Due to Ali's extensive influence in the industry, the famous management axe has also been learned and absorbed by many other excellent enterprises. For example, Didi Company borrowed the axe and formed the way of Didi management.
Different from the traditional concept of team management, it is more important to manage managers' methods and systems in a concise and easy-to-understand way.
2. What is Ali's "three axes"?
Management axe refers to the three core links or actions of effective management. Specifically, the three axes are different for grass-roots, middle-level and high-level managers and different management levels.
1), three indicators of grass-roots managers: setting goals, pursuing processes and obtaining results.
2) There are three indicators for middle managers: "Hire &; Fire ","team building "and" achieving results ".
3) Three indicators of top managers: pulling hair, looking in the mirror and smelling.
3. The principle and wisdom of "three axes"
Ali divides managers into three levels, namely, grass-roots management, middle-level management and high-level management.
Three axes of grass-roots management: setting goals, following processes and obtaining results. Goal setting: goal-oriented and result-oriented thinking can play the role of motivation and assessment.
Follow-up process: follow up the progress of the project, track the details and progress, constantly feedback and improve, and there will be no mistakes in the process.
Get results: Use results to evaluate and compare goals. Adopt the "six-point work system", that is, no more than six urgent and important things.
Three axes of middle management: recruitment and dismissal (recruiting talents), team building (building teams) and achieving results (achieving results). Hiring and speculation: Recruiting outstanding talents can prove the external link ability of middle managers.
Team building: A good team is like a well-trained army, and different positions have their own duties.
Get the result: still result-oriented. Without a good result, it is futile to work hard in the process.
The three axes of high-level management: grasping hair, looking in the mirror and smelling. Grasping hair: the ability to see. Enterprises can only go further if they have a broader vision than ordinary people.
Smell: heart. Top management needs to make the company taste the same, that is, share common values.
Look in the mirror: chest. The Book of the Old Tang Dynasty said: "A husband takes copper as a mirror, history as a mirror, knows the rise and fall, and people as a mirror to know the gains and losses." Ali people take each other as a mirror and grow up with each other.
In addition to this management axe, Ma Yun also shared the axe of strategy and tactics at Lakeside University:
Before making a strategy, enterprises should be clear about what they have, what they want and what they can give up. Taobao's mission is: let the world have no difficult business. When Ali was founded, Ma Yun put forward two visions: Ali wants to live 102 and become one of the top ten websites in the world. Ali was founded in 1999, and 102 can span three centuries.
Before setting the KPI, Ma Yun said, "If someone tells me that he has adjusted his strategy, what I am most concerned about is which departments are you going to close? Which departments will be merged? Which leaders are responsible? Which leaders stepped down? This is the beginning of the strategy. "
Through years of study and time, Ali summed up the concept of management levels suitable for the development of his own enterprise, and thought that management can be divided into three levels:
The first level: managers gain their value as managers by making friends with their team members, giving them opportunities, supporting their development and coaching their progress.
The second level: a middle and senior manager must understand that an excellent manager realizes the value of other teams through the efforts of his own team. All our sub-teams are the ultimate goal of the big team, a link and an inseparable part. We are each other's soil defects and indispensable creators in value transmission.
Three levels: a senior manager realizes the value within the system through the value outside the mature system. Through the fog of managers, excellent managers are managing their own inner beliefs.
2. What is Ali's "three axes"?
The three axes of management refer to the three core links or actions of effective management. Specifically, the three axes are different for grass-roots, middle-level and high-level managers and different management levels.
1) three indicators of grass-roots managers: setting goals, pursuing processes and obtaining results,
Set goals: We need to know the goals of ourselves and the team, and everyone knows them. Set goals for the team and clearly tell them what our country hopes to achieve after three days.
Pursuit process: In this process, continuous improvement and feedback are needed. Besides setting goals, we also need to know how to divide the work. In the process of implementation, the team encountered various problems, whether understanding or ignoring, fast or slow. We must follow every detail and process. The clearer the front line, the more we know where the problem lies.
The result: grass-roots managers can fight at every stage and finally get it. Therefore, they are paid in the form of results and applaud the results. Front-line managers should produce clear results at each stage, otherwise they will not meet the standards. Adopt a six-point work system (no more than six urgent and important things, make a plan and then quantify the goal summary).
2) Middle managers have three indicators: recruiting talents, building teams and producing results.
"H | RE & ampF|RE" When recruiting managers in Alibaba, if managers can't find suitable talents, they are not good managers.
”TEAE BU | LD | NG”； Middle managers must build a team and give you a group of people to manage. How to build a team, a team should have morale and combat effectiveness.
"get the result": the result of people and things are important.
3) Three indicators of top managers: pulling hair, looking in the mirror and smelling.
Pull your hair: a person will think upward, which is a kind of vision. Often the bottom determines the head, but we should not only think and do things from our own standpoint, but also think from our own standpoint, such as the boss's point of view. The purpose of pulling hair is to open your eyes.
Look in the mirror: We should be the mirror of others, tell others what's wrong with you, and let others look at you at any time, so that we can support each other and grow up in this soil.
"Smell it": You should be more sensitive than others to discover the problems that have not yet sprouted. Besides, you should be able to find many things that others have not found. It can not only discover many things that others have not discovered, but also represent your judgment on the future and your personal thinking in soul, philosophy and spirit. (true, responsible, treat people as people)
Joined Ali last year, and was told to go to a large area to participate in the bottom three-board axe in March this year. At first, I didn't know. Finally, my old colleague Ali P6 said that it was particularly painful. Discuss projects during the day and empower yourself to do PPT at night. The next day, the group provided backstage, executives, customers and judges, and randomly selected one person from the previous group to speak PPT. It's an honor that I was the first person to be chosen. We worked until dawn at two o'clock the first night, four o'clock the next night and the third night. What is precious is that no matter how late it is, the management is with us, so I won't say much.
Comet's answer is very comprehensive and in place, more detailed than I know!
As a manager, I know the principles of these three axes very well. Let me just talk about the essence behind the three axes.
First of all, no matter what class of managers, they must eliminate the human weakness as individuals in order to give full play to the integration advantages of the team. This is what any management team should do. Humanization should not be expanded but weakened in organizational behavior! Yes, in the external behavior of teams and organizations, in order to achieve goals calmly, reasonably and efficiently, we must weaken humanization!
Secondly, the result is always the first! Instead of deliberately weakening the importance of the process, all participants should understand that success is the only reward, which is the foundation of survival! Only in this way can we avoid the negative emotions of sympathy, tolerance and muddling along in human nature and prevent the iron curtain from being artificially torn and connived!
Thirdly, whether people or organizations, the decision-making mind is very important! All roads lead to Rome, you should learn to find the best cost-effective method! Therefore, you must also be a learning talent, an efficient optimizer who can accept new things and quickly turn them into nutrients, and a second-level supervisor who has the ability to sit in a higher supervisor position! Finally, criticism and self-criticism are more important! Examine yourself, improve yourself, criticize others and help others. You and others are part of the organization! That's why I said to destroy the part of humanity. We all have human weaknesses. However, after overlapping and integration within an organization, terrible inertia and hidden rules will be formed, which will eventually destroy the organization! Therefore, if a team and organization want to maintain vitality, they must weaken the weakness of human nature and use sincere criticism and self-criticism as weapons to achieve it!
Some ideas about humanized management were very popular a few years ago, and now they are respected by everyone. What I want to say is that the essence of humanization is to stimulate the advantages of humanity and multiply the positive role of humanity in an organization or team. As a representative of welfare, enjoyment and rights, it should not be over-consumed!
The above are my personal views on the management of Sanbanfu, hoping to help everyone!
Ma Yun screwed up the listing of ants, but Alibaba's success today has a lot to do with Ma Yun's management of Alibaba.
18 Lohan headed by Ma Yun, 1999 was founded in Hangzhou. Up to now, Ali's business has involved many fields such as e-commerce, finance, life service, mobile payment, health and wealth management. And it is an industry leader in many fields.
Although Ma Yun "overturned" in the recent listing of Ant Financial Services, Ali was affected by it, and its market value evaporated by nearly one trillion yuan, even being sued by US shareholders, but Ma Yun's management of Ali still discouraged many entrepreneurs. Ma Yun manages Ali not by bragging and "painting cakes", but by the "three axes" at the core of Alibaba's management.
Alibaba's "three axes" can't be explained clearly in a few simple words, and it may need a very thick book. Here, the simple analysis is divided into three levels.
0 1, grass-roots three axes, is the foundation of enterprise development. Alibaba's "three axes" of recruitment and dismissal, team building and results-based management are in-depth considerations of enterprise management from task execution and landing. The execution and efficiency of grass-roots management will determine the smooth operation of the whole enterprise and is the cornerstone of the success of enterprise management.
For a simple example, Taobao, as a representative of e-commerce, needs to serve tens of millions of merchants and hundreds of millions of users. Every customer service is a banner of Taobao. Whether the service can solve the problem or not can be reflected from a customer service. If the recruitment control of customer service is not in place, tens of billions of investment is likely to be wasted because of a customer service. Of course, if a customer service leaves Ali because of a bad job, it will have a negative impact on Ali's corporate culture and affect Alibaba's integration of the industrial chain.
Only by doing a good job in the recruitment process can we build an excellent team and fight alone, and Ali will definitely not reach today's position. Alibaba's Excellence is not made by Ma Yun alone, but by an excellent team.
Only by watching the results with the team can we get good results, and the grassroots team has a solid foundation, which is the fundamental reason for Alibaba to survive in the fierce competition.
02. The "three axes" at the middle level, the transition from strategy to implementation. Understanding the strategy, building a team and being a director are the three axes of Alibaba's middle management, which play a key role in connecting the preceding with the following, enabling Ali to have the ability of rapid expansion and high-speed operation. The basic level is the main body of implementation, the top level can only formulate strategies, and the middle level is the lubricant and power converter in the middle. Alibaba's training and attention to middle-level cadres is rare in the industry. They have both rights and responsibilities. They should not only understand the ideas and directions of senior managers, but also turn their strategies into executable tasks.
The strategy is empty, just like Liu said that Ma Yun is a liar. Liu's understanding of Ali's strategy is one-sided, without considering Ali's middle management. It is the key value of middle management to turn "cake" into various operation steps from dough mixing, pancake making and seasoning, and then hand it over to the grass-roots team for implementation. They should not only understand the strategy, but also establish grass-roots teams, so that the teams have the ability to perform tasks, and they should also be good directors, so that every step can be completed with good quality and quantity.
The "three axes" of middle management are the confidence of high-level strategy and the source of grass-roots implementation. The outstanding performance of middle managers has provided Alibaba with lasting development momentum.
03, the top "three axes", good strategy, good referee Ali's "eighteen arhats" is a miracle in the business world. Many people can't understand how so many founders took Ali forward, which has a lot to do with Alibaba's top three axes. The top management team has pushed Ali from obscurity to the historical commanding heights around three core principles: specifying strategy, building land, breaking things and employing people.
Top management didn't hedge their stocks. They can solve this problem by drinking tea. Alibaba has nearly 40,000 employees, and the decision on where to go and how to go is in the hands of the senior management team. Ali executives have highly integrated the formulation of strategies with the market, and the timing of launching various businesses is just right; Build a good resource and platform, tell a good story, and give the handover stick to the middle management team for digestion; At the same time, doing a good job in the management of major events and key talents and keeping pace with the top management has provided a fundamental source of wisdom for the rapid expansion of Alibaba's business.
Summary and analysis: It sounds ordinary, and there is no bright spot, but Ma Yun can make Alibaba's team really implement in place, the top management can restrain, the middle management is willing to pay, the grassroots can work, and hold high the "three axes", so that Alibaba can take the lead in the torrent.
No matter how good the theoretical analysis is, it is also a written discussion. Ultimately, innovative and reliable strategies and effective implementation are needed. Alibaba occupied these cores and did a good job, so Alibaba succeeded.
However, Alibaba is not a myth. The unsuccessful listing of ants is the best proof. Ma Yun overturned the ants, where will Ali go? Managing the "three axes" will be Ali's last life.
996 is a blessing.
When people mention Alibaba, they always think of Ma Yun for the first time, which shows that Ma Yun has injected a soul into Alibaba.
Many people think that Ma Yun's success depends on bluffing, but few people study Ma Yun's business philosophy.
Alibaba's famous "management three axes" thought it was just a management tool, and everyone could imitate it, but it didn't feel bad.
First of all, Ma Yun is an expert. He can tell complicated things in words that ordinary people can understand. No one in the world can compare with him at present.
The three axes are actually: heaven, business and people.
Every new employee must first learn human nature when he enters Ali, that is, to be a man, to have a correct outlook on life, to be loyal to Ali, to the team and to the leader.
If you want to enter the middle class, you must start to understand the business way, which is the truth as a businessman. You should have the spirit of serving customers, consumers and Ali.
If you want to get into the top class, you must understand Heaven, which is the truth of learning. You must understand human nature, realize its needs, and then use technology to make use of it.
Ma Yun is very powerful here, giving you a chance to realize it. If you are smart, you will be promoted.
Let me tell you the correct answer: "vision, mission, values".
Ali manages three axes: pulling hair, looking in the mirror and smelling.
The three axes at the grass-roots level refer to recruiting and sending, building a team and producing results, which are the landing and execution level of tasks and a single module from doing things to being a man;
Ali must evaluate "values". If the value is not good, it cannot be reused. Those with bad values perform particularly well, commonly known as wild dogs. Will not be promoted. Good values, but no performance, called white rabbit; Is also the object of expulsion. Ali's values: customers first, employees second, shareholders third, everything for customers.
Grass-roots management, middle management and top management! The grass-roots level is to obtain market information, collect and report it, while the middle management controls the operation adjustment of each team and reports it to the top level. The top management looked at the whole game of chess, and which chess piece fell off the chain and adjusted it in time to consolidate the operation ability and profit achievements of the whole company. The three complement each other and must be twisted into a rope on the chain.