Designing a company partner's system can be divided into three parts to describe, the first can describe the purpose of the establishment of the system, the second can describe the scope of the system applies to, the third can be described in the third specifically what system.
Partnership system example 1
"Yabuli China Entrepreneurs Forum 15th Annual Meeting" was held on February 28 - March 2, 2015 in Yabuli, Heilongjiang. Yu Liang attended and delivered a speech on Vanke's business partnership system.
Yuliang's view of talent: talent is actually more important than "capital"
There are many innovations in an enterprise, such as business innovation, product innovation, etc., but innovation in the enterprise management mechanism may be more fundamental.
I very much agree with Shen Nanpeng's statement that "the most important thing is people". More than twenty years ago, Wang Shi said that talent is the capital of Vanke. What China lacked at that time was money, and treating talent as capital would undoubtedly attract many people. Since we were in Shenzhen, all kinds of talents were converging in Shenzhen, the best special zone in China. At this time, Vanke started from scratch to become bigger, and then went public, we realized that after having a little bit of money, talent is something more important than money. That's why we say that talent is the first capital of Vanke, and we think that talent should not be equated with capital, but should be higher than capital. In the past few years, we have encountered new impacts and challenges, and in the era of global Internet, we found that talent has become the only capital of Vanke, as if we can still find other resources. If you have good shareholders, you can fight for your father, and if you have a good father, you can do it. For a company like Vanke, we don't have a monopoly on resources, and we don't have absolutely controlling shareholders, so talent becomes the only capital that Vanke can rely on.
Second, the talent mechanism: all the way to change, Vanke three phases of the three major practices
For such a change, Vanke in the back of the three stages of understanding, representing the three different practices of Vanke.
In the first stage, the entrepreneurial period put forward the idea that "talent is capital" and emphasized the idea of "recruiting excellent talents"
We attracted all kinds of heroes and heroines to gather in Shenzhen to participate in the entrepreneurial process. As long as the outstanding talent we welcome, so at that time we have a saying: "talent is a rational river, where there is a valley, where to converge."
The second stage, when "talent is the first capital" was put forward, the "professional manager system"
was launched, relying on the ability of professional managers to run the enterprise well and create value. In 2008, Vanke's history appeared for the first time a small problem, where it appeared? That year, Vanke's growth, both in terms of scale and profit growth declined, which was the first time in history that it had declined. For this reason, our management team didn't get bonuses that year because of the decline. Creating value is our vocation, and for professional managers, creating value is our mission. Then what value to create becomes the question to be explored. Is creating value just about making some money? We introduced this in our management content. In that year, our fully diluted return on net assets was only 12.65%, while the social average was around 12%. In other words, how much real value did our so-called best management team create? Then we did some math and felt that we were not doing a good job, just not destroying shareholder value, and that 12.65% should not be called excellent in terms of value creation. So we talked to the board of directors about a new program, discussing whether we can introduce economic profit awards, and whether what we pursue and what shareholders demand can be combined. We create the real value part and share the real created part. So the company asked a third party to calculate the average social return level every year, and only the part that is above that will be paid as a bonus, and the effect of this practice is very obvious. 12.65% in 2008, and in 2013 it was 19.65%, which is a 50% increase in the rate of return. It felt good. But then we ran into a problem. In 2014, our stock plummeted. It used to be that stock declines didn't matter to us; making good money and earning value added was enough. But was it really enough? The system of professional managers, and the demands of shareholders to today again appear contradictory, this is our internal challenges.
The third stage: professional managers and shareholders appeared contradictory demands, put forward the "business partner stage"
External challenges include what? Including our respected Mr. Liu (Liu Chuanzhi), Mr. Ma (Ma Yun), and occasionally including Guangchang (Guo Guangchang) brother, when it comes to professional managers are a little disdain, but Yu Liang except. Disdain where? Lack of commitment, lack of responsibility to bear, this is a very obvious lack. Professional managers are basically a package to win, not a package to lose, win is created to share with everyone, but lose with me, at most, I shoot the butt to go away is it. Therefore, there is a contradiction between what managers pursue and what they do and the shareholders and the value added. After 20 years of development of professional managers in China, they have been questioned. So a year ago we came to study how to find a new management method to solve such contradictions and answer such questions. We went to many places. I went to various Internet companies, also went to the traditional companies like Haier, soon ready to go to Foxconn, Midea, I also went to a lot of foreign companies, KKR, Blackstone has a great influence on me, but also includes our American counterparts. I found that some of their practices are not quite the same as mine. The main difference is the partner concept. So after more than a year of thinking, groping, a year ago on March 15 began a business partner attempt to upgrade from professional manager system to business partner.
Three, the new period of Vanke "business partners" of the three practices
From professional managers to business partners between the one thing more, if the professional manager is *** create and *** enjoy the words, the lack of "*** burden". This two words. The requirements of business partners are: *** creation, *** burden, *** enjoyment. You create value, of course, you can share the results of value creation; if you destroy the value, you should bear the corresponding responsibility. So the development of *** create, *** enjoy to *** create, *** burden, *** enjoy. Specifically we work at several levels:
The first level, the above 2,500 core backbone shareholding plan
We rolled over the collective bonus, entrusted to a third party to buy company shares. Not only to create real value, but also with the interests of shareholders can be tied to a piece, with his gains and losses tied to a piece. Although we have no way to eliminate the volatility of the capital market and the preferences of the capital market, we have no ability to change it, but we should be the same voice with the shareholders, *** warm and cold, this is something we can do, so that the shareholders know that our management team and the shareholders are closely together. That's why today more than 2,500 key employees of Vanke hold more than four percent of Vanke's shares, which is very little, but it is also the second largest shareholder of Vanke. We have changed our status to professional manager and business partner, working for both shareholders and ourselves. The problem that has plagued us for many years, who should be in front of the shareholders and employees, has finally been solved, because our identities have become the same, and we have become the same on the basis of interests.
The second level: the middle of the "project investment system"
Can the problem be solved with equity incentives alone? It's not enough. We have more than 2,500 key employees, what about the other employees? The equity incentive thing, its fundamentals can be controlled, but other aspects of the fluctuations can not be controlled, and with the staff's personal feelings are also far away. Therefore, we have adopted a practice similar to PE, that is, the project investment system, we require the project operation team must invest in their own projects, and employees can voluntarily invest in their own projects, or all the projects. After the implementation of this system, it has a very good performance and solved several problems. First of all, it solves the problem of investment. In the past, like the Development and Reform Commission, we had to approve the projects, and the bad ones had nothing to do with it, so we could shoot our asses and go away, and in case it was good, we had to take the projects as the main focus. Previously opened two hours of project decision-making will now five minutes to solve the problem, he himself are willing to take the money put in it, then why we do not allow him to vote down it, why we do not agree with him to invest in this project?
In fact, we used to do the project to spend money on this thing is fun, especially designers have taste, the more the house is built the more beautiful. Now spend money is spent on the customer to go? Or spent on your designer's feelings? This matter has never been discussed, because designers have a desire for achievement, the ability to hire the best designers to do the work, and then remodeling, think it is very good, so spending money is usually spent more. Until today, we feel that money should be spent on the perceived cost of the client, saving him money. Because the customer's purchasing power is limited, how to let him buy the best cost-effective products and services, this time again with the company's shareholders.
After following the investment, we also found that the real name report is more than before. Vanke is still relatively strict, but in this society such a situation still occurs from time to time. The more real-name reports, I think it makes sense, before the damage to the interests of the company's behavior has nothing to do with me, I expose the people found out I'm still unlucky, at most anonymous report on the good. Now there is a part of me in the damage, that will rise up, no longer turn a blind eye. So with this change, the business partner's follow-up system is our second innovation.
The third level: the executive level of the "event" partner
The third aspect, the big company has a big problem, that is, the responsibility and rights of the departments, and how to divide the boundary there are times when the delineation is not clear, so we set up the event partner. A thing, for example, to the customer to save cost this thing, temporary organization event partner involved in the work task inside, things to solve on the dissolution, back to their respective departments.
Of course, we still have a lot of questions about where the money will come from and whether there will be any short-term behavior. If it's purely a project to follow the investment, there may be a short-term behavior problem, but we also have a shareholding plan, the fourth year to get the first year's bonus, and if you don't do a good job you have to pay it back, so you have a short-term behavior in the fourth year will be found, it will affect the performance of your entire stock, and it will drag everyone down.
So these aspects we are changing, we are also thinking about the project to follow the investment, in addition to the staff in addition to the possibility of letting the partner *** with join in. We discussed and experimented in Jiaxing to get the general contractor on board. We learned that our rival wants to sell the house one month in advance, we are one month later than him, so the house may not be sold. What did we do before? In the past, we gave the general contractor to let him work overtime, give me rushed out, spend a sum of money, is to sell the house we basically do not make money, because a lot of rushed to the cost. Later, we discussed with the general contractor, because he is a partner, he said don't worry I will find the best people to work for you, and also sell the house earlier than our competitors, so we can get the money earlier. We are taking this project partnership, business partnership thing, step by step forward and feel it out.
I am thinking that after more than 30 years of development of Chinese enterprises, we need to make new attempts and explore the management system. Vanke's attempts to create business partners over the years have been quite successful, so I'd like to briefly report on our approach and thoughts.
Partnership System Model 2
I found that there are three differences between the internationally famous design firms and ours:
Firstly, there are fewer children and more old men in the company, and the golden age of a good designer is 35 to 45 years old, because this is the time when they have already had a very good income, and they know how to live, and they know how to be extravagant. . This is not my words but the partner of Five Corners said, he said: people who can afford to consume the design of the talent pe as designers. (Blue note: yes)
Second: famous designers have grown up in famous firms, where they can work for a decade or decades. (Blue note: That's not all right.)
Third: famous design firms are all very elegant and all look like beautiful museums. (Blue note: make yourself comfortable in a beautiful and relaxing environment, is everyone's aspiration. Yesterday's reading, talking about Song Huizong, the artist for the politicians of the three major faults, one, love to listen to flattery, two, love the pursuit of luxury and beauty, three forget, Zhao Ji with Cai Jing this power, Cai Jing itself is a great calligrapher, calligraphy and painting with the same source, Zhao Ji and he sympathized with him, understandable. So when the politicians wise words, looking for people must complement each other, can not be the same as their own)
I decided that I want to be internationally renowned design company as a role model, but first I want to keep my partners, so that they believe in me, believe that I can let everyone live a good life, after the age of 30 years old we do not change careers, we do a lifetime of designers when the fashionable old man, when the design can afford to consume the people.
This is the reason why I want to reform, when the morning design 100% belongs to me alone, this morning design 100% does not belong to me alone.
I can choose today's lifestyle is my luck, first of all because I am lucky to know a lot of people, these people are the elite, most of them are my customers as well as customers of friends, I have an advantage is really, is that I can always make friends with my customers, (blue note: can become a real friendship level of friends, not the level of interests of the friends, is my aspiration, but really! Well rare, it is difficult to transcend, and some things are difficult to distinguish clearly, Wei to say so, not necessarily really can do, can become friends, but also to have the time, the right place, the right role, when the idea of *** Ming, *** with the same language, happy *** enjoy, will happen, and the elite to make friends, only since they are also half a catty eight or two, or cheek is extremely thick, it can be) is not a friend of wine and meat, and not a friend of sauna, and not a friend of the night. Not sauna friends, more not nightclub friends, is the real friendship level friends.
We developed into such a pattern, and some of my clients have inextricably linked, the first person is He Jie, he is famous for doing corporate mergers and acquisitions of lawyers, we are for the Sino-Ocean Land services, he is responsible for real estate listing, I am responsible for the listing of the image of the preparations, and so we know each other. He liked me very much and asked me to design something for their company. I then had the opportunity to ask him for advice, because he is an expert in corporate structure. Once I told him my situation, he said partnership, this is the only thing that works, because you are brain labor, the company's balance sheet is almost equal to zero, and your work is exactly the same as lawyers. Law firms can do 1,000 people, and you can, but you can't go public, so you're just going to be in a partnership. (Blue note: it is important to love to learn and know people)
Then I simply do not understand what is a partnership, Mr. He said that he had seen the United States Parliament, I said I had seen, he said that is the case. I said that the company listen to who, he said everyone ah? Minority obey the majority, but the founder will have some privileges, such as the founder of a vote top three votes. I said: what does it matter? Then the company is not my? He said: this kind of company was not your, the core value of the enterprise is the talent, people go away what all take away, you have nothing.
This is my initial understanding of partnership, I can say that I rejected, very resistant. Wouldn't shareholding work? Isn't pretending to give some so-called dry shares generously the same as a blank check? For the boss, no pain, no gain. So I began to study and research this industry, and I realized that creative industries are fundamentally different from traditional industries. The most important means of production in traditional industries is capital. The reason for you to be a boss is very simple: I have capital. The factory building is rented by me, and the machine is bought by me, so I am the boss. It is not easy for the employees who work here to become the boss by themselves, even if you have learned the technology, management, and market, it is useless because you don't have the capital. So the core of the company law is to protect the capital (capital) security.
The creative industry is not that, because this line of work does not need capital, the most important means of production of this line of work is talent. As long as there are people looking for you to work, you can be your own boss, do not care to consider the capital, there is no office at home to do it okay? No office at home, can you do it? If not, you can do it at Starbucks, and you can receive customers who want to be creative, so the management experience and methods of the traditional industries are not useful for the creative industries. You want me to punch a clock? You want me to punch a clock? You want me to produce a certain amount of work or something? You want me to work overtime without complaint? Then I'll quit, okay?
Don't listen to those bosses who lie to you and say give you shares of the bullshit, if you really give you let him put your name and shareholding ratio written on the business license, so the lie is not broken. Because as long as you own the shares of an enterprise, you enjoy the right to dividends, you can not be used to work, the end of the year with an accountant to find his dividends on the line, which is provided by law. Creative industry is the most afraid of this "dead people eat living people", shareholders, a lot of enterprises can not afford it, will certainly close down. After studying I found a lawyer He said it seems that there is only one way to eat at the same table, each pay, AA system? This is a partnership. He said: "You are very smart." (Blue note: eating at the same table, each pay, that is, partnership, this metaphor is interesting.)
During this period, I asked Wang Zhonglei for advice, and at that time I was doing design for Huayi Brothers, and he often came to our company. I complained that designers have too much personality, it is really difficult to manage ah. He laughed and said: Is it difficult to manage directors or actors? Or is it difficult to manage designers? Of course, I know the first two are more complicated, so I kneeled down to ask for advice.
He said: the key is that those of you who open the design company, are selfish and narrow-minded people, you deprive the designer of the right to sign, the right to reputation, designers to this you work without honor, without a sense of achievement, of course, unhappy, people are not entirely for the money. Look at your design industry, famous designers are bosses? But after becoming the boss of the designer where there is still creativity? Isn't your creativity from the ordinary designers? Why do you deprive them of the right to become famous designers, you should help them become famous designers! (Blue note: Wang Zhonglei said it really well, I have to watch more of his interviews and videos, and also, we have to let the designers of Blue Blue Design have the right to sign their names, and help them to become famous designers. When the boss after the designers often do not have time to do the design, creativity began to decline, people's energy is limited, it seems that this reasoning people have long understood, which must also have a solution, look at people Steve Jobs)
"But they became famous, leave me how to do?"
"That's only natural, who is not a slave to anyone! People will leave you faster if you don't." (Blue Note: Yes, no one can hinder the development of others, only the achievement of people, not to hinder the development of colleagues, only the establishment of a good platform and mechanism for everyone to develop. Selfishness and Shaanxi narrow-mindedness is the enemy of business development.)
So, in all fairness, the morning design of institutional reform is not difficult, but changed three years are my inner struggle to put my business really divided into my partners, it is designed to rely on talent, protection of talent, retention of talent. (Blue note: it is easy to understand the truth, it is difficult to implement, can't Wei Lai's partners feel his struggle? Impossible, so now his first batch of collaborators left half, compared to Ma Yun's 16 will remain for one or two decades, Fosun is also the same, or to have a big heart) Its approach is to let an aspiring young man in the design industry, with 5 to 10 years to become a famous designer in China, so that the design of the profession he can rely on for life, and let our partners to become a member of the upper class.
I want Morning Design to become the Huayi Brothers of China. Ten years from now, if you go online and look for famous designers in China, and if there are 50 of them, and 25 of them come from Morning Design, then 25 of them are the owners of other companies. Haha, if that's true, I've succeeded! It's like Wang Zhonglei is not an actor or a director, but it doesn't hold him back from acting in that industry. (Blue note: watch Wang Lifen interview Wang Zhonglei, the most time, Wang has more than 10,000 mass actors, the most people in charge, Wang laughs and says: when the boss of how many people, you have to pay how many people. (Wang is a businessman of operation and management)
I also learned production management with Wan Jie of Artron, art talent agency system with gallery owners, and how to scale up with Li of Zhihong Group (China's No. 1 brand of educational books).
Simply put, partnership is the most primitive form of cooperation in business, but it is still a must for many industries, such as law firms, fund management companies, architectural firms, and so on. It does not depend on contracts, but on a fair distribution system, democratic decision-making and friendship among partners. (Blue note: these can be specialized to understand.)
Partnership is parliamentary, its shares are not portable, when you leave the group you can only take everyone's blessing. That means that after 15 years, when I retire, Morning Design will no longer belong to me except for a lifetime honorary employee award, and the shares that originally belonged to me will be re-divided equally. (Blue note: in fact, this form may not be accepted, or the model of money according to the working hours, there is no once-and-for-all dividend model. Greatness is simmering out, someone must sacrifice. Even Warren Buffett, Guy Envy, Zuckerberg, Niu Gensheng, are getting huge benefits, shares a few years before deciding to donate, normal people at a young age willing to give up their due, it is difficult. Or in office has earned enough fame and money, this kind of still will cause a rush to action, right)
This is the last week we partners meeting also said things, we must improve our various decision-making system of democratization as soon as possible, wait until we, the founders of the retirement of the young people to hand over to the successor in a nice morning. If that happens, the six of us will have created a great company for the Chinese design industry.
I've gotten this far because I was tired of the low-grade designer life when I started. I solemnly tell you today, I have long been not a designer, I have rarely designed anything since 2003, those works are the masterpieces of my partners and the designers of the morning design, you can not like me, denigrate me, but you do not denigrate them, they are China's most outstanding contemporary designers. Who am I, you ask? I am China's most outstanding contemporary design entrepreneur. (Blue note: Bao Yimin, too. Design to a certain extent, will find that the design is very small, unimportant part of business operations, to determine the life and death of the business of another other, often to entrepreneurs turn. White horse Han Ziding, also so.)
Lastly I would like to say, pay tribute to the Washingtonians, because they created not only the regime, but more importantly, the rules to maintain equal rights, the rules of this natural human rights has continued for 200 years, and so far look okay, right, after all, we have not come up with a better way. And most of the commercial design we engage in, and all the brain work that can be scaled up, was born in this country.
Partnership Example 3
In previous years, people talked about professional managers, but today they talk about partners.
These two concepts are in fact the earliest Western concepts. The "professional manager" is a product of the industrial age, closely related to the traditional manufacturing industry, and later extended to other fields, while the "partner" was first created in the service industry, including lawyers, accountants, financial analysts, etc.
Today, we are talking about the partner.
One of the key reasons why China is talking a lot about partnerships today is that we are entering the era of mobile Internet entrepreneurship. This era has a significant feature is that the technology and thinking of the update iteration is very fast, the learning and growth of the enterprise is also very fast, which requires a company to find partners to *** with the risk, bear responsibility, make up for each other's shortcomings, and work together to move forward. Mao Daqing also said when talking about this point: "Why is it that partners have become so important in China today? It is because a large number of new enterprises are constantly growing, and there are as many as 500 to 600 new startups in Beijing every day. In such a state of affairs, everyone is constantly iterating and updating, constantly growing up from the competition, and the learning cycle has become very short to grow fast."
And that's when the traditional professional manager becomes less important. Commenting on the difference, Feroldi says that a manager's role is to find out what sets an employee apart and then put him in a useful position, but a partner does significantly more work. Actually, how much more? A professional manager can ***create*** and ***enjoy***, but you can't have him ****ing with you when the business is at great risk. Professional managers are synonymous with the professional division of labor in the enterprise, he will uphold the principle of professionalism, only to do their share of things can be, do not have to care about other people or other departments. The partner, on the other hand, as a stake***somebody, can embrace the uncertainty of the future of the enterprise and adapt to the challenges that uncertainty brings.
What kind of partner does a startup need?
Today, it's not the time to go it alone and be a hero. Bao Aile cited the example of a friend of hers who started a business in the Internet finance industry and now has a Series D round of financing, but has no partner, and in fact, this friend has had a partner with rich e-commerce experience before, only to part ways in less than a year. These two people one has a strong ego and very strong drive, the other has a keen insight, but because of some differences did not end up together.
So the question is: What kind of partner do startups really need?
Bao Aile cited the partnership system of 3W Café as an example, saying that in the first stage of the café's opening*** there were three important partners, who were very complementary to each other, with one having experience in the product of an Internet company, the other in strategy, and the other in market operation. And, the three people's personalities are also very different, so all kinds of quarrels are inevitable, but because they are based on a **** the same vision, so after a period of debugging, in a fluctuating interval to adapt to each other, and finally into the integration of the best.
This is also agreed by Mao Daqing and Longyu, who share the same view that a startup can't look for homogeneous partners, but should look for partners with different genes, different knowledge, and possibly different experience, which means that your partners must be a bit more colorful. However, the partners must have a **** the same philosophy and vision, only then can they twist into a rope, only then can they go to the end, and only then can they form the most fundamental back to back trust.
How to find such a partner? Mao Daqing believes that the founder's circle is now very important, this society is a cross-circle culture of society, the founder should be exposed to a wide enough crowd in order to form a wide enough vision and perspective, and from which to find the right partner. "Some (partners) are classmates, relatives, hometowns, and some don't know each other at all, but they come together very quickly, and I think that's ability and destiny that can't be obtained by hard work."
What do startups do to keep partners?
Mao Daqing said he had this observation, "Entrepreneurship is now a fad, go out and say I'm an entrepreneur feel supreme honor, and the moment I say I'm still a professional manager, I'll hang my head in shame." In fact, this also implies the following question: also as an entrepreneur of the partner what is the most important thing? The partner's eyes are put in a golden light, this golden light is what kind of thing?
This golden light is, of course, the dream, the passion to create for the dream.
What is the best way to keep a partner? Of course, it is to create a platform for him, give him space for development and upward channels. Mao Daqing said: "This channel is not to rise to what position, the most interesting thing about the partnership system is that you are not interested in the position. If you are interested in the position, this company is not a partner company, tomorrow I become a vice president, senior vice president, executive vice president, etc., these in the partner company, you do not even want to hear."
Bauerle also shared the experience of 3W Group. She said 3W is a complete system integrating startup cafes, incubators, startup funds, brand promotion, talent recruitment and other businesses. Each business has a person in charge of it, which is a bright line. The dark line is that all the businesses are connected and are closely linked to each other. This is the same as giving these partners enough autonomy, giving each of them a platform for free development, the partners are naturally very motivated.
The benefits of this go without saying. Xiaomi can also be said to be a typical company of the partnership system, several partners are each in charge of different areas, this system makes Xiaomi's development is extremely high, in five years into a tens of billions of dollars in market value of the Internet company.
This is just as Mao Daqing said: "A good startup is to make the cake bigger, not to let everyone share the cake. You have to make the cake bigger and bigger, so that each (partnership) has its own cake, made a bigger and bigger cake. It's not how this cake is distributed, tomorrow you come up and squeeze me a little bit, I come up and squeeze you a little bit, that's the problem with traditional business."
So, startups can only retain good talent and turn them into partners, giving them a platform for development, which is the "living water" of business culture.
The above is what I shared today, I hope it can help you.