ByteDance's Organizational Innovation

Background information:

1, ByteDance jumped from 0 to 1000 billion in 7 years, and was established in Tencent 1998, Ali 1999 and ByteDance 2012;

Step 2 apply the matrix

Information: Today's headlines, understand the car emperor, understand the house emperor;

Short video: Tik Tok, volcano, watermelon;

Community: Pipi Shrimp, Mountain, Wukong Q&A, Banyuan, Tubo;

Education: study hard, gogokid

Others: Lark overseas office suite, FaceU is exciting.

3. Overseas business

Tencent: Globalization Office 70+

Ali: Globalization Office 40+

ByteDance: 230+ people in the globalization office.

The huge team of 45,000 people still maintains innovative vitality;

After reading the background information, I think the Internet can shake the whole world. ByteDance has built a long stick and found its fulcrum. Direction is a fulcrum, resources are a stick, and we need trends and innovations to vigorously incite what we want;

Case study: organizational innovation, how to learn from it and think deeply;

First, ByteDance's organizational innovation

1, the company's competitiveness is reflected in the products, and behind the products is the technical system, while behind the technical system is the team and culture, which is the most basic and important, and is our core competitiveness;

2. Organizations have different concerns in different periods: in the initial stage, enterprises pay attention to how to survive; During the period of high-speed development, we should pay attention to how to better organize operations; The focus of organizational development in mature period is innovation.

Second, Christensen: RPV framework of organizational mind-resources, processes, decision-making values;

1, what did you live on in the early days?

Resources, with talents, technology, channels, income and survival;

2. What do you do for a living in the second stage?

The process is flowing. After the company grows, the business becomes more and more complicated. If many people are recruited, the talent team will be diluted. This is usually used to increase the complexity of the company, add processes and rules, and prevent troubles and problems by adding processes;

Process = improving efficiency = rejecting change

If a process defines the ability to complete a specific task, it is equivalent to defining the ability to complete other tasks at the same time.

3. What does the third stage depend on? Guiding Principles/Decision Value

? It depends! Rely on what?

ByteDance's guiding principle is:

Three. Guiding principles/values? Or a process system?

Trilogy to Solve the "Dilemma"

1. From phenomenon to essence, what is the essential difference between the two management methods?

2. What are your ultimate business and management characteristics?

3. Select one of the dilemmas for system support.

?

Select one of the dilemmas for system support.

We only use detailed process systems in limited areas, and we prefer to use guiding principles and values. We tell employees what to do, not how to do it. The key to the success of this method is to find the right person and set the right authorization and incentive;

Carry out system support

Improve the density of talents and increase talents with overall awareness, good values and comprehensive knowledge.

If the recruiter's understanding ability is extremely poor, then the company's system must be very detailed. But if you are dealing with a group of high-quality talents, you can make the rules simple and simple and turn them into several principles.

Do challenging things with excellent people!

More context, less control principles.

Context means that more people participate in decision-making, so that more ideas emerge from the bottom up, rather than top-down strategic decomposition. In this process, more people need to make judgments according to the context, not according to the instructions.

Labor cost and ROI (return on investment)

1, providing the best ROI (return on investment)

2. The core competitiveness of the company is the level of ROI rather than the cost level. Option is not the most critical, option is nothing more than the possibility of excess returns and financial freedom. Therefore, we should focus on increasing the proportion of year-end awards.

?

The difference between options and year-end awards is that options emphasize loyal service years. This is an investment perspective.

The year-end award will definitely become a thing of the past, inspiring the present and creating the future. This is a * * * performance.

For recruitment, there is a contradiction: truly awesome people will not work for you.

What is real learning?

Find the door and enter, break out, borrow false to fix the truth;

Copying and not copying, learning and not learning, the contradiction persists;

We should learn the macro perspective and the underlying logic. Imitate examples, not steps, learn imaginary things and do your own real things.

Aim at the direction, explore deeply, absorb and internalize;

Learn to recruit like a recruit, like a recruit not recruit, true and false * * * repair;

There are actually many perspectives to analyze a company, but first you have to have a model. Only by exploring the model and skeleton can we touch the real thing. Today's "Organizational Innovation" deeply and clearly analyzes ByteDance through the RPV triangle framework of resources, talents and decision-making values, and also makes me realize the operation paradigm of analyzing an enterprise.

In the analysis, especially in the analysis of the dilemma, I feel that I often simplify the process because I hate complexity, but I have to make corresponding processes because I make up the management loopholes. The fundamental solution to this contradiction lies in the upgrading and evolution of our overall system. Doing the process at only one level will only become more and more rigid.

1, use RPV model to analyze and review your own personal organizational innovation; Have you achieved the desired return on investment through the resources you have, the resources you can allocate and the decisions you have made? In this matching framework, my own part is weak;

2. By analyzing our own RPV, we should strive to improve the degree of mutual matching, rather than just improving our own advantages or what we want, so that the triangular relationship can evolve and develop together.