【观点】离开阿里的张勇，留下这100条思考

虽然离开了阿里，但张勇加入阿里巴巴15年以来的这100条商业思考，值得我们回味。

9 月 10 日晚，蔡崇信发布全员信，宣布其已在当日按计划完成集团管理职务交接，由他接任接任张勇，出任阿里巴巴集团董事会主席的职务，吴泳铭出任集团 CEO。

但出乎人意料的是，公告还指出，阿里巴巴董事会接受了张勇卸任阿里云董事长与CEO职务的请求，阿里云董事长与CEO即日起将由集团CEO吴泳铭兼任。

张勇卸任阿里云董事长与 CEO 带来的震惊，不逊于张勇之前卸任阿里巴巴集团董事长与 CEO 时的程度。因为此时卸任阿里云董事长与CEO职务，不仅意味着张勇带领阿里云冲击上市的计划有变，也意味着张勇从此开始淡出阿里巴巴集团的核心业务。

在上述变动背后到底隐藏着什么样的故事，我们无从得知。但不可否认的是，张勇依然是中国现代商业上史最成功的职业经理人之一。目前尚未有第二位职业经理人像他一样，能够以非创始人的身份坐上与阿里巴巴集团规模相当企业的 1 号位。CXO UNION-CXO联盟（cxounion.cn）

马云曾在2019年宣布退休时盛赞张勇，“在担任CEO的3年多中，张勇以卓越的商业才华、坚定沉着的领导力、超级计算机一般的逻辑和思考能力，带领阿里取得了长远发展，连续13个季度实现阿里巴巴业绩健康持续增长，已经证明自己是中国最出色的CEO。交由张勇接棒管理阿里，是我现在最应该做的最正确的决定”。但4 年之后，这个马云认为最正确的决定被更改。

虽然从阿里巴巴集团淡出，但张勇在加入阿里巴巴15年以来的时间里还是留下了很多真知灼见值得我们回味。随着时间的流逝，张勇有可能在未来越来越少被人们提及，因此我们借机系统梳理了他在阿里巴巴期间的100条商业思考，以帮读者全面客观的了解一个真实的张勇。

尤其张勇在2017年作为阿里巴巴集团CEO接受采访，谈及如何领导比自己资历更资深的“阿里十八罗汉”时谈到，我在阿里11年，一直的信念就是“做自己”，该说的话就要说，该坚持的观点就坚持，有些事情不要想太多，该怎样就怎样。如果你觉得和这个企业能够一起走很久，在这一点上是不需要去讨论的，这是共识和默契。如果你最后发觉这个企业那么难，说明要么就是它不合适你，要么就是你不合适它。那就“挥一挥衣袖，不带走一片云彩”。

没想到是，6 年之后，张勇果真选择了“做自己”，“挥一挥衣袖，不带走一片云彩”，就此从阿里巴巴集团开始淡出。不过，张勇此次阿里淡出是对是错，还需要时间验证与后人评说。也许有一天，人们会意识到张勇在掌舵阿里巴巴集团期间的成绩被大大低估，而失误被严重放大了，并重新开始怀念这位前“1 号位”的。

一、关于阿里生涯

1.我是在2007年入职阿里巴巴。当时我想，电子商务前景广阔，这也是我加入阿里巴巴的关键因素。11年之后，再回过头来看的话，我觉得，电商的影响力是超出我预期的，它改变的不仅仅是购物方式，还有人们的整个生活方式。（2018年，张勇接受外媒采访。）CXO UNION-CXO联盟（cxounion.cn）

2.我骨子里其实是一个不太安分的人，或者说做CFO的角度来讲，我不是一个从真正意义上真正适合做CFO（的人），而阴差阳错，阿里巴巴给我一个机会。（2017年，张勇在湖畔大学的分享，谈及为什么CFO背景的他能被马云选为阿里巴巴集团的CEO。）

3.我个人的爱好绝对不是迎来送往当一个“吉祥物”，我的工作乐趣来自于创造。

4.做业务的乐趣来自于创造。商业也是一种游戏，有时候也是一种战争，但它跟真实的战争最大的区别就是，它是创造价值，而不是毁灭别人。这是创造性最重要的来源。否则不会有乐趣。憎恨或者嫉妒、你死我活都带不来创造性。

5.我跟阿里的年轻管理者常说的一句话就是，“做一份事业，留下一个作品”。我更在乎后一句，“留下一个作品”，给这个平台、舞台和给自己留下一个作品。我的人生观就是这样，有一点革命浪漫主义情怀在里面。

6.世上本没有路，为了活命，先搞条路出来。双11就是为了活命来的。第一次的双11活动是2009年，那时候（我们）在艰苦的突围找出路的时候，东试试看、西试试看。美国有一个黑色星期五的节日，我们也试试看，就是为了活命的事情，让大家记住这是我们搞的，人家愿意到我们这儿来，而且分得清楚淘宝商城和淘宝，就那么一点小事情。后面的发展（我们）根本没有想到，都是一步一步走过来的。（2017年，张勇在湖畔大学的分享。）

7.我在阿里11年，一直的信念就是“做你自己”，该说的话就要说，该坚持的观点就坚持，有些事情不要想太多，该怎样就怎样。如果你觉得和这个企业能够一起走很久，在这一点上是不需要去讨论的，这是共识和默契。如果你最后发觉这个企业那么难，说明要么就是它不合适你，要么就是你不合适它。那就“挥一挥衣袖，不带走一片云彩”。（2017年，张勇作为阿里CEO接受采访，谈及如何领导比自己资历更资深的“阿里十八罗汉”。）

8.（CEO最重要的三件事）第一，要明确公司短、中、长期的战略部署。我是比较喜欢讲顶层设计的，这么大一个经济体，你在战略顶层设计上和板块轮动上重点不清楚，要么就是撒开来多头并进，要么就是自然发生，这个肯定不行，你肯定要有战略上的取舍，不断去勾画、校正战略蓝图，这个非常关键。CXO UNION-CXO联盟（cxounion.cn）

第二，把合适的人放在合适的位置上。你必须不断地调兵遣将，而不是只身冲在前面。

第三，文化。文化不是单独建设的，都是就着事和人在做文化，要关心文化，关心这个组织的效率。

9.从现在开始，从长远角度考虑问题，这一点非常重要，我想这是我在接任主席之后需要调整的地方。（2018年，张勇接受媒体采访。这一年马云宣布一年后卸任阿里董事局主席，由张勇接任。）

10.作为企业的一号位，最重要的就是要看到未来。

11.阿里有开放的环境，让我有机会做一些事，慢慢从0做起，从0到1又连续做成了几件事情。就像“打关”，打了几道关，最后把关打通了，自己也换角色了。我现在所做的变革，就是想让更多人有更好的机会打通他自己的关，让阿里有更多企业家按照业务需求打通关，过关夺隘。（2023年4月，张勇在专访中谈及为何进行“1+6+N”变革。）

12.我的观点是，一个企业的风格跟社会周期有关系。

阿里前面10年、15年，有点像一个调皮而有正义感的小男孩，他对有些固有的商业秩序看不惯，想改变。但随着这个小男孩慢慢长大了，社会环境也在改变，人家不再觉得你是个小男孩，对你的要求就不一样了。

我觉得，现在阿里更应该像一个同样有正义感，但是有责任心的年轻人，要阳光，有正能量，这跟原来没有区别，也要有正义感，但更要有责任感，也就是更多从整个社会的角度看待对自己的要求。CXO UNION-CXO联盟（cxounion.cn）

13.从文化上来讲，阿里巴巴是一家中学为体、西学为用的公司，这是我自己的体感。在文化上，我们在整个组织里面有中国的文化思想，包括阴阳的平衡，这体现了我们的一些向往。第二，在整个管理上，特别是我们的整个管理机制设计上，我们是按照现代企业管理制度来管理的。最后，阿里变成一个中西合璧的整体。

14.我做商业的理念、做企业的理念，会有一个价值尺度，为什么做这件事？你的初心是什么？只是为了成功吗？为了成功就要做内心不喜欢的事吗？人都是有局限性的，我也有，所以我希望自己保持一些价值理念的东西，希望和我们的组织一起不断思考、不断沉淀、不断进化、不断出发。

二、关于领导者与企业家

15.我在阿里学习这么久，深深体会到：做一个领导者，就是要做别人不能做的、不敢做的决定，承担别人不能承担的责任。在内部我还有一句大白话，做领导者就要搞定团队搞定不了的资源。

16.我们不希望管公司的是个manager，这很重要。我不断跟团队强调的就是这一点。改天你去采访马老师（马云），可以问问他张勇是不是一个经理人？如果我是一个经理人，他肯定不会把阿里交给我的。（2017年，张勇作为CEO接受媒体采访。）

17.我把管理者分为manager和leader。一个manager可能就是manage business，管理业务，拿到预期结果——这就是KPI。但一个leader的使命是带领这个团队，不仅要拿到结果，同时还要创造未来。我们要的是leader。

这也是为什么在中国，外国企业在很多领域干不过中国本土企业的原因。外企（管理者）是一群manager，我们这边是一群leader。（2017年，张勇作为CEO接受媒体采访。）

18.到底招什么样的人？两种人：体制内的不安分者，跨国公司的叛逆者。第一种是国营企业或者说体制内不安分的人，在这里日子过得很好，但老想干点啥，那到我们这儿来。第二种是跨国公司的叛逆者。有些人可能有很漂亮的履历，我最关心的是这个人置于这个体系中，是他创造了这个体系，还是这个体系成就了他。（2017年，张勇在湖畔大学的分享。）

19.企业家精神是自我激发的。因为最终还是要自己对自己有要求，最高的要求不是来自于别人，不是来自于KPI，不是来自于什么考核，在一个大组织里边很容易被这些东西陷进去。最重要的是每个人回到本我。他要做的这件事，自己从心里觉得满意不满意？好不好？做成了是不是有点小得意？这才是内驱力。CXO UNION-CXO联盟（cxounion.cn）

20.有时候，作为leader真的是要all in的，就像打德州扑克一样，不会all in，是打不好牌的。你必须要在关键时刻all in，但是all in一定有不确定性，要么输得倾家荡产，那么就能够赢得很大。

21.要跳出自己对事情既有的认知。一个成功过的人，会对某些习惯的东西产生迷信。必须要经常自醒，要能放得下，这是最难的。

22.我不相信有常胜将军，但是我很相信有常败将军。以前曾国藩不就是这样，屡战屡败，屡败屡战，道理是相通的，你要容忍大家犯错误。我一直说，到哪天我从这个位置退下来，我做了10个大的决策，6个是对的，4个是错的，我已经很高兴了。（2017年，张勇作为CEO接受媒体采访。）

三、关于战略决策

23.战略是打出来的。今天讲给你听的战略，基本上是打完以后、总结的战略；现在正在做的事情，听上去很多东西是不成逻辑的，但是当它成为逻辑以后，当每个人都觉得这是战略以后，谁都没份了。（2017年，张勇在湖畔大学的分享。）CXO UNION-CXO联盟（cxounion.cn）

24.清晰的战略规划是课本上讲的，或者对以前发生过的事情（做总结）。战略很难被清晰地规划。我认为大的势要走对，还要靠执着和坚持。

25.对于阿里来讲，我们做的很多事情像下围棋，而不是下国际象棋。我们做的很多事情还在布局阶段，很多的子，大家不是看得很明白，可能是这个角上放一个子，那个角上放一个子。当然，我们也不是每个棋都是好棋，也有下臭棋。我们把几块布局最后能够连成一片，也许第一天的思考是这样的，但是第二天连起来的思考是那样的，因为计划不如变化快。（2017年，张勇在湖畔大学的分享。）

26.顺势而做，扛着扛着，越扛越轻松，逆着社会潮流而做，会越扛越累。逆着消费习惯的变化，逆着商业的变化去做，会越来越累。

27.对UCweb的收购、对高德的收购，让我们在无线互联网时代形成了一个基础服务矩阵，这是对阿里来讲非常重要的，进一步奠定了今天大家看阿里巴巴到底是一个电子商务公司还是一个数据公司。从2008年、2009年以后，我们就把自己定位成为一个数据分享的第一平台。

28.大公司要往小做，小公司要有大的格局，我觉得非常重要，这是我们一直这么多年发展下来，我们的一个心得。什么东西不可为，对今天的阿里来讲显得更加重要。今天，我们第一不缺名，品牌也很响，我们有卓越的leader马云。我们业务也算还不错，我们也不缺钱，听上去啥都能干，但是有什么事情不能干的，这是我们今天站在我这个层面考虑比较多的问题，什么事情是不可为的。（2017年，张勇在湖畔大学的分享。）

29.新零售是大数据驱动下现代商业“人、货、场”的重构，如果没有完成基本商业元素的数字化，重构就无从谈起。（2017年，作为阿里集团CEO的张勇介绍阿里的新战略“新零售”。）

30.不能狭义地将新零售理解为就是线上线下的互动和融合，全渠道只是新零售的一个组成部分，网红经济，个性化推荐基础上的用户交互行为，用户购买动线的改变等等，都应该被纳入到新零售的考虑当中。在营销上，要探索品效合一的全域营销、娱乐化营销；在物流上，不仅要追求送得快，更要考虑用大数据让货物的运转更有效率。（2016年，张勇在新网商峰会上的演讲。）

31.阿里巴巴的业务战略、组织战略、文化战略必须高度融合在一起。全球化、内需、大数据云计算就是阿里巴巴的业务战略，大中台、小前台则是组织战略，全面升级的价值观是文化战略。只有这样“三位一体”的战略融合，才能驱动我们获得更多的成就和突破。（2019年，张勇接受媒体采访。）

32.云计算是我们的长期战略。云计算在未来会成为阿里巴巴的一个重要业务。（2018年，担任阿里集团CEO的张勇接受媒体采访，此时他已经确认一年后将接替马云成为阿里董事会主席。）CXO UNION-CXO联盟（cxounion.cn）

33.我们希望到2036年，能够服务全球20亿消费者，创造1亿就业机会，帮助超过1000万中小企业盈利。面向未来实现这些战略目标，我们将继续坚持全球化、内需与云计算大数据。其中全球化是长期之战，内需是基石之战，云计算大数据是未来之战。（2020年7月，张勇发布“致股东的信”，提及阿里面向未来目标的三大战略。）

34.云在战略上太重要，时间窗口太宝贵，无论国际国内，数字化智能化都处于高速井喷期，如何抓住时代机遇非常重要。（2023年5月，阿里宣布在未来12个月将云智能集团从阿里集团完全分拆并完成上市。）

35.平台型企业带有天然的社会公共属性。作为一家平台型公司，需要更多深入思考能创造多少社会价值，参与解决多少核心科技问题，如何更好地支持乡村振兴，如何变得更绿色和可持续，从而以平台之心，聚八方之力，能够做一家有担当、负责任的好公司。（2021年，张勇发布“致股东的信”，此时阿里巴巴生态全球年度活跃消费者达到11.3亿。）

四、关于竞合关系

36.商业的发展，某种程度上，竞争是手段，你的目的是创造价值，让商业进步，对用户买单。企业活着不是为了竞争，企业活着是为了发展、为了创造。

37.商业的本质是一个为用户创造价值的高级游戏，你的心态要轻松，要做创造者，通过创造性的方法赢得竞争，而不是用大家玩命的方式。（2017年，担任阿里集团CEO的张勇接受媒体采访。）

38.要向竞争对手学习，你可以心态很自信、自负，但是必须要向对手学习。第二，还是要创造性的工作。靠扼杀是杀死不了创新的，毕竟这个世界不是“普天之下莫非王土”，世界还是多元化的。我觉得这个同样对阿里适用。

39.我从来不把别人看成敌人。所谓敌人是不共戴天，以命相搏，你死我活的。今天我们的工作和使命是创造，而不是去毁灭，这才是我们做事的真正意义，只有这样才会有乐趣，我不觉得毁灭别人会有乐趣，这是我的观点。一定是去创造，你才会有乐趣，正因为有乐趣，你才会有创造的可能性。（2017年，张勇作为CEO接受媒体采访。）

40.因为两个公司（顺丰和菜鸟）在行业、社会有广泛影响力，同时也因为两个公司的争执影响到了成规模的用户，所以看上去严重。但是，从我的视角来讲，这更像一个大的作战体系里面，有一支方面军的一个前线部队先头团，没有搞清楚情况，跟当地友军发生了摩擦。这时候很重要的是，作为整个阿里经济体的管理者，你必须保持高度的冷静，你不能被情绪所左右，更不能被舆论所左右。

后面阿里、顺丰，以及邮政总局，大家处理得都很好。其实，在很多领域，大家是竞合关系。你在这个领域可能跟他会有一些竞争——商业一定会有竞争——但在其他的领域也许在合作，这是必然的。不存在非黑即白。（2017年，张勇作为CEO接受媒体采访，谈及2017年顺丰与菜鸟的争执事件。）CXO UNION-CXO联盟（cxounion.cn）

41.下面小孩子打架，大人不能跟着起哄，你必须要搞清楚到底是怎么回事。出了事，第一，自己家里家教要严，先回家看自己的问题，不能小孩子在外面打架，家长一看外面已经有很多起哄的了，脑子一热，跑出来也跟着吵。只要大家奔着往前走，保持竞合的关系客观思考，其实没有什么大不了的事情。（2017年，张勇作为CEO接受媒体采访，谈及2017年顺丰与菜鸟的争执事件。）

42.我跟王兴交际不多。我自己觉得，王兴作为一个连续创业者，能够走到今天，一定有其独到之处。我曾经非常希望能够跟美团合作好，但后来发觉，这就跟谈朋友一样，你错过了这个点，可能缘分就没有了。

43.在商业领域，热闹从来不断，竞争从来不断。好处是什么？你必须时刻醒着，你睡觉也得睁着眼睛，你必须不断去（学习、创新）。最怕的是独孤求败，就是有一些东西大家都习以为常了，我想干嘛就干嘛，或者说反正我已经这样了，你们不可能超过我。这个世界上没有任何东西是不可以被超越的。

五、关于经营阿里

44.经营核心是突破，管理核心是效率。经营和管理永远是“科学+艺术”。

45.我早年在阿里受到的最大训练是2011年的“十月围城”。当时，淘宝商城调整技术服务费和商铺违约保证金，不少中小卖家结盟反对，事情闹得非常大，最后我们对出台的新规进行再调整，事件才平息。我们的方向是正确的，当时的初心也很简单，就是想升级平台，但这个事件让我意识到，平台型企业天然有社会公共属性，不能完全按照市场原则出牌，如果10个人里有6个人觉得你的规则有问题，那你就要反思，要站在社会角度反思。我们要考虑自己的社会公共性，考虑相关方的利益，坚持互信、共同发展和长期共赢。大企业天然有一种主导性，所以更要有同理心，崇尚平等，善待伙伴。CXO UNION-CXO联盟（cxounion.cn）

46.当时我们刚刚开展了新业务——就是主打B2C的淘宝商城业务，也就是现在的天猫。那时候，我们的知名度还不够高，我们想让大家记住我们，这就是我们当时的思路，“我们总得做些什么惊艳的事情让大家记住我们”。然后，我们看中了这一天，“那不如就在11月11日这一天做推广”。我从没想过我们真的能够把这一天变成一个商业节日，变成全民购物节。今天，当你去看它的规模，你会发现这更像是人们更喜欢在同一天疯狂购物，而所有商家也在那一天推出他们最好的产品。我想，这在今天更像是一种现象。（2018年，接受采访谈及2009年打造的第一个“双十一购物节”。）

47.最大的改变就是商业人士对互联网力量的看法正在变化。起初，人们只觉得这是一个卖掉更多产品的新渠道。今天，大多数企业已经将数字技术和互联网视为现有业务转型的基础设施，从而打入新的市场服务更多新的消费者。（2018年，接受采访谈及“双十一购物节”的影响。）

48.对于阿里来说，生态意味着高度。最关键的是怎样利用生态的力量，不断去学习，学习业界好的东西，和我们的生态融为一体。（2017年，张勇作为CEO接受媒体采访。）

49.当讨论新零售时，我们坚信线上商业世界和线下实体店，它不是两个独立的世界。目前的消费者群体，他们每一个人都生活在互联网上。每一个人都是互联网用户。所以，线上商业世界与线下实体店其实是一样的。关键是，如何把线上和线下相结合，从而进入到一个完整的数字化商业世界。（2018年，接受采访谈及新零售。）

50.盒马鲜生只是新零售的一个模式。我们开发这个模式的原因在于，当我们观察传统电商的模式时，我们认为它并不十分符合人们对食品的需求，尤其是生鲜类食品。所以，我们才有了这样一个想法，我们可不可以创造一个新的模式，即不仅可以让人们在店内购买——生鲜食品——也可以让他们从网上下单并通过附近商店派送。所以，当你认真观察时，会发现类似的消费痛点还有很多。（2018年，接受采访谈及新零售。）CXO UNION-CXO联盟（cxounion.cn）

51.没有之前5年的“双11”，就没有阿里云。（2014年，张勇接受媒体采访谈及双11和大数据。）

52.阿里巴巴是今天全球最大的移动电商，同时也是最大的商业数据公司，这是其他任何一家公司无法比拟的。（2014年，张勇接受媒体采访谈及双11和大数据。）

53.今天我们已经从电子商务公司转型成为一家数据公司。我们创建数据的方式来自真实的商业案例——比如，淘宝、天猫、食品外卖等——所有这些业务对我们来说不仅仅是独立的业务，也是创建数据的案例。（2018年，接受采访谈及新零售。）

54.我们做的首先是创建数据，然后挖掘数据，再从中获取价值，然后回馈到商业案例中使其变得更好。我认为，这是一个良性循环，使数据变得更加有用，并使数据成为我们未来数字业务的核心。（2018年，接受采访谈及新零售。）

六、关于管理和组织变革

55.我一直喜欢用马克思主义基本原理来讨论问题。在一个大型企业中，生产关系变化的决定一定是自上而下做出的，而生产关系变化后，生产力的突破则更多是下面创造的。

56.解决生产力的发展和创造不同，首先必须从生产关系的变革入手。

57.生产关系的改变是不是能创造新的生产力？它是必要条件，不是充分条件。

先把必要条件做到，剩下的充分条件，比如企业家精神、企业家能力、每个业务的创新机制、年轻人的活力、组织文化、对所在行业的深刻洞察等等，都是迈向成功的因素。

但如果生产关系不改变，这些问题就会混在一起，分不清。（2023年4月，张勇在专访中谈及为何在2023年3月进行“1+6+N”变革。）

58.企业一号位有两大不可推卸的责任：商业设计和组织设计。

商业设计就是你要做什么业务，你要服务什么客户，你要为他提供什么服务？这是解决生产力的问题。

组织设计总结起来就是4个字：纵、横、分、合。你要跑得快，就要分，你就变成纵向；你要沉淀经验、沉淀知识积累，就要合，你就变成横向。这是解决内部生产关系的问题。CXO UNION-CXO联盟（cxounion.cn）

59.用人做事和做事用人，跟组织设计是两件事，但高度相关。这两件事情都非常值得大家去体会。做事用人的核心，你把组织都想好，从上到下清清楚楚，你就可以排兵布阵，把人放到合适的位置上，按照既定策略做。另一种是事情没完全想清楚，但是你找到一个人，他能想清楚，或者他能把下面条分缕析地安排好，来设计组织，这就是用人做事。

60.企业家往往是在竞争中一路打出来的“野孩子”。有好的文化和机制，企业家脱颖而出的可能性会比较大。

61.阿里也许良将如云，但战将并不是企业家。今天每个业务都需要一个企业家，需要可以引领这个业务走向未来的领导者。（2023年4月，张勇在专访中谈及为何进行“1+6+N”变革。）

62.企业家精神不是靠培养的，是靠自我激发的。阿里需要一批企业家，不是一个企业家。你能靠培训、靠下指标来完成企业家的培养吗？不可能，一定是靠一种机制去帮助企业家自我激发。（2023年4月，张勇在专访中谈及为何进行“1+6+N”变革。）

63.想清楚了就改，就往前走。最后的结果也许会有落差，但还是要努力向着对的方向走。（2023年4月，张勇在专访中谈及为何在2023年3月进行“1+6+N”变革。）

64.未来企业要适应市场的变化，一定是从组织结构的根本上进行自我改革和升级。CXO UNION-CXO联盟（cxounion.cn）

• 中台战略-2015年

【2015年，马云带阿里的高管团队参访芬兰的游戏公司Supercell，自此Supercell的“中台”管理模式引入阿里巴巴。2015年12月7日，时任阿里巴巴集团CEO的张勇通过一封内部信正式提出“大中台，小前台”的组织战略。之后，腾讯、京东、百度、美团、字节跳动等巨头企业纷纷宣布开始打造不同形式的中台。】

65.2015年提出“大中台，小前台”，那时我们考虑把前台各业务线的共性需求提炼出来，打造成组件化的资源包，以接口形式提供给前台使用，减少“重复造轮子”。中台集合了整个集团的运营数据能力、产品技术能力，对前台形成有效支撑。

66.没有中台战略这8年，现在（2023年）突然分开，那就会弊大于利。有了中台建设，很多服务和工作方式的耦合度已经建立起来，即使现在组织分开、治理分开，这些服务和工作的耦合关系并不会分开。（2023年4月，张勇在专访中谈及为何在2023年3月进行“1+6+N”变革。）

• 多元化治理-2020年

【2020年开始，张勇在阿里内积极倡行打造敏捷组织，推行多元化治理结构下的经营责任制。2021年12月，阿里集团的4大业务板块——国内数字商业、海外数字商业、本地生活、阿里云智能，均已实行多元化治理结构下的经营责任制。】

67.今天的阿里巴巴已成长为多业务、多业态的超大型组织，这些业务特质不同，面临的市场环境不同、客户不同、发展阶段也不同。任何一刀切的策略都是极其有害的。

68.在各个业务领域用更清晰的战略蓝图、更敏捷的组织面向未来，真正创造长期价值。

69.我们希望通过更多新型治理方式的探索，始终用生产关系的先进性来驱动先进生产力的释放，用组织的创新去驱动业务的创新。

• “1+6+N”-2023年3月

【2023年3月28日，阿里巴巴集团董事会主席兼首席执行官张勇发布全员信，宣布启动“1+6+N”组织变革。这次变革也被外界认为是“阿里巴巴24年来最重要的一次组织变革”。在阿里巴巴集团之下，设立阿里云智能、淘宝天猫商业、本地生活、菜鸟、国际数字商业、大文娱等六大业务集团和多家业务公司。张勇在担任阿里巴巴集团董事长兼CEO的同时，兼任阿里云智能集团CEO。】CXO UNION-CXO联盟（cxounion.cn）

70.这次组织变革，改变的是生产关系。

71.公司做大之后要往小做，合久以后要分开做，这是天道循环。而分也不是完全掰开，分了以后还有共通点。

72.今天的阿里巴巴，已成长为多业务、多业态的超大型组织，这些业务特质不同，面临的市场环境不同、客户不同、发展阶段也不同。

73.企业内部组织的分与合、纵与横，不是绝对的，而要在不同阶段动态调整。

74.我仔细研究过一些大型集团，要么是单一主业，要么主业的类型有很强互通性。而阿里有To C的业务，To B的业务，To C里有平台型的，也有工具型的。如高德地图，它需要匠人精神，因为地图准不准是关键，必须精益求精。我们过去总体来说是平台型的，后来有了盒马这样的企业，它又是零售型的。

这么多业务，各自的关注点和气质是不一样的。

就像一个动物园，不同物种需要不同的培养方法。如果一直混着运营，可能比较适合某些物种，但未必适合其他物种，且彼此间的摩擦也会越来越大。

有的业务受国际大环境影响比较大，有的受技术创新影响大，有的受消费者趋势变化影响大。每个赛道上的竞争对手也不太一样。从成长周期看，淘宝已经诞生20年了，有些业务才两年。从空间看，你坐在杭州就很难想象在东南亚的海外业务如何快速响应竞争对手的行动。

所以，从集团多业务运营的发展逻辑看，变是一种必然，要让组织变得更简单、更敏捷。

75.让组织变敏捷，让决策链路变短，让响应变快，是本次变革的初衷和根本目的。

76.今天的变革不是一蹴而就的，有前期铺垫，是水到渠成。

2015年我们就提出中台战略，构建了“大中台、小前台”的治理模式，2020年我们又倡导打造敏捷组织，推行经营责任制。比如高德的经营责任制就是三年一个周期，而不是一年，这样它才愿意投资那些未必能马上见效的创新业务。

目前阿里有多家独立经营的环路公司（完整的公司制），如菜鸟、盒马、本地生活等。

在这些探索的基础上，进一步更彻底地变革，这就是“1+6+N”的新治理结构。

77.我们现在定的“1+6+N”就是一个阿里巴巴的上市公司主体，这个是不会改变的，6个大的业务集团是从原来的0.5层的组织，直接上升成为一个业务集团，就是从0.5层变成了真正是一个0层的组织，就是一个自己要闭环，为自己的业务负全责的这样的一个组织。

78.从头部入手，通过这个方式，真正的大家能够根据各自战场的需要来确定策略。

79.“1+6+N”改革后，集团要从业务经营公司变成资产经营公司，从管人管事管业务、解决具体问题、给所有人兜底，转变为从市场角度做出价值判断。CXO UNION-CXO联盟（cxounion.cn）

80.孩子大了，还是要走出去，要独立面对市场。

81.市场是最好的试金石。

82.多样性的业务，与其放在一个锅里、一个上市载体里端出去，还不如到了市场接受的条件，就果断地单独面对资本市场，成熟一个，上市一个。

83.核心问题是明白变革的本质在于，通过分解责任，面向市场，责权利相统一，激发自驱力。市场需要什么样的组织和文化，就朝这个方向努力，用市场要求牵引组织结构。

84.“分开”的要义是把决策权交给离市场最近、最向下、面对业务前沿的人，凡是有助于发展、而且已经耦合得很好的服务关系，并不会分开。

举例说，今天阿里所有业务都是云的客户，你让它不用云是不可能的。整个基础设施的运维范式已经形成，电商线、物流线、高德等等已经在云上，长在一起，分不开了。而如何更好地利用云，更加主动地向市场发力，围绕客户创新，这就要靠他们自己的主人翁意识。CXO UNION-CXO联盟（cxounion.cn）

85.变革更强调的是，你要根据自己的业务状况来决策，要摆脱对一个大集团的依赖感，不能再靠一两个脑子来做所有战场的决策。这必须改变治理结构，如果上面一直有个人替他决定，他就永远会有借口、惰性等等。

86.中后台职能部门将全面做轻、做薄，集团将全面实行控股公司管理。中后台能力将有序进入到相关业务集团和公司，为前台业务发展继续发挥重要价值。

87.多个业务集团和公司所必需的共享中后台服务，将通过专业服务公司的模式提供。

88.我不会在所有董事会上，只会在少数董事会上。但这不意味着我对每块业务就完全置身事外了。

第一，阿里所有业务都是高度数字化的，每块业务的情况我可以实时了解，信息是透明的。

第二，我们数据的可视性也很好。不是结果性的数据，而是过程性的，我可以看到原始的数据颗粒度。

所以，我在与不在董事会，并不影响对于业务的了解。数据的可视性才是最关键的。

89.前几年我提八个字，“敏捷组织，简单文化”。我们通过这次的改变，真正把前面四个字往前走一大步，从顶层往前走一大步。但是后面四个字不是简单文化，是“多元文化”。我们要接受多元文化。今天在云谷园区透出的阿里云的工程师文化和在北京望京透出的优酷影业同学的文化，已经是两个不同的文化气质的团队。我们今天必须面对这个现实，也正视这个现实，大方去接受这个现实，并且鼓励多样化。（2023年3月，张勇发布“1+6+N”组织变革的同天，阿里内网上发布了“张勇问答视频”。）CXO UNION-CXO联盟（cxounion.cn）

• 分拆阿里云-2023年5月

【2023年5月18日晚，阿里巴巴集团董事会主席兼CEO、阿里云智能集团董事长兼CEO张勇向阿里云员工发出全员信，声称“计划在未来12个月将云智能集团从阿里集团完全分拆并完成上市，在股权和公司治理上形成一家与阿里集团完全独立的新公司。同时，阿里云智能集团将引入外部战略投资者”。此时，阿里云已经成为全球第三、亚太第一的云计算服务提供商，同为拥有领先的在线零售和云计算业务的互联网科技公司。】

90.在智能化时代，无论你是有20年历史的互联网公司，还是传统产业的龙头公司，如果不抓住智能化的机会，都会被甩掉。阿里要跟全球的一流大厂比，跟最先进的水平比，而不是自己逗自己玩，自己跟自己比，这肯定不行。

91.由于生成式AI技术的发展，我们看到了完全不一样的数字化未来，所有行业都能通过AI重塑。当我们看见未来，相信未来，就要坚定和义无反顾地去调动整个组织的资源去实践。

92.做云的业务需要精细化经营。我认为互联网公司包括我们在内，过去享受了很多时代的红利。我相信我的工作特长能够在阿里云平台上更好地服务用户。

93.亲自下场（担任阿里云CEO）是我的乐趣。当然有压力，投资者对前面一两个季度交的答卷会有耐心，但过了几个季度还是达不到预期，那就会施加压力。但压力也是乐趣。

94.它（阿里云）需要技术和商业的高度结合，需要前瞻性地设计好先进的技术系统和先进的商业系统，具备双重的先进性，并建立好的模式。这一切都是很大的挑战。也有不少同事说，我不用自己躬身入局。

但我觉得，只有和大家一起打仗，才能抹掉领导者的权威感、距离感，那些职位所代表的东西，才能真正走出信息茧房。如果我自己不打仗，都是听汇报，很可能听到的都是大家琢磨你爱听啥然后说给你的。这对一个组织是不行的。我们不怕真实的问题，我们不怕竞争，我就是要和大家一起去打赢。（2023年，张勇接受采访解释自己为什么要亲自担任阿里云CEO。）

95.把“稳定”“安全”放在“性能”“成本”前面的重要考量。CXO UNION-CXO联盟（cxounion.cn）

96.客户信任是阿里云的生命线。唯有赢得客户的信任和尊重，他们才会和我们始终在一起，共同成长。七关于人生态度

97.焦虑有什么用呢？没有用，做好你自己。

98.我强调一点，做人做事，对别人的要求先用在自己身上，先要对自己有要求。

99.要掌握好自己的节奏。我忙的前提是我的时间永远能自己掌握，我的时间我来分配。

其次，要留下时间跟自己独处。也许是在跑步机上，也许是在打坐，也许是在看剧，也许是周末开车在外面跑，一定要有时间做一个普通人，跟自己相处。事情是做不完的，我不觉得做CEO的人会有空，但忙也是相对的。还是要找到最适合自己的工作方式，找到自己的节奏。

100.我这么多年的立身之本，就是无论再忙，再不容易，再多挑战，我睡觉总是特别好。人做一些事情，总要自己睡得着觉。做任何事情，都要问心无愧，这很重要。对得起自己，对得起大家，对得起客户，对得起跟你一起奋斗、信任你的人，这真的很重要。这样，内心也会比较自在，无论有多大挑战，还是可以勇敢去面对。

翻译：

Although he left Ali, these 100 business thoughts of Zhang Yong since he joined Alibaba 15 years ago are worth our aftertaste.CXO UNION-CXO联盟（cxounion.cn）

On the evening of September 10, Tsai Chongxin issued a letter to all staff, announcing that he had completed the transition of management positions of the Group on the same day as planned, and he took over from Zhang Yong as chairman of the Board of directors of Alibaba Group, and Wu Yongming as CEO of the Group.

But unexpectedly, the announcement also pointed out that Alibaba’s board of directors accepted Zhang Yong’s request to step down as chairman and CEO of Alibaba Cloud, and the chairman and CEO of Alibaba Cloud will be concurrently held by group CEO Wu Yongming from now on.

The shock of Zhang Yong’s resignation as chairman and CEO of Alibaba Cloud is no less than that of Zhang Yong’s previous resignation as chairman and CEO of Alibaba Group.

Because retiring as chairman and CEO of Alibaba Cloud at this time not only means that Zhang Yong’s plan to lead Alibaba Cloud to go public has changed, but also means that Zhang Yong has since faded from the core business of Alibaba Group.

It is impossible to know what the story behind these changes is. But there is no denying that Zhang Yong remains one of the most successful professional managers in modern Chinese business history. There is no second professional manager who has risen to the No. 1 position in a company of Alibaba’s size as a non-founder.

Ma Yun praised Zhang Yong when he announced his retirement in 2019, “In the more than three years as CEO, Zhang Yong has led Ali to achieve long-term development with excellent business talent, firm and calm leadership, logic and thinking ability of supercomputers, and has achieved healthy and sustained growth in Alibaba’s performance for 13 consecutive quarters, and has proved himself to be the best CEO in China.” Handing over to Zhang Yong to manage Ali is the most correct decision I should make now.” But four years later, what Ma thought was the right decision was changed.

Although he has faded from Alibaba Group, Zhang Yong has left a lot of insights worth remembering in the 15 years since he joined Alibaba.

With the passage of time, Zhang Yong is likely to be mentioned less and less in the future, so we take the opportunity to systematically comb his 100 business thoughts during Alibaba, in order to help readers fully and objectively understand a real Zhang Yong.CXO UNION-CXO联盟（cxounion.cn）

In particular, Zhang Yong was interviewed as the CEO of Alibaba Group in 2017, when talking about how to lead the “Ali 18 Arhats” who are more senior than himself, he said that I have been in Ali for 11 years, and my belief is to “be yourself”, to say what should be said, to insist on the point of view, and to not think too much about some things, how to do it. If you feel that you can go with this company for a long time, there is no need to discuss it at this point, which is a consensus and tacit understanding. If you end up finding the business that difficult, either it’s not right for you, or you’re not right for it. Then “wave your sleeve without taking a cloud away.”

Unexpectedly, six years later, Zhang Yong really chose to “be himself”, “waved his sleeve, did not take away a cloud”, and began to fade from Alibaba Group. However, whether Zhang Yong’s Ali fade out is right or wrong still needs time to verify and posterity comment. Perhaps one day, people will realize that Zhang Yong’s achievements during his tenure at the helm of Alibaba Group were greatly underestimated, and the mistakes were greatly amplified, and start to miss the former “No. 1” again.

First, about Ali’s career

1. I joined Alibaba in 2007. At that time, I thought, e-commerce has great prospects, and this is the key factor for me to join Alibaba. 11 years later, looking back, I think the impact of e-commerce is beyond my expectations, it has changed not only the way of shopping, but also the whole way of life. (Zhang Yong gave an interview to foreign media in 2018.)
2. In fact, I am a restless person at heart, or from the perspective of being a CFO, I am not really suitable for being a CFO in the real sense, and Alibaba gave me an opportunity through a strange combination of circumstances. (In 2017, Zhang Yong shared at Hupan University, talking about why his CFO background could be selected by Ma Yun as the CEO of Alibaba Group.)
3. My personal passion is definitely not to be a “mascot”, my work pleasure comes from creation.
4. The joy of doing business comes from creating. Business is also a game, and sometimes a war, but the biggest difference between it and real war is that it is about creating value, not destroying others. This is the most important source of creativity. Otherwise it won’t be fun. Hatred or jealousy, or cannibalism, does not bring creativity.
5. One thing I often say to Ali’s young managers is, “Do a career, leave a work.” I care more about the latter sentence, “leave a work”, leave a work for the platform, the stage and myself. This is my outlook on life, with a little revolutionary romanticism in it.CXO UNION-CXO联盟（cxounion.cn）

about Ali’s career

6. There is no road in the world, in order to survive, first make a road out. Double 11 is about staying alive. The first Double 11 activity was in 2009, when (we) in the difficult break out of the encirclement to find a way out, the east try, the west try. The United States has a Black Friday holiday, we also try, is to survive the thing, let everyone remember that this is us, people are willing to come to us, and distinguish between Taobao mall and Taobao, just a little thing. The subsequent development (we) did not think at all, it is a step by step. (Zhang Yong at Hupan University, 2017.)

7. In my 11 years in Ali, I have always believed that “be yourself”, that you should say what you should say, that you should adhere to the point of view, and that you should not think too much about some things. If you feel that you can go with this company for a long time, there is no need to discuss it at this point, which is a consensus and tacit understanding. If you end up finding the business that difficult, either it’s not right for you, or you’re not right for it. Then “wave your sleeve without taking a cloud away.” (In 2017, as CEO of Ali, Zhang Yong gave an interview about how to lead the “eighteen Ali Arhats” who are more senior than himself.)

about Ali’s career

8. (Three most important things for a CEO) First, it is necessary to clarify the short, medium and long term strategic deployment of the company. I prefer to talk about the top-level design, such a large economy, you in the strategic top-level design and plate rotation focus is not clear, either is to spread out to bull advance, or it is natural, this is definitely not, you must have a strategic trade-off, constantly to sketch, correct the strategic blueprint, this is very critical.

Second, put the right people in the right positions. You have to constantly move troops, not just go out in front.

Third, culture. Culture is not built alone, it is done by things and people. We should care about culture and the efficiency of the organization.

about Ali’s career

9. From now on, it is very important to think long-term, and I think this is what I need to adjust when I take over as president. In 2018, Zhang Yong gave an interview to the media. That year, Ma Yun announced that he would step down as chairman of Alibaba’s board of directors in one year and be replaced by Zhang Yong.)

10. As the number one position in an enterprise, the most important thing is to see the future.

11. Ali has an open environment, which gives me the opportunity to do some things, starting from 0 slowly, and completing several things in succession from 0 to 1. It’s like “playing a close”, playing a few passes, and finally getting through, and changing roles. The change I am making now is to let more people have a better chance to get through their own customs, so that Ali has more entrepreneurs in accordance with business needs to clear the customs, pass the pass. (In April 2023, Zhang Yong talked in an interview about why he made the “1+6+N” change.)CXO UNION-CXO联盟（cxounion.cn）

about Ali’s career

12. In my opinion, the style of a business is related to the social cycle.

Ali in the first 10, 15 years, a little like a naughty and righteous boy, he is not used to some inherent business order, want to change. But as the little boy grows up, the social environment changes, people no longer think of you as a little boy, and the requirements for you are different.

I think Ali should be more like a young man with the same sense of justice, but a sense of responsibility, sunshine and positive energy, which is no different from the original, but also have a sense of justice, but also have a sense of responsibility, that is, more from the perspective of the whole society to look at their own requirements.

about Ali’s career

13. In terms of culture, Alibaba is a company that focuses on learning and using Western learning, which is my own physical sense. Culturally, we have Chinese cultural ideas throughout the organization, including the balance of Yin and Yang, which reflects some of our aspirations. Second, in terms of the whole management, especially the design of our entire management mechanism, we are in accordance with the modern enterprise management system to manage. In the end, Ali became a Chinese and Western integrated whole.
14. The idea of doing business and the idea of doing business will have a value scale, why do I do this? What was your original intention? Just to succeed? Do you have to do something you don’t like in order to be successful? People have limitations, and I also have them, so I hope to maintain some value concepts, and hope to constantly think, constantly precipitate, constantly evolve, and constantly start together with our organization.

Second, about leaders and entrepreneurs

15. I have studied in Ali for so long that I have deeply realized that to be a leader is to make decisions that others cannot and dare not make, and to assume responsibilities that others cannot undertake. Internally, I also have a common saying that being a leader is about getting resources that the team can’t get.

16. It’s important that we don’t want a manager in charge of the company. That’s what I keep saying to the team. Another day you go to interview Ma teacher (Ma Yun), you can ask him Zhang Yong is a manager? If I were a manager, he would never give Ali to me. (In 2017, Zhang Yong was interviewed by the media as CEO.)

17. I divide managers into manager and leader. A manager might be managing the business, managing the business and getting the expected results – these are KPIs. However, the mission of a leader is to lead the team, not only to achieve results, but also to create the future. We want a leader.

This is also why foreign companies in China are not able to outperform local companies in many areas. Foreign companies (managers) are a group of managers, and our side is a group of leaders. (In 2017, Zhang Yong was interviewed by the media as CEO.)CXO UNION-CXO联盟（cxounion.cn）

about leaders and entrepreneurs

18. What kind of people do you hire? Two kinds of people: the restless ones in the system and the rebels in multinational corporations. The first is the state-owned enterprises or the restless people in the system, who have a good life here, but always want to do something, then come to us. The second is the multinational renegade. Someone may have a great resume, and what I care about most is whether the person is placed in the system, whether he created the system, or whether the system made him. (Zhang Yong at Hupan University, 2017.)

19. Entrepreneurship is self-motivated. Because in the end, you have to have requirements on yourself, the highest requirements do not come from others, not from KPIs, not from what assessment, it is easy to be trapped in these things in a large organization. The most important thing is for everyone to return to their original selves. Was he satisfied in his heart with what he was about to do? Okay? Isn’t that a little flattering? That’s the drive.

about leaders and entrepreneurs

20. Sometimes, being a leader really requires all in, just like playing Texas Hold ’em. If you can’t play all in, you can’t play well. You have to be all in, but all in, there must be uncertainty, or you can lose everything, then you can win big.

21. Get out of your own way of thinking. A successful person will have superstitions about certain habits. You have to wake up often, and you have to be able to let go, which is the most difficult thing.

22. I don’t believe in winning generals, but I do believe in losing generals. In the past, Zeng Guofan was not like this, repeated battles and repeated defeats, repeated defeats and repeated battles, the truth is the same, you must tolerate everyone to make mistakes. I’ve always said that the day I step down from this position, I’ve made 10 big decisions, six were right, four were wrong, and I’m already happy. (In 2017, Zhang Yong was interviewed by the media as CEO.)

Third, strategic decision-making

23. Strategy is typed. The strategy I will tell you today is basically a strategy that will be summed up after I have finished fighting. Now what is being done, it sounds like a lot of things are not logical, but when it becomes logical, when everyone thinks it is a strategy, no one has a share. (Zhang Yong at Hupan University, 2017.)

24. Clear strategic planning is textbook or a summary of what has happened before. Strategy is difficult to plan clearly. I believe that to go right in a major trend, we also rely on perseverance and persistence.

25. For Ali, a lot of what we do is like playing Go, not chess. A lot of things we do are still in the layout stage, a lot of children, we do not see very clearly, maybe put a child on this corner, put a child on that corner. Of course, not every chess we play is a good chess, there are also bad chess. We can finally connect several pieces of layout, maybe the first day of thinking is like this, but the second day of thinking is like that, because the plan is not as fast as the change. (Zhang Yong at Hupan University, 2017.)CXO UNION-CXO联盟（cxounion.cn）

26. Follow the trend, carry it, carry it more easily, and do it against the social trend, the more tired it will be. Going against the changes in consumption habits, going against the changes in business, will become more and more tiring.

strategic decision-making

27. The acquisition of UCweb and Autonavi helped us form a basic service matrix in the wireless Internet era, which is very important for Ali and further laid the foundation for today’s people to see whether Alibaba is an e-commerce company or a data company. Since 2008 and 2009, we have positioned ourselves as the number one platform for data sharing.

28. I think it is very important for large companies to become small, and small companies to have a large pattern. This is one of the lessons we have learned over the years. What can not be done is more important for Ali today. Today, we do not lack the first name, the brand is also very loud, we have an excellent leader Ma Yun. Our business is not bad, we are not short of money, it sounds like everything can be done, but what can not be done, this is our standing at my level today to consider more problems, what is not done. (Zhang Yong at Hupan University, 2017.)

29. New retail is the reconstruction of “people, goods and fields” of modern business driven by big data. If the digitization of basic business elements is not completed, the reconstruction is impossible to talk about. (In 2017, Zhang Yong, as CEO of Alibaba Group, introduced Ali’s new strategy, “New retail.”)

strategic decision-making

30. New retail can not be narrowly understood as the interaction and integration of online and offline, omni-channel is only a component of new retail, Internet celebrity economy, user interaction behavior based on personalized recommendation, changes in user purchase lines, etc., should be included in the consideration of new retail. In marketing, we should explore the combination of product and effect of the global marketing, entertainment marketing; In logistics, we should not only pursue fast delivery, but also consider using big data to make the operation of goods more efficient. (Zhang Yong’s speech at the New Internet Business Summit in 2016.)CXO UNION-CXO联盟（cxounion.cn）

31. Alibaba’s business strategy, organizational strategy and cultural strategy must be highly integrated. Globalization, domestic demand, and big data cloud computing are Alibaba’s business strategies, big middle desk and small front desk are organizational strategies, and comprehensively upgraded values are cultural strategies. Only in this way, the “trinity” strategic integration can drive us to achieve more achievements and breakthroughs. (Zhang Yong gave an interview to the media in 2019.)

32. Cloud computing is our long-term strategy. Cloud computing will become an important business for Alibaba in the future. (In 2018, Zhang Yong, who served as the CEO of Alibaba Group, was interviewed by the media, at which time he had confirmed that he would replace Jack Ma as chairman of the board of directors of Alibaba one year later.)

strategic decision-making

33. By 2036, we hope to serve 2 billion consumers worldwide, create 100 million jobs, and help more than 10 million small and medium enterprises make money. To achieve these strategic goals in the future, we will continue to adhere to globalization, domestic demand and cloud computing big data. Among them, globalization is a long-term war, domestic demand is the cornerstone war, and cloud computing big data is the future war. (In July 2020, Zhang Yong released a “Letter to shareholders”, which mentioned three strategies for Ali’s future goals.)

34. Cloud is too important in strategy, the time window is too precious, whether international or domestic, digital intelligence is in a high-speed blowout period, how to seize the opportunities of The Times is very important. (In May 2023, Ali announced that it would completely split Cloud Intelligence Group from Ali Group and complete the listing in the next 12 months.)

35. Platform enterprises have natural social and public attributes. As a platform company, we need to think more deeply about how much social value we can create, how many core scientific and technological issues we can participate in, how to better support rural revitalization, how to become more green and sustainable, so as to gather the efforts of all parties with the heart of the platform, and be a responsible and responsible company. (In 2021, Zhang Yong released the “Letter to Shareholders”, when Alibaba Eco-global annual active consumers reached 1.13 billion.)CXO UNION-CXO联盟（cxounion.cn）

Fourth, the relationship between competition and cooperation

36. The development of business, to some extent, competition is the means, your purpose is to create value, let the business progress, pay for the user. Enterprises live not to compete, enterprises live to develop, to create.

37. The essence of business is an advanced game that creates value for users, your mentality should be relaxed, you should be a creator, and you should win the competition through creative methods, rather than using the way of everyone’s death. (Zhang Yong, CEO of Alibaba Group, was interviewed by the media in 2017.)

38. To learn from your competitors, you can be confident and conceited, but you must learn from your competitors. Second, do creative work. Innovation can not be killed by strangling, after all, the world is not “all under the king”, the world is still diversified. I think the same goes for Ali.

39. I never regard others as enemies. The so-called enemies are sworn enemies, fighting for their lives, fighting for their lives. Today our work and mission is to create, not to destroy, that’s the real meaning of what we do, that’s the only way to have fun, I don’t think destroying people is fun, that’s my point of view. Must be to create, you will have fun, because of the fun, you will have the possibility of creation. (In 2017, Zhang Yong was interviewed by the media as CEO.)CXO UNION-CXO联盟（cxounion.cn）

the relationship between competition and cooperation

40. Because the two companies (SF Express and Cainiao) have wide influence in the industry and society, and because the dispute between the two companies has affected a large number of users, it seems serious. However, from my perspective, this is more like a large combat system in which there is a front-line unit of a front army, which does not understand the situation and has friction with local friendly forces. It is very important at this time, as the manager of the entire Ali economy, you must maintain a high degree of calm, you can not be swayed by emotions, let alone by public opinion.

Behind Ali, SF Express, and the General Post Office, everyone handled it very well. In fact, in many areas, we have a competitive and cooperative relationship. You may have some competition with him in this area – there must be competition in business – but there may be cooperation in other areas, it is inevitable. There is no black or white. (In 2017, Zhang Yong was interviewed by the media as CEO, talking about the dispute between SF Express and Cainiao in 2017.)

the relationship between competition and cooperation

41. Children fight, adults can’t follow, you have to find out what is going on. Accident, first of all, their home tutor to be strict, first go home to see their own problems, can not children outside fighting, parents a look at the outside has a lot of heckling, a hot brain, ran out also follow the noise. As long as we run forward, maintain a competitive relationship and objective thinking, in fact, there is no big deal. (In 2017, Zhang Yong was interviewed by the media as CEO, talking about the dispute between SF Express and Cainiao in 2017.)CXO UNION-CXO联盟（cxounion.cn）

42. I don’t know Wang Xing very much. I think that Wang Xing, as a serial entrepreneur, can go to today, must have its unique features. I once very much hope to cooperate with the United States group, but later found that this is like talking about friends, you miss this point, may not fate.

43. In business, there is never a shortage of excitement or competition. What are the benefits? You have to be awake all the time, you have to sleep with your eyes open, you have to keep going. The most afraid is that there are some things that everyone is accustomed to, I want to do what I do, or I have done so anyway, you can not exceed me. There is nothing in this world that cannot be surpassed.

Fifth, about the operation of Ali

44. The core of operation is breakthrough, and the core of management is efficiency. Management and management is always “science + art”.

45. The biggest training I received in my early years in Ali was “Bodyguards and Assassins” in 2011. At that time, Taobao Mall adjusted the technical service fee and the default margin of shops, many small and medium-sized sellers allied against it, and the matter was very big, and finally we adjusted the new regulations, and the incident was calmed.

Our direction is right, at that time, the original intention is very simple, is to upgrade the platform, but this incident made me realize that platform enterprises naturally have social public attributes, can not be completely in accordance with market principles, if 6 people out of 10 people think that your rules have problems, then you have to reflect, to reflect from the perspective of society. We should consider our own public nature, consider the interests of relevant parties, and adhere to mutual trust, common development and long-term win-win results. Large enterprises naturally have a kind of dominance, so they must have empathy, advocate equality, and treat partners well.

about the operation of Ali

46. At that time, we had just launched a new business — the B2C Taobao Mall business, which is now Tmall. At the time, we weren’t well-known enough, and we wanted people to remember us, and that’s how we thought, “We have to do something amazing to make people remember us.” Then, we took a fancy to this day, “It is better to do promotion on the day of November 11.” I never thought we would actually be able to turn this day into a commercial festival, into a national shopping festival. Today, when you look at the scale of it, it’s more like people prefer to go on a shopping spree on the same day, and all the merchants also launch their best products on that day. I think it’s more of a phenomenon today. (In 2018, I was interviewed about the first “Double 11 Shopping Festival” built in 2009.)

47. The biggest change is that business people’s perception of the power of the Internet is changing. At first, people just thought it was a new channel to sell more products. Today, most businesses have embraced digital technologies and the Internet as the infrastructure to transform their existing businesses and reach new markets to serve new consumers. (In 2018, I was interviewed about the impact of the Singles’ Day Shopping Festival.)CXO UNION-CXO联盟（cxounion.cn）

about the operation of Ali

48. For Ali, ecology means height. The most critical thing is how to use the power of ecology, continue to learn, learn the good things in the industry, and integrate with our ecology. (In 2017, Zhang Yong was interviewed by the media as CEO.)

49. When discussing new retail, we firmly believe that the online business world and the offline physical store are not two separate worlds. The current consumer base, every single one of them lives on the Internet. Everyone is an Internet user. So, the online business world is actually the same as the offline physical store. The key is how to combine online and offline to enter a complete digital business world. (In 2018, interviewed about new retail.)

50. Hema is just one model of new retail. The reason we developed this model is that when we looked at the traditional e-commerce model, we didn’t think it was very consistent with people’s needs for food, especially fresh food. So we came up with the idea of, can we create a new model that not only allows people to buy in-store — fresh food — but also allows them to order online and have it delivered through a nearby store? So, when you look carefully, you will find that there are many similar consumption pain points. (In 2018, interviewed about new retail.)CXO UNION-CXO联盟（cxounion.cn）

about the operation of Ali

51. Without the “Double 11” of the previous five years, there would be no Alibaba Cloud. (In 2014, Zhang Yong gave an interview to the media about Double 11 and big data.)

52. Alibaba is today the world’s largest mobile e-commerce company and the largest business data company, which is unmatched by any other company. (In 2014, Zhang Yong gave an interview to the media about Double 11 and big data.)

52. Today we have transformed from an e-commerce company to a data company. The way we create data comes from real business cases – for example, Taobao, Tmall, food delivery, etc. – all of these businesses for us are not just standalone businesses, but also cases of creating data. (In 2018, interviewed about new retail.)

53. What we do is first create data, then mine it, then extract value from it, and then feed back into the business case to make it better. I think it’s a virtuous cycle that makes data more useful and puts it at the heart of our digital business in the future. (In 2018, interviewed about new retail.)

Sixth, management and organizational change

55. I have always liked to discuss problems in terms of Marxist fundamentals. In a large enterprise, the decision to change production relations must be made from the top down, and after the change of production relations, the breakthrough of productivity is more created below.

56. The solution to the development of productive forces and the creation of differences must begin with the transformation of the relations of production.CXO UNION-CXO联盟（cxounion.cn）

57. Can changes in production relations create new productive forces? It is a necessary condition, not a sufficient condition.

First do the necessary conditions, the remaining sufficient conditions, such as entrepreneurial spirit, entrepreneurial ability, innovation mechanism of each business, young people’s energy, organizational culture, deep insight into the industry, etc., are factors towards success.

But if the relations of production do not change, these problems will be mixed and indistinguishable. (In April 2023, Zhang Yong talked in an interview about why the “1+6+N” change was carried out in March 2023.)

management and organizational change

58. There are two unshirkable responsibilities of the number one position: business design and organizational design.CXO UNION-CXO联盟（cxounion.cn）

Business design is what business do you want to do, what customers do you want to serve, what services do you want to provide for him? It’s about solving the problem of productivity.

Organizational design can be summed up in four words: vertical, horizontal, divided and combined. If you want to run fast, you need to split, you become longitudinal; If you want to precipitate experience and accumulation of knowledge, you will be combined, and you will become horizontal. It is a question of resolving internal production relations.

59. Employing people to do things and employing people to do things are two different things, but highly related, to organizational design. Both of these things are worth appreciating. The core of doing things and employing people, you think about the organization well, from top to bottom clearly, you can arrange troops, put people in the right position, and do it according to the established strategy. The other is that things are not fully thought out, but you find someone who can think it through, or who can arrange the following in detail, to design the organization, and that is people doing things.

60. Entrepreneurs are often “wild children” who fight their way through the competition. With a good culture and mechanism, entrepreneurs are more likely to stand out.

management and organizational change

61. Ali may be a good man, but he is not an entrepreneur. Every business today needs an entrepreneur, a leader who can lead that business into the future. (In April 2023, Zhang Yong talked in an interview about why he made the “1+6+N” change.)CXO UNION-CXO联盟（cxounion.cn）

62. Entrepreneurship is not cultivated, it is self-inspired. Ali needs a group of entrepreneurs, not one entrepreneur. Can you rely on training and indicators to complete the training of entrepreneurs? No, there must be a mechanism to help entrepreneurs motivate themselves. (In April 2023, Zhang Yong talked in an interview about why he made the “1+6+N” change.)

63. Think clearly, change, and move on. The final result may have a gap, but we still have to work hard to go in the right direction. (In April 2023, Zhang Yong talked in an interview about why the “1+6+N” change was carried out in March 2023.)

64. In order to adapt to the changes of the market in the future, enterprises must carry out self-reform and upgrade from the root of the organizational structure.

Middle Taiwan Strategy -2015

[In 2015, Jack Ma took the senior management team of Alibaba to visit Supercell, a Finnish game company, and since then, Supercell’s “middle desk” management model was introduced into Alibaba. On December 7, 2015, Zhang Yong, then CEO of Alibaba Group, formally proposed the organizational strategy of “big middle desk, small front desk” through an internal letter. After that, Tencent, Jingdong, Baidu, Meituan, Bytedance and other giant enterprises have announced that they have begun to build different forms of middle Taiwan.CXO UNION-CXO联盟（cxounion.cn）

management and organizational change

65.In 2015, it was proposed that “big middle desk, small front desk”, at that time, we considered refining the common needs of the front desk business lines, creating a componented resource package, and providing it to the front desk in the form of an interface to reduce “repetitive wheel building”. The middle desk integrates the operational data capabilities and product technology capabilities of the entire group, forming an effective support for the front desk.

66. Without a strategy in the middle for 8 years, a sudden separation now (2023) would do more harm than good. With middesk building, many services and ways of working have been coupled, and even if the organization is now separate and governance is separate, these services and work coupling relationships will not be separated. (In April 2023, Zhang Yong talked in an interview about why the “1+6+N” change was carried out in March 2023.)

Diversity Governance -2020

[Starting from 2020, Zhang Yong actively advocated the building of an agile organization within Alibaba and implemented the business responsibility system under the diversified governance structure. In December 2021, Alibaba Group’s four major business segments – domestic digital business, overseas digital business, local life, and Ali Cloud Intelligence – all implemented the business responsibility system under the diversified governance structure.]CXO UNION-CXO联盟（cxounion.cn）

management and organizational change

67. Today, Alibaba has grown into a super-large organization with multiple businesses and formats. These businesses have different characteristics, different market environments, different customers and different stages of development. Any one-size-fits-all strategy is extremely damaging.

68. Future-oriented with a clearer strategic vision and a more agile organization across all business areas to truly create long-term value.

69. We hope that through the exploration of more new governance methods, we will always use the advanced nature of production relations to drive the release of advanced productivity, and use organizational innovation to drive business innovation.

“1+6+N” – March 2023

[On March 28, 2023, Zhang Yong, Chairman of the Board of Directors and CEO of Alibaba Group, issued a letter to all employees, announcing the launch of the “1+6+N” organizational reform, which is also considered to be “the most important organizational reform of Alibaba in 24 years”. Under Alibaba Group, it has set up six business groups and several business companies, including Alibaba Cloud Intelligence, Taobao Tmall Commerce, Local Life, Cainiao, International Digital Commerce, and Big Entertainment. Zhang Yong serves as Chairman and CEO of Alibaba Group, and also serves as CEO of Alibaba Cloud Intelligence Group.CXO UNION-CXO联盟（cxounion.cn）

70. This organizational change changes the relations of production.

management and organizational change

71. After the company is big, it should be small, and after a long time, it should be separated. This is the cycle of Heaven. And the points are not completely broken apart, after the points have something in common.

72. Today, Alibaba has grown into a super-large organization with multiple businesses and formats. These businesses have different characteristics, different market environments, different customers and different stages of development.

73. The division and integration, vertical and horizontal organization of the enterprise are not absolute, but should be dynamically adjusted at different stages.

management and organizational change

74. I have studied in detail a number of large groups that either have a single main business or are highly interoperable in their types of main business. Ali has To C business, To B business, To C has a platform type, there are tools. Such as the Autonavi map, it needs the spirit of craftsmanship, because the accuracy of the map is the key, we must improve. We used to be platform based in general, and then we had companies like Hema, which was retail.CXO UNION-CXO联盟（cxounion.cn）

So many businesses, their respective concerns and temperament are not the same.

Just like a zoo, different species require different methods of cultivation. If you have been mixed operation, it may be more suitable for some species, but not necessarily for other species, and the friction between each other will be more and more.

Some businesses are more affected by the international environment, some are more affected by technological innovation, and some are more affected by consumer trends. The competition on each track is also different. From the growth cycle, Taobao has been born for 20 years, and some businesses have only been two years. From the perspective of space, you can hardly imagine sitting in Hangzhou how overseas operations in Southeast Asia can quickly respond to the actions of competitors.

Therefore, from the perspective of the development logic of the group’s multi-business operations, change is an inevitable, to make the organization simpler and more agile.

management and organizational change

75. Making the organization agile, making the decision link shorter and making the response faster is the original intention and fundamental purpose of this change.CXO UNION-CXO联盟（cxounion.cn）

76. Today’s changes do not happen overnight. They are paved the way and come naturally.

In 2015, we put forward the strategy of middle management and built a governance model of “big middle management and small front office”. In 2020, we advocated to build an agile organization and implement the management responsibility system. Autonavi, for example, operates on a three-year cycle, rather than a one-year cycle, so it is willing to invest in innovative businesses that may not yield immediate results.

At present, Ali has a number of independently operated loop companies (complete corporate system), such as Cainiao, Box horse, local life and so on.

On the basis of these explorations, further and more thorough changes will be made, which is the new governance structure of “1+6+N”.

management and organizational change

77. The “1+6+N” we have decided now is the main body of a listed company of Alibaba, which will not change. The six large business groups have directly risen from the original 0.5 layer organization to a business group, that is, from the 0.5 layer organization to a real 0 layer organization, that is, a closed-loop organization that wants to close its own loop. An organization that takes full responsibility for its own business.

78. Starting from the head, in this way the real men can determine their strategy according to the needs of their respective battlefields.CXO UNION-CXO联盟（cxounion.cn）

79. After the “1+6+N” reform, the Group will change from a business operation company to an asset management company, from managing people, managing business, solving specific problems, and providing cover for everyone, to making value judgments from the perspective of the market.

80. When the child is older, he or she must go out and face the market independently.

81. The market is the best litmus test.

82. The diversity of business, rather than put in a pot, a listing carrier to go out, it is better to accept the conditions of the market, decisively face the capital market alone, mature one, listed one.

management and organizational change

83. The core issue is to understand that the essence of change is to stimulate self-drive through the decomposition of responsibilities, market-oriented alignment of responsibilities and rights. What kind of organization and culture the market needs, we should work in this direction and use the market requirements to guide the organizational structure.CXO UNION-CXO联盟（cxounion.cn）

84. The essence of “separation” is to give decision-making power to those closest to the market, most downward, and at the forefront of the business, and not to separate services that contribute to development and are already well coupled.

For example, today all of Ali’s businesses are cloud customers, and it is impossible for you to make it without the cloud. The operation and maintenance paradigm of the entire infrastructure has been formed, and the e-commerce line, logistics line, Gauld and so on have been on the cloud, growing together and inseparable. And how to make better use of the cloud, more active to the market, innovation around customers, this depends on their own sense of ownership.

85. Change is more emphasized that you have to make decisions according to your own business situation, to get rid of the sense of dependence on a large group, can no longer rely on one or two brains to make all the battlefield decisions. This must change the governance structure, and if there is always someone at the top who decides for him, he will always have excuses, inertia and so on.

management and organizational change

86. The functional departments of the middle and back office will be fully light and thin, and the Group will fully implement the management of the holding company. The middle and back office capabilities will enter the relevant business groups and companies in an orderly manner, and continue to play an important value for the development of the front office business.CXO UNION-CXO联盟（cxounion.cn）

87. The shared middle and back office services necessary for multiple business groups and companies will be provided through the professional services firm model.

88. I won’t be on all boards, just a few. But that doesn’t mean I’m completely out of every business.

First, all of Ali’s businesses are highly digital, and I can know the situation of each business in real time, and the information is transparent.

Second, the visibility of our data is also very good. Not the result data, but the process data, I can see the raw granularity of the data.

So whether I’m on or off the board doesn’t affect my understanding of the business. The visibility of the data is the key.

management and organizational change

89. A few years ago, I put forward eight words, “Agile organization, simple culture”. Through this change, we have really taken the first four words a big step forward, and taken a big step forward from the top. But the last four words are not simple culture, they are “multicultural”. We need to embrace multiculturalism. Today, the engineering culture of Alibaba Cloud revealed in Yungu Park and the culture of Youku Film classmates revealed in Wangjing, Beijing, are already two teams with different cultural temperament. We have to face that reality today, face it squarely, accept it graciously, and encourage diversity. (In March 2023, on the same day that Zhang Yong released the “1+6+N” organizational change, Alinei published the “Zhang Yong question and answer video”.)CXO UNION-CXO联盟（cxounion.cn）

Spin-off of Alibaba Cloud – May 2023

On the evening of May 18, 2023, Zhang Yong, chairman and CEO of Alibaba Group and Chairman and CEO of Alibaba Cloud Intelligence Group, issued a letter to all employees of Alibaba Cloud, claiming that “it is planned to completely split Cloud Intelligence Group from Ali Group and complete the listing in the next 12 months, and form a new company completely independent from Ali Group in terms of equity and corporate governance.” At the same time, Alibaba Cloud Intelligence Group will introduce external strategic investors. “At this time, Alibaba Cloud has become the third cloud computing service provider in the world and the first in Asia Pacific, as well as an Internet technology company with leading online retail and cloud computing businesses.

management and organizational change

90. In the era of intelligence, whether you are a 20-year old Internet company or a leading company in the traditional industry, if you do not seize the opportunity of intelligence, you will be lost. Ali wants to compare with the world’s first-class big factories and the most advanced level, rather than playing with themselves and comparing with themselves, which is definitely not possible.

91. Thanks to the development of generative AI technology, we see a completely different digital future, where all industries can be reshaped by AI. When we see the future and believe in the future, we must resolutely and resolutely mobilize the resources of the entire organization to practice.

92. Doing cloud business requires fine management. I think Internet companies, including us, have enjoyed the dividends of many eras in the past. I believe that my work expertise can better serve users on Alibaba Cloud platform.CXO UNION-CXO联盟（cxounion.cn）

93. It is my pleasure to come out in person (as CEO of Alibaba Cloud). Of course there is pressure, investors will be patient with the results in the first quarter or two, but after a couple of quarters and not meeting expectations, that puts pressure on. But stress is also fun.

management and organizational change

94. It (Alibaba Cloud) needs a high degree of combination of technology and business, and needs to proactively design advanced technology systems and advanced business systems, have double advancement, and establish a good model. All this is a big challenge. Many colleagues also said that I did not have to bend myself into the game.

But I think that only by fighting with everyone can we erase the sense of authority and distance of leaders, and what those positions represent, can we really get out of the information cocoon. If I wasn’t fighting myself, I’d be listening to debriefs, and I’d probably be hearing what you want to hear and telling you. That’s not going to work for an organization. We are not afraid of real problems, we are not afraid of competition, and I just want to win with everyone. (In 2023, Zhang gave an interview to explain why he wanted to become CEO of Alibaba Cloud himself.)

95. Put “stability” and “safety” before “performance” and “cost”.
96. Customer trust is the lifeline of Alibaba Cloud. Only by winning the trust and respect of customers, they will always be with us and grow together.

Seventh, attitude towards life

97. What is the use of anxiety? It doesn’t work. Be yourself.
98. I stress that in life and work, the requirements of others should be applied to themselves first, and they should be required of themselves first.
99. Pace yourself. The premise that I am busy is that my time can always be mastered by myself, and my time is allocated to me.CXO UNION-CXO联盟（cxounion.cn）

Second, make time for yourself. Maybe it’s on the treadmill, maybe it’s in meditation, maybe it’s watching a play, maybe it’s driving outside on the weekend, you must have time to be an ordinary person and get along with yourself. Things can never be done, and I don’t think that a CEO will be free, but busy is also relative. Still have to find the most suitable for their own way of work, find their own pace.

100. The foundation of my life for so many years is that no matter how busy, no matter how easy, no matter how challenging, I always sleep exceptionally well. People do some things, always have to sleep on their own. It’s important to do everything with a clear conscience. To be worthy of yourself, to be worthy of everyone, to be worthy of customers, to be worthy of the people who work with you and trust you, this is really important. In this way, the heart will be more comfortable, no matter how big the challenge, or brave to face.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于砺石商业评论，作者：田姗姗；编辑/翻译：CXO UNIONCXO联盟小O。

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