The traditional company based on management will give way to the future organizational model with empowerment and innovation as its core function.

the core function of future enterprises is not management, but empowerment.

management is outdated because it can't drive creativity. Creativity is the most important factor of production in the future, and the only way to promote creativity is empowerment.

? Forget about management and embrace Bin Neng

The creativity revolution is coming, the organization is being redefined, and the organizational principles certainly need to be adjusted accordingly. So, next, I want to discuss with you an important topic-what are the leading principles of innovative organizations in the future.

In fact, I was aware of this topic as early as 2118 when Alibaba Group first put forward the concept of "new commercial civilization". At that time, we tried to replace industrial civilization by building a new business model of the Internet, but our own organization was still the most traditional company system in the industrial era, or a bureaucratic top-down, relatively rigid and slow management decision-making mechanism.

So, what are the principles and modes of innovation organization suitable for the creativity revolution? This is the question I have been exploring. In the past ten years, Alibaba has made many attempts, from internal construction of * * * enjoyment platform to horse-racing innovation mechanism, and then to replacing traditional ERP software with its own web-based internal collaboration software. Although we have accumulated a lot of experience through these attempts, I always feel that we have not really found a clear direction for the future. It is obviously much more difficult to answer this indirect question than we thought.

Recently, some leading Internet companies have started to share more experiences.

in 2115, Eric, CEO of Google? Schmidt published a book "how google works-How Google Works", in which he explained the internal operation mechanism of Google in detail. Similarly, Facebook has many such experiences that are gradually becoming familiar to everyone.

Although it is still too early to tell what the future organization will look like, the most important principle of the future organization has become more and more clear-embrace empowerment and forget the traditional management or encouragement.

"Empowerment" is a new word I coined. Empowerment means empowerment, which means ability.

The core idea it conveys is how to make others have greater ability to accomplish what they want.

Let me give an example

that everyone is familiar with. In the classic management theory, there is a famous conclusion: a person's management radius should not exceed 7 people, that is to say, his direct report should not exceed 7 people. However, this is not the case in Google. The management radius of leaders in Google is usually more than 21 people, sometimes even reaching 31 or 41. From the management point of view, this arrangement of Google is undoubtedly extremely out of line, which often leads to poor team efficiency and poor communication. Is this happening because Google doesn't know the traditional management radius theory? The answer is no doubt. In fact, the logic behind this arrangement of Google is empowerment. There are many internal reasons, the most important of which are the following two

. In Google, leaders provide innovative support and integration of various

resources for all members of the team to help their subordinates achieve greater results. The purpose of the leader is not to manage, but to support, which is very different from the general management practice. When Google realized this, it even intended to let leaders have more reporting lines, so as to break their normal management radius and adapt them to a brand-new way of operation. Ma Yun often uses this method in Alibaba. For some people who are used to communication management methods,

he sometimes gives them jobs far beyond their management ability, so that they have to

give up their old habits and try new empowering methods.

the driving force of team members is not the traditional labor remuneration, but the sense of accomplishment and social value

The purpose of management is to make employees work according to the requirements of the company, but in the era of creative revolution, the main driving force of Google employees comes from the sense of accomplishment and social value brought by creation.

Self-motivation is their typical feature. What they need most is not external material and

spiritual motivation, but empowerment, that is, to provide them with an environment and tools that can create more efficiently. This is fundamentally different from traditional manual workers and even ordinary knowledge workers.

The traditional organizational principle characterized by bureaucracy and with management as its core function is facing unprecedented challenges. The most important function of future organizations should be to improve the success probability of overall creativity, and empowering creators is the only way to achieve this goal.

In addition to the above two points, there are many differences between traditional management organizations and enabling organizations like Google.

What is certain is that in today's creative revolution, the future organizational structure will inevitably evolve towards a collaborative ecosystem that aims at innovation, senses customers in real time, and seeks to maximize innovation efficiency by aggregating and inspiring creators. Empowering organizations exist

because they can internalize the resources needed by creators, and stimulate and

multiply their innovation ability through collaborative mechanism, thus generating higher efficiency and value. In other words, the core value of empowerment group < P > weaving lies in empowerment, which enables a group of creators to better connect < P > and collaborate by providing a platform, thus exerting greater value.

building a brand-new empowered organization

since we have determined that the principle of future organizations is empowerment, not traditional management or encouragement

, how should we understand the brand-new concept of "empowerment"? I have refined

basic principles for your reference.

Match the creator's interest, motivation and appropriate challenges

Typical incentive mechanisms, such as option incentives, tend to share the benefits after work. It is assumed that if there is not enough long-term incentives, employees will not actively work in the direction that

the company hopes, so we should use material rewards afterwards to make employees and the company's long-term interests consistent. However, in the era of creativity, employees are often self-motivated, so

empowerment should emphasize giving them

I once read a report that Jane is more beautiful than Xiaomi. The article tells the long course of Xiaomi's

maturity, and there are many interviews with grassroots employees. What impressed me the most is that there are many engineers from well-known companies such as Google and Microsoft in Xiaomi < P > Company. They are willing to join Xiaomi at a relatively low salary, and they are willing to bear the enormous pressure brought by the "996" working system (starting at 9 am, leaving at 9 pm, working six days a week, which is the basic working state of many Internet companies).

This self-motivation and self-drive enabled them to resolve several crises in the development of Xiaomi in the past few years and created many miracles that shocked the industry.

create an environment and atmosphere for employees to * * * create together

In today's highly mobile talents and fierce competition, creative talents are not only

satisfied with material incentives, but are more concerned about what kind of organizations can help them better realize their dreams and values. For creators who are driven by values and pursue self-realization, only organizations with the same mission and vision can attract them, make them willingly support and pay, and inspire endless innovation power.

Therefore, empowerment depends more on corporate culture than motivation, and only corporate culture can bring people with similar aspirations together. Organizations can no longer use traditional methods to assess and motivate creators. For them, the company's cultural atmosphere is an intangible reward-it is extremely exciting to think about creating products that can change the world together with people who are like-minded. A culture that is consistent with the creators' values and sense of mission can make them

admire and forge ahead, so the core function of the organization will evolve into the creation of culture and values

. Unlike the corporate culture that was constantly adjusted with the market competition environment in the past, the same fate, vision and values are the kindling of the founders of the organization from the beginning (the value of the organization

is the collective values of the founders. Values will not be changed easily, and it is this core that attracts like-minded creators to participate in * * * innovation, which is the most important step for future organizations to achieve empowerment. The traditional group

cultivating talents in enterprises on a large scale in the form of

management trainees

. In recent years, both the attraction to top talents and the ability of continuous innovation are very

lacking.

The cutting-edge innovative enterprises are characterized by distinctive culture and values. From Google's

admiration for top talents and the culture of not doing evil, to Facebook's geek culture and feelings of connecting with the world, to Uber's idea of sharing the economy and its vigor and domineering impact on the traditional model, it is these cultural incentives that bring the best talents to Silicon Valley and even the world.

in the era of industrial revolution, the mission, vision and values of * * * are only the luxury pursuit of the best enterprises, while in the era of creative revolution, like-minded enterprises are the basic requirements.

Therefore, the founders of these innovative leading enterprises naturally have the temperament of evangelists,

No matter Mark who founded Facebook? Zuckerberg, Jack Ma, the helmsman of Alibaba, and

elon musk, nicknamed "Iron Man in Silicon Valley", their courage to change the world and

their initial intention to promote the progress of human society are the real reasons to help them unite top people.

it is worth mentioning that the road of like-minded creation corresponds to a brand-new cooperative relationship.

In a traditional enterprise like Wal-Mart or Starbucks that values employees, employees are called

(associates), while in an enabling organization, creators who share the same vision and values are called

(partner). Different from the seniority of consulting firms < P > or law firms focusing on ability, experience and connections, the new partnership gives higher weight to creativity and < P > values.

intelligent commerce

in today's era,

scholars and researchers are entering the human-empowered organization

and the higher

group

of the four major machine learning conferences

, as well as Sebastian Te, the father of Google's driverless car. What attracts these top creative talents is the rich R&D investment and unparalleled technology (data) platform in these enabling < P > enterprises. Through this

, being able to cultivate and help them realize their own dream

lies in investing in people and

the

theory of this partnership relationship does not need to be protected and defined by organizations. The wonderful thing

is that scientists often wander freely between enterprise organizations and universities, and the firm and persistent value

in fact, these subjects

view.

Stimulate effective interaction between people through organizational design

Motivation focuses on individuals, while empowerment emphasizes the design of the organization itself and the interaction between people

. With the continuous development of Internet technology, the < P > relationship between people within the organization is also closer. It is pointed out that the design of the interaction mechanism between people may be more effective for the < P > organization than for the individual.

Google's well-known free services not only provide employee benefits

and improve employees' productivity, but more importantly, increase opportunities for interaction with each other, thus

improving the possibility of innovation. When I visited Google in 2119, I noticed such a

detail: Generally, the waiting time of Google employees' meal Jin will not exceed 4 minutes, which is just

so that people can simply chill and communicate; If the waiting time is longer than 4 minutes, people will take out their mobile phones and do their own things when they go to

. Google's good intentions are evident.

Creation needs inspiration, which is difficult to plan in detail. What organizations can do is only

provide resources and environment that they can't get when they are independent, and the most important thing is to let them

get opportunities for full interaction and have more possibilities of spontaneous collision. Only in this way can they

create greater value.

Take Google as an example. Five Google employees were playing billiards when they happened to meet the founder

who publicly expressed dissatisfaction with the advertising quality of the company? They collided with a

brand-new idea in the chat. Everyone was very excited and spontaneously used the weekend to make the original < P > model of the product. Legend was born, and on this basis, one of Google's most important revenue-generating products,

Adwords (keyword bidding advertisement), was developed. More interestingly, none of these five people

is an employee of the advertising department.

Behind the legend is still the design of a series of supporting mechanisms: in the early days of Google, for a long time, in Larry? Page presides over the staff meeting held every Friday afternoon.

All the ongoing projects of the company will be announced, and employees can challenge and discuss. Employees have

high autonomy and can mobilize resources across departments; Wait a minute. Therefore, the machine < P > system design that promotes collaboration is an important field of organizational innovation in the future.

how do these three basic principles of empowerment land and become the original DNA

? According to my previous work experience, I also refined the application method of empowerment into three points.

first, the construction of culture. From the perspective of synergy, an organization must be a value

*** isomorphism. Only when the individual, team or local innovation efforts in the organization are consistent with the overall price < P > value goal can the maximum innovation efficiency and value realization be achieved. For an enterprise

, the importance of culture is beyond doubt. In this era of great change, do you firmly believe in

your own corporate culture, or even spread it with the mind of a preacher, to attract people with the same aspirations

After Alibaba introduced the partnership system, many companies followed suit, but I note that

people who get together

smart business

means that there are many phenomena of learning from the east. The essence of the partner system is like-minded,

which requires the partners to share the same ideals and visions. However, the partner system of many companies

actually turns like-minded teams into profit distribution gangs, which is completely a diversion.

second, talent recruitment. straight