization. In traditional mechanical organizations, it is difficult for a “heretical” innovation to obtain sufficient resources and support, or even be rejected because of the conflict with the organization’s past strategies and advantages. Because enterprises pursue precision, control and predictability, many innovations find it difficult to survive. This condition, much like what is known in biology as a “green desert” — a dense forest of the same kind of trees planted over a large area at the same time, blocks out all sunlight, prevents the growth of other understory and is itself less resistant to disasters.<\/p>\n\n\n\n
The only way to change it is to build a new tissue type, so I prefer biological tissue. The truly dynamic ecosystems that seem chaotic and out of control from the outside are actually organizations that naturally grow and evolve in search of innovation. These so-called failures and wastes are also necessary for biodiversity to evolve in complex systems.<\/p>\n\n\n\n
Degree of innovation: Innovation is not intentional, but the inevitable outcome of the possibility, diversity of biological organization.<\/h3>\n\n\n\n
Creativity, research and development is not the source of innovation. If an enterprise has become an ecological enterprise, open cooperation degree, evolution degree, redundancy degree, speed, demand degree are relatively high, innovation will flow from the gray space. In this sense, innovation is not a cause, but an effect; Innovation is not the source, but the product. What enterprises need to do is to create biological organizations, expand their gray space. So that the reality and future soil, ecology full of possibilities, diversity. This is the grayscale living space.<\/p>\n\n\n\n
The Internet is more and more like nature, pursuing not simple growth but leap and evolution. The recent restructuring of Tencent’s organizational structure is to maintain the vitality and agility of innovation. And to change from “big” to “small”, turning itself into a diverse community of organisms in the whole Internet ecosystem.<\/p>\n\n\n\n
I believe that every entrepreneur has a dream of success. What I share with you is a little experience from Tencent’s 14 years of Internet practice. It is definitely not complete, but it also follows the gray law of “small run”, need to be perfected step by step, you can continue to play and explore. What I hope is that Tencent will not only be a platform for us to make money, but also a platform for the industry to explore the future and share ideas. Every year, I will share with you what I can learn about innovation.<\/p>\n\n\n\n
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\u5728\u8fd9\u79cd\u65b0\u7684\u601d\u8def\u4e0b\uff0c\u4e92\u8054\u7f51\u7684\u5f88\u591a\u6076\u6027\u7ade\u4e89\u90fd\u53ef\u4ee5\u8f6c\u5411\u534f\u4f5c\u578b\u521b\u65b0\u3002\u5229\u7528\u5e73\u53f0\u5df2\u6709\u7684\u4f18\u52bf\uff0c\u5e7f\u6cdb\u8fdb\u884c\u5408\u4f5c\u4f19\u4f34\u95f4\u6a2a\u5411\u6216\u8005\u7eb5\u5411\u7684\u5408\u4f5c\uff0c\u5c06\u662f\u7070\u5ea6\u521b\u65b0\u4e2d\u4e00\u4e2a\u91cd\u8981\u7684\u65b9\u5411\u3002<\/p>\n\n\n\n
\u516d\u3001\u8fdb\u5316\u5ea6\uff1a\u6784\u5efa\u751f\u7269\u578b\u7ec4\u7ec7\uff0c\u8ba9\u4f01\u4e1a\u7ec4\u7ec7\u672c\u8eab\u5728\u65e0\u63a7\u8fc7\u7a0b\u4e2d\u62e5\u6709\u81ea\u8fdb\u5316\u3001\u81ea\u7ec4\u7ec7\u80fd\u529b<\/strong><\/h2>\n\n\n\n\u8fd9\u4e00\u5e74\u6765\uff0c\u6211\u4e5f\u5728\u8d8a\u6765\u8d8a\u591a\u5730\u601d\u8003\u4e00\u4e2a\u95ee\u9898\uff1a\u4e00\u4e2a\u4f01\u4e1a\u8be5\u4ee5\u4ec0\u4e48\u6837\u7684\u578b\u6001\u53bb\u6784\u5efa\u5b83\u7684\u7ec4\u7ec7?\u4ec0\u4e48\u6837\u7684\u7ec4\u7ec7\uff0c\u51b3\u5b9a\u4e86\u5b83\u80fd\u5bb9\u5fcd\u4ec0\u4e48\u6837\u7684\u521b\u65b0\u7070\u5ea6\u3002<\/p>\n\n\n\n
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\u8981\u60f3\u6539\u53d8\u5b83\uff0c\u552f\u6709\u6784\u5efa\u4e00\u4e2a\u65b0\u7684\u7ec4\u7ec7\u578b\u6001\uff0c\u6240\u4ee5\u6211\u503e\u5411\u4e8e\u751f\u7269\u578b\u7ec4\u7ec7\u3002\u90a3\u4e9b\u771f\u6b63\u6709\u6d3b\u529b\u7684\u751f\u6001\u7cfb\u7edf\uff0c\u5916\u754c\u770b\u8d77\u6765\u4f3c\u4e4e\u662f\u6df7\u4e71\u548c\u5931\u63a7\uff0c\u5176\u5b9e\u662f\u7ec4\u7ec7\u5728\u81ea\u7136\u751f\u957f\u8fdb\u5316\uff0c\u5728\u5bfb\u627e\u521b\u65b0\u3002\u90a3\u4e9b\u6240\u8c13\u7684\u5931\u8d25\u548c\u6d6a\u8d39\uff0c\u4e5f\u662f\u590d\u6742\u7cfb\u7edf\u8fdb\u5316\u8fc7\u7a0b\u4e2d\u5fc5\u987b\u7684\u751f\u7269\u591a\u6837\u6027\u3002<\/p>\n\n\n\n
\u4e03\u3001\u521b\u65b0\u5ea6\uff1a\u521b\u65b0\u5e76\u975e\u523b\u610f\u4e3a\u4e4b\uff0c\u800c\u662f\u5145\u6ee1\u53ef\u80fd\u6027\u3001\u591a\u6837\u6027\u7684\u751f\u7269\u578b\u7ec4\u7ec7\u7684\u5fc5\u7136\u4ea7\u7269\u3002<\/strong><\/h2>\n\n\n\n\u521b\u610f\u3001\u7814\u53d1\u5176\u5b9e\u4e0d\u662f\u521b\u65b0\u7684\u6e90\u5934\u3002\u5982\u679c\u4e00\u4e2a\u4f01\u4e1a\u5df2\u7ecf\u6210\u4e3a\u751f\u6001\u578b\u4f01\u4e1a\uff0c\u5f00\u653e\u534f\u4f5c\u5ea6\u3001\u8fdb\u5316\u5ea6\u3001\u5197\u4f59\u5ea6\u3001\u901f\u5ea6\u3001\u9700\u6c42\u5ea6\u90fd\u6bd4\u8f83\u9ad8\uff0c\u521b\u65b0\u5c31\u4f1a\u4ece\u7070\u5ea6\u7a7a\u95f4\u6e90\u6e90\u4e0d\u65ad\u6d8c\u51fa\u3002\u4ece\u8fd9\u4e2a\u610f\u4e49\u4e0a\u8bb2\uff0c\u521b\u65b0\u4e0d\u662f\u539f\u56e0\uff0c\u800c\u662f\u7ed3\u679c;\u521b\u65b0\u4e0d\u662f\u6e90\u5934\uff0c\u800c\u662f\u4ea7\u7269\u3002\u4f01\u4e1a\u8981\u505a\u7684\uff0c\u662f\u521b\u9020\u751f\u7269\u578b\u7ec4\u7ec7\uff0c\u62d3\u5c55\u81ea\u5df1\u7684\u7070\u5ea6\u7a7a\u95f4\uff0c\u8ba9\u73b0\u5b9e\u548c\u672a\u6765\u7684\u571f\u58e4\u3001\u751f\u6001\u5145\u6ee1\u53ef\u80fd\u6027\u3001\u591a\u6837\u6027\u3002\u8fd9\u5c31\u662f\u7070\u5ea6\u7684\u751f\u5b58\u7a7a\u95f4\u3002<\/p>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
This year, we all took the first steps toward an open, borderless Internet. A large number of entrepreneurial partners have sprung up on Tencent’s open platform. And many of these teams have had initial success.<\/p>\n\n\n\n
Seeing these new phenomena, I feel both joy and responsibility. If what Tencent does well used to be about its own employees and shareholders, now it’s about everyone. Tencent must also thrive on its platforms and succeed with its partners.<\/p>\n\n\n\n
Tencent can also bring you what?<\/h4>\n\n\n\n
This change made me think again and again, in addition to traffic, technology, services and other “hardware” sharing. Tencent can also bring you what? In other words, how to open up Tencent’s accumulated experience and ability. So that the entire Internet industry ecological development more healthy and prosperous?<\/p>\n\n\n\n
Over the past year, through observing partners on open platforms. I have found that making a good product is not too difficult for many people. However, how to make it sustainable, how to transplant the successful experience of one product to create a series of successful products, is a rather difficult problem.<\/p>\n\n\n\n
Here, I’d like to share my thoughts with you. <\/p>\n\n\n\n
These thoughts come from Tencent’s 14 years of experience and lessons, and I hope they will be helpful to you. In Tencent’s internal product development and operation process. There is a word that has been repeatedly mentioned, that is “gray scale”. Ren Zhengfei, a veteran entrepreneur whom I respect very much, once thought deeply from this perspective and wrote the Gray Level of Management.<\/p>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management.<\/h4>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management. But in my opinion, in the Internet era, the grayscale of product innovation and enterprise management means to keep flexible all the time, keep close to the ever-changing user needs, and change with the trend. So how do you find the right shade of gray, instead of going further and further down the wrong path? <\/p>\n\n\n\n
It can not only maintain the normal and effective operation of enterprises, but also provide a flexible environment for innovation. So that innovation is not stifled, but not into the dead end of innovation. This requires us to find the right balance among rapid changes. The Internet is an open, integrated and rapidly changing ecology. <\/p>\n\n\n\n
As a species in the Internet ecology, enterprises need to be like creatures in nature, with the characteristics of confluence, harmony and symbiosis with the ecosystem in all aspects. From the perspective of ecology, I summarize Tencent’s internal transformation and experience gains and losses in the past 14 years as the “gray law” for creating biological organizations. Which specifically includes seven dimensions:<\/p>\n\n\n\n
They are: demand, speed, flexibility, redundancy, openness and collaboration, innovation and evolution.<\/p>\n\n\n\n
Here is a brief discussion with you:<\/p>\n\n\n\n
Demand degree: User demand is the core of the product, and the degree to which the product reflects the demand is the degree to which the enterprise is needed by the ecology<\/h3>\n\n\n\n
You might think it’s a cliche to talk about users. But the reason I say it over and over again is because the simplest things are the hardest things to do.<\/p>\n\n\n\n
Product research and development of the most easy to make a mistake is: developers often to their own mind to create the product like a child to cherish, care, think that this is his crystallization of hard work. Good products have soul, beautiful design, technology, operation can reflect the idea behind. Sometimes when developers design products, they think the better the better. But a good product doesn’t need the so-called great design or anything, because people who think they are great will deliberately make something that shows they are great, but users don’t need, that is to miss the point.<\/p>\n\n\n\n
Tencent has also made detours in this area. <\/h4>\n\n\n\n
Tencent has also made detours in this area. Now very well received QQ mailbox, the market did not recognize before, because of the user is very cumbersome and difficult to use. Later, we had to recycle it, from the user’s use habits, needs to study, what kind of function is they most need? During the research, Tencent developed a “10\/100\/1000 rule” : Product managers must conduct 10 user surveys, follow 100 user blogs, and collect feedback on 1,000 user experiences every month. It may seem silly, but it works.<\/p>\n\n\n\n
I want to emphasize that there is no easy way to study user needs, and don’t assume that you can just guess user habits. For example, some products think they are positioned at the low end of the user, do not want to abuse cartoon avatar and some fancy page decoration, think that this is to meet the needs of users; They think they are positioned for high-end users, and they like to be pretentious. In fact, these are not respecting the user, not to the user as the core of the embodiment. I believe there are objective differences in the user base, but there is no such thing as high or low. No matter what age and background, all people like clear, simple, natural, user-friendly design and products, which is the most natural feeling and pursuit of beauty.<\/p>\n\n\n\n
Today’s Internet products are no longer stand-alone software, but more like a service, so designers and developers are required to have a strong sense of users. Be sure to be a loyal user of your own product, while extending your reach to other users, to feel their real voice. Only in this way can we keep our feet on the ground and move from imperfect to perfect.<\/p>\n\n\n\n
Speed: Rapid realization of single point breakthrough, Angle, sharpness, especially speed, is the fundamental existence and development of products in the ecology<\/h3>\n\n\n\n
We often see such phenomena:<\/p>\n\n\n\n
Some people set up a big stall at the very beginning, eager to cover everything;<\/p>\n\n\n\n
Some people are used to the pursuit of perfection, always want to polish the product repeatedly until they think it is perfect to launch;<\/p>\n\n\n\n
Some people know the importance of innovation, but they worry about failure or waste of resources.<\/p>\n\n\n\n
These practices often do not work out well in practice, because the market is never a patient wait-taker. In market competition, a good product is often not perfect to begin with. At the same time, don’t think that entering the market first will make you rest easy. I believe that in the Internet age, no one is more than five seconds stupid. Your opponent will wake up quickly and catch up quickly. They will do even better than you, and your security boundary can be breached at any time.<\/p>\n\n\n\n
My advice is “take small steps, iterate quickly.” Maybe every product update is not perfect, but if you insist on finding and correcting one or two small problems every day, you will basically polish the work out in less than a year, and you will have a product feeling.<\/p>\n\n\n\n
So, the gray scale of innovation here, first of all, in order to achieve a single point of breakthrough to allow for imperfection, but to quickly approach perfection.<\/p>\n\n\n\n
Flexibility: The key to agile enterprises and rapidly iterating products is active change, which is more important than the ability to change<\/h3>\n\n\n\n
The Internet ecosystem changes so quickly that we normally think of resilience as very important. But the capacity for active change is actually more important. Managers and product technicians, not just marketers, would not be trapped in the market if they could anticipate problems and proactively change. While maintaining the foundation, maintaining and enhancing the core competition, the flexibility in all aspects of the enterprise itself is very critical, and active change should become the norm in an ecological enterprise.<\/p>\n\n\n\n
This aspect is not only the common said real-time enterprise, 2.0 enterprise, social enterprise so simple. Internet companies and their products and services, if they do not maintain sensitive antennae, flexible body, will also suffer from big enterprise disease. Tencent in 2011, in fact, has started to have this problem. Previously, the BU system of our business division enabled different business units to maintain a certain degree of flexibility through the formation of a business column, but now it seems far from enough.<\/p>\n\n\n\n
Redundancy: Tolerates failure, allows moderate waste, encourages internal competition and internal trial and error, and does not try to fail, there is no success<\/h3>\n\n\n\n
That alone is not enough. In fact, in the process of product development, we still have a puzzle: what if the product we made fails?<\/p>\n\n\n\n
My rule of thumb is to allow a modest amount of waste in the face of innovation. How do you understand that? Even having one or two teams working on a product at the same time is acceptable, resources permitting. As long as you feel the project is a strategic imperative for you.<\/p>\n\n\n\n
Since last year, many people have seen the success of wechat, but we do not know, in fact, in Tencent internal, has several teams are at the same time research and development of communication software based on mobile phones, each team’s design concept and implementation are not the same, finally wechat by more users of favor. Can you say it’s a waste of resources? I don’t think so. No competition means the death of innovation. Even if some teams end up losing the competition, it is still a source of inspiration for the winners. Think of it as “internal trial and error.” Not all system redundancy is waste, there is no success without trying to fail, and reality is hard to achieve without creating possibilities.<\/p>\n\n\n\n
Open collaboration degree: To the maximum extent of collaboration, many vicious competition on the Internet can turn to collaborative innovation<\/h3>\n\n\n\n
One of the beauties of the Internet is that it allows more people to collaborate on a larger scale. We can also feel that the more people participate in the network, the greater the value of the network, the more users’ needs can be met, and the greater the benefits of each organization participating in the collaboration. So, appropriate grayscale also means deepening and expanding social collaboration as much as possible while focusing on your core values.<\/p>\n\n\n\n
For entrepreneurs, how to make good use of the platform to carry out collaboration is a question worth pondering. In the past, Internet products, users to accumulate one by one, procedures, databases, design and other experience and skills to explore from scratch. <\/p>\n\n\n\n
However, after the emergence of the trend of platform entrepreneurship, large platforms have assumed the responsibility of infrastructure construction. The cost and burden of entrepreneurship have been greatly reduced, and people can focus more on the core innovation.<\/p>\n\n\n\n
I’ve realized more and more that Tencent has a greater responsibility.<\/h4>\n\n\n\n
For me personally, since 2010, 2011, 2012, I’ve realized more and more that Tencent has a greater responsibility, meaning and value in being the connector of the Internet, in helping people connect to users and to each other. In this process, we want to realize the change is, before to do well for themselves, now and in the future is to do a good platform, for everyone. The essence of the Internet is connectivity, openness, collaboration, and sharing. First of all, it is beneficial to oneself because it is beneficial to others.<\/p>\n\n\n\n
For Tencent, I have repeatedly stressed both internally and externally that as a platform-level enterprise, we must do something and not do something. There is certainly still much to be desired. And we hope to hear your opinions and suggestions on how to run the open platform well through various channels. This is not a gesture, but a solid action. A good ecosystem is one in which different species have different divisions of labor and eventually cooperate, rather than all species evolving in the same direction.<\/p>\n\n\n\n
In this new way of thinking, much of the Internet’s vicious competition can be turned to collaborative innovation. It will be an important direction of gray innovation to make use of the existing advantages of the platform to extensively carry out horizontal or vertical cooperation between partners.<\/p>\n\n\n\n
Evolution degree: Build biological organization, so that the enterprise organization itself has the ability of self-evolution and self-organization in the uncontrolled process<\/h3>\n\n\n\n
Over the past year, I have been thinking more and more about a question: What kind of shape should an enterprise structure its organization? What kind of organization, determines what kind of innovation gray level it can tolerate.<\/p>\n\n\n\n
The degree of evolution, in essence, is whether an enterprise’s culture, DNA, organizational mode has the ability of independent evolution, independent growth, self-repair, self-purification. I want to give an example of Kodak. Many people know Kodak as a giant in the film industry. But less well known is that it was also the inventor of the digital camera. At Kodak, however, the invention that dug the grave of the film industry and allowed many companies to grow rapidly was shelved.<\/p>\n\n\n\n
Why? I think it’s the rigidity of the organization. In traditional mechanical organizations, it is difficult for a “heretical” innovation to obtain sufficient resources and support, or even be rejected because of the conflict with the organization’s past strategies and advantages. Because enterprises pursue precision, control and predictability, many innovations find it difficult to survive. This condition, much like what is known in biology as a “green desert” — a dense forest of the same kind of trees planted over a large area at the same time, blocks out all sunlight, prevents the growth of other understory and is itself less resistant to disasters.<\/p>\n\n\n\n
The only way to change it is to build a new tissue type, so I prefer biological tissue. The truly dynamic ecosystems that seem chaotic and out of control from the outside are actually organizations that naturally grow and evolve in search of innovation. These so-called failures and wastes are also necessary for biodiversity to evolve in complex systems.<\/p>\n\n\n\n
Degree of innovation: Innovation is not intentional, but the inevitable outcome of the possibility, diversity of biological organization.<\/h3>\n\n\n\n
Creativity, research and development is not the source of innovation. If an enterprise has become an ecological enterprise, open cooperation degree, evolution degree, redundancy degree, speed, demand degree are relatively high, innovation will flow from the gray space. In this sense, innovation is not a cause, but an effect; Innovation is not the source, but the product. What enterprises need to do is to create biological organizations, expand their gray space. So that the reality and future soil, ecology full of possibilities, diversity. This is the grayscale living space.<\/p>\n\n\n\n
The Internet is more and more like nature, pursuing not simple growth but leap and evolution. The recent restructuring of Tencent’s organizational structure is to maintain the vitality and agility of innovation. And to change from “big” to “small”, turning itself into a diverse community of organisms in the whole Internet ecosystem.<\/p>\n\n\n\n
I believe that every entrepreneur has a dream of success. What I share with you is a little experience from Tencent’s 14 years of Internet practice. It is definitely not complete, but it also follows the gray law of “small run”, need to be perfected step by step, you can continue to play and explore. What I hope is that Tencent will not only be a platform for us to make money, but also a platform for the industry to explore the future and share ideas. Every year, I will share with you what I can learn about innovation.<\/p>\n\n\n\n
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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n
This year, we all took the first steps toward an open, borderless Internet. A large number of entrepreneurial partners have sprung up on Tencent’s open platform. And many of these teams have had initial success.<\/p>\n\n\n\n
Seeing these new phenomena, I feel both joy and responsibility. If what Tencent does well used to be about its own employees and shareholders, now it’s about everyone. Tencent must also thrive on its platforms and succeed with its partners.<\/p>\n\n\n\n
Tencent can also bring you what?<\/h4>\n\n\n\n
This change made me think again and again, in addition to traffic, technology, services and other “hardware” sharing. Tencent can also bring you what? In other words, how to open up Tencent’s accumulated experience and ability. So that the entire Internet industry ecological development more healthy and prosperous?<\/p>\n\n\n\n
Over the past year, through observing partners on open platforms. I have found that making a good product is not too difficult for many people. However, how to make it sustainable, how to transplant the successful experience of one product to create a series of successful products, is a rather difficult problem.<\/p>\n\n\n\n
Here, I’d like to share my thoughts with you. <\/p>\n\n\n\n
These thoughts come from Tencent’s 14 years of experience and lessons, and I hope they will be helpful to you. In Tencent’s internal product development and operation process. There is a word that has been repeatedly mentioned, that is “gray scale”. Ren Zhengfei, a veteran entrepreneur whom I respect very much, once thought deeply from this perspective and wrote the Gray Level of Management.<\/p>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management.<\/h4>\n\n\n\n
The gray level he advocated was mainly compromise and tolerance in internal management. But in my opinion, in the Internet era, the grayscale of product innovation and enterprise management means to keep flexible all the time, keep close to the ever-changing user needs, and change with the trend. So how do you find the right shade of gray, instead of going further and further down the wrong path? <\/p>\n\n\n\n
It can not only maintain the normal and effective operation of enterprises, but also provide a flexible environment for innovation. So that innovation is not stifled, but not into the dead end of innovation. This requires us to find the right balance among rapid changes. The Internet is an open, integrated and rapidly changing ecology. <\/p>\n\n\n\n
As a species in the Internet ecology, enterprises need to be like creatures in nature, with the characteristics of confluence, harmony and symbiosis with the ecosystem in all aspects. From the perspective of ecology, I summarize Tencent’s internal transformation and experience gains and losses in the past 14 years as the “gray law” for creating biological organizations. Which specifically includes seven dimensions:<\/p>\n\n\n\n
They are: demand, speed, flexibility, redundancy, openness and collaboration, innovation and evolution.<\/p>\n\n\n\n
Here is a brief discussion with you:<\/p>\n\n\n\n
Demand degree: User demand is the core of the product, and the degree to which the product reflects the demand is the degree to which the enterprise is needed by the ecology<\/h3>\n\n\n\n
You might think it’s a cliche to talk about users. But the reason I say it over and over again is because the simplest things are the hardest things to do.<\/p>\n\n\n\n
Product research and development of the most easy to make a mistake is: developers often to their own mind to create the product like a child to cherish, care, think that this is his crystallization of hard work. Good products have soul, beautiful design, technology, operation can reflect the idea behind. Sometimes when developers design products, they think the better the better. But a good product doesn’t need the so-called great design or anything, because people who think they are great will deliberately make something that shows they are great, but users don’t need, that is to miss the point.<\/p>\n\n\n\n
Tencent has also made detours in this area. <\/h4>\n\n\n\n
Tencent has also made detours in this area. Now very well received QQ mailbox, the market did not recognize before, because of the user is very cumbersome and difficult to use. Later, we had to recycle it, from the user’s use habits, needs to study, what kind of function is they most need? During the research, Tencent developed a “10\/100\/1000 rule” : Product managers must conduct 10 user surveys, follow 100 user blogs, and collect feedback on 1,000 user experiences every month. It may seem silly, but it works.<\/p>\n\n\n\n
I want to emphasize that there is no easy way to study user needs, and don’t assume that you can just guess user habits. For example, some products think they are positioned at the low end of the user, do not want to abuse cartoon avatar and some fancy page decoration, think that this is to meet the needs of users; They think they are positioned for high-end users, and they like to be pretentious. In fact, these are not respecting the user, not to the user as the core of the embodiment. I believe there are objective differences in the user base, but there is no such thing as high or low. No matter what age and background, all people like clear, simple, natural, user-friendly design and products, which is the most natural feeling and pursuit of beauty.<\/p>\n\n\n\n
Today’s Internet products are no longer stand-alone software, but more like a service, so designers and developers are required to have a strong sense of users. Be sure to be a loyal user of your own product, while extending your reach to other users, to feel their real voice. Only in this way can we keep our feet on the ground and move from imperfect to perfect.<\/p>\n\n\n\n
Speed: Rapid realization of single point breakthrough, Angle, sharpness, especially speed, is the fundamental existence and development of products in the ecology<\/h3>\n\n\n\n
We often see such phenomena:<\/p>\n\n\n\n
Some people set up a big stall at the very beginning, eager to cover everything;<\/p>\n\n\n\n
Some people are used to the pursuit of perfection, always want to polish the product repeatedly until they think it is perfect to launch;<\/p>\n\n\n\n
Some people know the importance of innovation, but they worry about failure or waste of resources.<\/p>\n\n\n\n
These practices often do not work out well in practice, because the market is never a patient wait-taker. In market competition, a good product is often not perfect to begin with. At the same time, don’t think that entering the market first will make you rest easy. I believe that in the Internet age, no one is more than five seconds stupid. Your opponent will wake up quickly and catch up quickly. They will do even better than you, and your security boundary can be breached at any time.<\/p>\n\n\n\n
My advice is “take small steps, iterate quickly.” Maybe every product update is not perfect, but if you insist on finding and correcting one or two small problems every day, you will basically polish the work out in less than a year, and you will have a product feeling.<\/p>\n\n\n\n
So, the gray scale of innovation here, first of all, in order to achieve a single point of breakthrough to allow for imperfection, but to quickly approach perfection.<\/p>\n\n\n\n
Flexibility: The key to agile enterprises and rapidly iterating products is active change, which is more important than the ability to change<\/h3>\n\n\n\n
The Internet ecosystem changes so quickly that we normally think of resilience as very important. But the capacity for active change is actually more important. Managers and product technicians, not just marketers, would not be trapped in the market if they could anticipate problems and proactively change. While maintaining the foundation, maintaining and enhancing the core competition, the flexibility in all aspects of the enterprise itself is very critical, and active change should become the norm in an ecological enterprise.<\/p>\n\n\n\n
This aspect is not only the common said real-time enterprise, 2.0 enterprise, social enterprise so simple. Internet companies and their products and services, if they do not maintain sensitive antennae, flexible body, will also suffer from big enterprise disease. Tencent in 2011, in fact, has started to have this problem. Previously, the BU system of our business division enabled different business units to maintain a certain degree of flexibility through the formation of a business column, but now it seems far from enough.<\/p>\n\n\n\n
Redundancy: Tolerates failure, allows moderate waste, encourages internal competition and internal trial and error, and does not try to fail, there is no success<\/h3>\n\n\n\n
That alone is not enough. In fact, in the process of product development, we still have a puzzle: what if the product we made fails?<\/p>\n\n\n\n
My rule of thumb is to allow a modest amount of waste in the face of innovation. How do you understand that? Even having one or two teams working on a product at the same time is acceptable, resources permitting. As long as you feel the project is a strategic imperative for you.<\/p>\n\n\n\n
Since last year, many people have seen the success of wechat, but we do not know, in fact, in Tencent internal, has several teams are at the same time research and development of communication software based on mobile phones, each team’s design concept and implementation are not the same, finally wechat by more users of favor. Can you say it’s a waste of resources? I don’t think so. No competition means the death of innovation. Even if some teams end up losing the competition, it is still a source of inspiration for the winners. Think of it as “internal trial and error.” Not all system redundancy is waste, there is no success without trying to fail, and reality is hard to achieve without creating possibilities.<\/p>\n\n\n\n
Open collaboration degree: To the maximum extent of collaboration, many vicious competition on the Internet can turn to collaborative innovation<\/h3>\n\n\n\n
One of the beauties of the Internet is that it allows more people to collaborate on a larger scale. We can also feel that the more people participate in the network, the greater the value of the network, the more users’ needs can be met, and the greater the benefits of each organization participating in the collaboration. So, appropriate grayscale also means deepening and expanding social collaboration as much as possible while focusing on your core values.<\/p>\n\n\n\n
For entrepreneurs, how to make good use of the platform to carry out collaboration is a question worth pondering. In the past, Internet products, users to accumulate one by one, procedures, databases, design and other experience and skills to explore from scratch. <\/p>\n\n\n\n
However, after the emergence of the trend of platform entrepreneurship, large platforms have assumed the responsibility of infrastructure construction. The cost and burden of entrepreneurship have been greatly reduced, and people can focus more on the core innovation.<\/p>\n\n\n\n
I’ve realized more and more that Tencent has a greater responsibility.<\/h4>\n\n\n\n
For me personally, since 2010, 2011, 2012, I’ve realized more and more that Tencent has a greater responsibility, meaning and value in being the connector of the Internet, in helping people connect to users and to each other. In this process, we want to realize the change is, before to do well for themselves, now and in the future is to do a good platform, for everyone. The essence of the Internet is connectivity, openness, collaboration, and sharing. First of all, it is beneficial to oneself because it is beneficial to others.<\/p>\n\n\n\n
For Tencent, I have repeatedly stressed both internally and externally that as a platform-level enterprise, we must do something and not do something. There is certainly still much to be desired. And we hope to hear your opinions and suggestions on how to run the open platform well through various channels. This is not a gesture, but a solid action. A good ecosystem is one in which different species have different divisions of labor and eventually cooperate, rather than all species evolving in the same direction.<\/p>\n\n\n\n
In this new way of thinking, much of the Internet’s vicious competition can be turned to collaborative innovation. It will be an important direction of gray innovation to make use of the existing advantages of the platform to extensively carry out horizontal or vertical cooperation between partners.<\/p>\n\n\n\n
Evolution degree: Build biological organization, so that the enterprise organization itself has the ability of self-evolution and self-organization in the uncontrolled process<\/h3>\n\n\n\n
Over the past year, I have been thinking more and more about a question: What kind of shape should an enterprise structure its organization? What kind of organization, determines what kind of innovation gray level it can tolerate.<\/p>\n\n\n\n
The degree of evolution, in essence, is whether an enterprise’s culture, DNA, organizational mode has the ability of independent evolution, independent growth, self-repair, self-purification. I want to give an example of Kodak. Many people know Kodak as a giant in the film industry. But less well known is that it was also the inventor of the digital camera. At Kodak, however, the invention that dug the grave of the film industry and allowed many companies to grow rapidly was shelved.<\/p>\n\n\n\n
Why? I think it’s the rigidity of the organization. In traditional mechanical organizations, it is difficult for a “heretical” innovation to obtain sufficient resources and support, or even be rejected because of the conflict with the organization’s past strategies and advantages. Because enterprises pursue precision, control and predictability, many innovations find it difficult to survive. This condition, much like what is known in biology as a “green desert” — a dense forest of the same kind of trees planted over a large area at the same time, blocks out all sunlight, prevents the growth of other understory and is itself less resistant to disasters.<\/p>\n\n\n\n
The only way to change it is to build a new tissue type, so I prefer biological tissue. The truly dynamic ecosystems that seem chaotic and out of control from the outside are actually organizations that naturally grow and evolve in search of innovation. These so-called failures and wastes are also necessary for biodiversity to evolve in complex systems.<\/p>\n\n\n\n
Degree of innovation: Innovation is not intentional, but the inevitable outcome of the possibility, diversity of biological organization.<\/h3>\n\n\n\n
Creativity, research and development is not the source of innovation. If an enterprise has become an ecological enterprise, open cooperation degree, evolution degree, redundancy degree, speed, demand degree are relatively high, innovation will flow from the gray space. In this sense, innovation is not a cause, but an effect; Innovation is not the source, but the product. What enterprises need to do is to create biological organizations, expand their gray space. So that the reality and future soil, ecology full of possibilities, diversity. This is the grayscale living space.<\/p>\n\n\n\n
The Internet is more and more like nature, pursuing not simple growth but leap and evolution. The recent restructuring of Tencent’s organizational structure is to maintain the vitality and agility of innovation. And to change from “big” to “small”, turning itself into a diverse community of organisms in the whole Internet ecosystem.<\/p>\n\n\n\n
I believe that every entrepreneur has a dream of success. What I share with you is a little experience from Tencent’s 14 years of Internet practice. It is definitely not complete, but it also follows the gray law of “small run”, need to be perfected step by step, you can continue to play and explore. What I hope is that Tencent will not only be a platform for us to make money, but also a platform for the industry to explore the future and share ideas. Every year, I will share with you what I can learn about innovation.<\/p>\n\n\n\n
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