[Pete talks about products] ByteDance's management philosophy

At present, there are 20 famous products in ByteDance, which have applications and have formed business. Once the 20 products of an 8-year-old company are launched, they have strong market competitiveness, which is indeed a model of the explosion era. In the past eight years, the population of ByteDance has increased from dozens to 60,000. This article will talk to you about ByteDance's management philosophy.

After studying ByteDance Company, someone found a very strange phenomenon: this company has no management.

A company of 60,000 people has no management. Isn't that a mess?

Admittedly, ByteDance is in such a state of out of control. But just like Zhuangzi's inaction, ByteDance is managing the company with an invisible force. Specific can be manifested in the following points.

OKR management is the abbreviation of "goal" and "key result", that is, goal? And then what? Keys? Result. First the goal, then the key result. As a management tool, OKR originated from Intel and developed in Google. Now it has been implemented all over the world, mainly in Internet high-tech companies.

Drucker once said that real management is not managed by managers, but by goals.

Many companies are confused in management not because there is no manager or management system, but because their goals are particularly unclear. When there is no clear goal, everyone's busyness becomes performing work and dancing in loyal competition. The grades are also very poor. So real management is called MBO, that is, management? By who? Goals are managed by goals.

OKR inherits this idea, which guides employees to stimulate automatic energy through clear goals instead of doing nothing every day. Using OKR is managed by invisible hands, not by visible hands, visible grades and visible systems.

Back in ByteDance, Zhang Lidong is the newly appointed CEO of today's headline China. Here is a short story about him.

Once, he went to India to inspect the Indian market. After he went there, he was stopped at the customs because there was something wrong with his visa. When Zhang Yiming called him, he thought he was already in India. He said I was in the office because I was stopped.

Another week later, Zhang Yiming called him again. He said that he had visited several places in India and talked about several cooperations.

How did he do it? It doesn't matter. This is ByteDance's inaction management, and the goals and key results are taken seriously.

Therefore, the author is surprised that there is one thing that many companies dare not do in ByteDance, that is, there is no attendance.

ByteDance also has a corporate culture that deeply affects employees, and that is demotion. In other words, in bytes, everyone is not allowed to be called a manager or even a teacher. Everyone is called by his first name.

Does that sound rude? Actually, it is not. Nowadays, more and more companies are trying to change the management culture and structure of a company from appellation and title.

Lenovo has already made such efforts. In the company, everyone is called Yang instead of Yang Zong. Alibaba can go further in this respect. Replacing grades and titles with flower names increases interest and narrows the distance between people.

On the other hand, ByteDance went further. He didn't want all these things at all, that is, he called them by their first names. The culture of many companies is written in slogans and hung on the wall, but in this company, as soon as you walk into this company, you can feel this culture of equality, de-title and de-hierarchy.

ByteDance has a slogan called "Context? Isn't it? Control. Context is context, context and scene.

When the author worked in a small foreign company last year, the most difficult thing in our work communication was that there was no context, no contextual background, and the difficulty of communication was not easy to describe. This often happens, but as a product, we often undertake this feat. I walked away after the last straw, which was really not suitable for this chaotic meeting and work without context everywhere.

So when I first heard this slogan of ByteDance, I really felt the same way. Under the background, no control is a supreme management philosophy and corporate culture, which explains why some people say that ByteDance has no management. In fact, it is not top-down design and control, but bottom-up evolution and growth.

This can be said to be a very important reason for the rapid development of ByteDance. Some people say Tencent is crawling, ByteDance. I think the motivation comes from this "context", doesn't it? Control.

This part begins with the familiar flying book published by ByteDance. The English name of Feishu is Lark, which means lark and lark, and the other means playing games. Although this management software doesn't look like management software, it has a certain game color. But its biggest feature, the positioning given by bytes, is the efficiency of communication and cooperation.

Here, I don't talk about its competition with nailing, but show the commercial significance behind the process from 0 to 1 I will publish an article later to objectively analyze its market performance and its weakness in the competition with nails.

Shu Fei 1.0 was released on July 20/kloc-0. Three months later, it became popular in bytes. In less than two years, from June, 2065438 to June, 2009, Shu Fei officially became a product, carrying ByteDance's genes and braving the wind and waves in the capital market.

The situation similar to flying books is not unique within bytes. As for why an internal software can be commercialized, why JD. Jing Me of COM still uses the undeveloped market internally, so let's explore the capabilities and business behind it.

As a person and an organization, our abilities and resources can be divided into explicit and implicit. Ability can be divided into explicit ability and implicit ability, and resources can also be divided into explicit resources and implicit resources. This hidden ability and resources are often priceless. Because first, because it does not enter the transaction, it has no clear price; Secondly, its value is incalculable, so it is priceless. Here is an example.

Polani's paradox tells us that we always know more than we know, and we will do more than we know.

For example, we are all using the Internet today. Have you ever wondered who invented it? It seems that the US Department of Defense invented this kind of thing in 1969. Actually, that thing is of little use. It just connects to the local area network, and its biggest function is basically to send e-mail. It can't browse the web, nor can it quickly switch from one LAN to another, or from one website to another. It is equivalent to a special information line that we ordinary people don't need.

Thanks to a man named Berners Lee, we can use the Internet today.

He is a physicist and works at the European Institute of Physics in Switzerland. Besides studying physics, he has good computer skills. The organization where he works is a semi-virtual organization. Every year, some people are engaged in research in this place, but after a while they return to their respective places. Therefore, this research institution has a very important task, which is to contact all the supernumerary researchers quickly. Checking business cards and contact information here has become a very important thing, but for a long time no one thought of improving the process of this matter.

Berners-Lee made some small inventions for his convenience, which he thought were all small inventions. He invented two technologies. One technology is that all LANs are interconnected, and a computer in this LAN can freely connect with a computer in another LAN. He named it the world? Wide? Web, abbreviated as WWW；; Another technology is hypertext transfer protocol, which is also to solve the problem that a single terminal can switch freely between LANs. In fact, it is free browsing. The abbreviation of Hypertext Transfer Protocol is Http.

199 1 It is precisely because of these two technologies that the past Internet became the World Wide Web and the Internet officially appeared.

It is estimated that if Berners-Lee collects patent fees, he should become a billionaire. Of course, he later won a bonus of $654.38 million+,but he donated the money because he felt that he earned it conveniently.

This example shows that in addition to everyone's ability, there may be some hidden abilities, which are not used for trading and therefore will not become a business. Its initial cost is low, but its final utility may be high. Of course, it is also possible to be submerged there. If there is no scene and no application, there is no economic value.

We are all saying that we have entered the cloud age. There are three giants AAA in the global cloud industry, namely Amazon, Alibaba and Microsoft. (Microsoft's cloud is called Azure? Cloud)

Why can Alibaba become Alibaba Cloud? To a considerable extent, the ability and resources it needs to do the cloud have been done before it thought of doing the cloud, and it has achieved initial results. In the peak trading period similar to the Double Eleven, in order to ensure stability, the whole back-office support network must be very strong. However, after the peak trading period, resources and capabilities become somewhat idle, and redundant resources and capabilities may form a certain trading market. In fact, Alipay and Alibaba Cloud were born to solve internal problems, but when the excellent hidden business grows to a certain amount, it will come to the market like a king.

So is Microsoft. From a company with a market value of more than $200 billion to a company with a market value of more than $1 trillion, and once again become the technology company with the highest market value, relying on its cloud business.

In the decade of losing the PC era, Microsoft was doing one thing, unconsciously at first, and then consciously did one thing, that is, cloud business. Satya, the current CEO of Microsoft, said in his autobiography: "The cloud business has given me a series of lessons that I will keep in mind in the future. The most important thing is that leaders must see both external opportunities and internal capabilities and cultures, as well as all the connections between them, and take the lead in responding before this insight is widely known. "

From recessive business to dominant business, on the one hand, it is natural growth, but on the other hand, having seeds does not mean having good harvest, which requires a lot of efforts. This kind of recessive ability and recessive resources, as seed ability and seed resources, need to spend a lot of energy to sow, cultivate, water and fertilize, in order to make the recessive business truly unexpected to others.

This is a * * * universal law for all start-ups and mature enterprises to start new business: a new thing is not brand-new, on the surface, it ranges from 0 to 1. People who know it know that it actually goes from 1 to n, at least from 0.5 to 1, and then from 1 to n. In Satya's words, you were already doing it before this insight was known.

There is a popular saying recently, which is called establishing the second curve. Wu Bofan believes that in many enterprises, the cultivation of the so-called second curve has two fatal weaknesses:

The first is that its so-called second curve is a well-known insight, but it can no longer be called insight. When I see the opportunity, I will start to build this business. At this time, you will start from scratch, and you may never achieve a breakthrough in zero.

Secondly, most fatally, many companies began to cultivate the so-called second curve. All of these companies are considering opening up new business when their existing business doesn't work and has begun to decline.

The characteristic of hidden business is that when you are engaged in the core business and want to do it to the extreme, you already have those resources and abilities inadvertently. Exploratory management mode, in Bezos' words, is called wandering strategy. It has a trial-and-error attitude towards one thing and one business, and tries its best, even if the return it gets is relatively small or even unprofitable for a long time, as long as it can keep the company running.

Stick to what others can't stick to or can't stick to, and you win. ByteDance once again proved this conclusion.

Finally, let's look at ByteDance again. Byte's business form today is somewhat similar to that of Wulin in those days. A company has generated so much business that it will generate new business after a while. It is not a second curve, but a mechanism to generate hidden business. This mechanism is closely related to the company's core business philosophy. This management philosophy, in Zhang Yiming's words, is called delayed satisfaction.

The concept of "delayed gratification" was put forward in The Road Few People Walk.

Delay satisfaction includes two aspects. First, you can get benefits, and you are not in a hurry to get benefits. You make careful use of your advantages and benefits. Second, if it is not immediately rewarding and beneficial, you should do so.

Since starting his own business, Zhang Yiming has always emphasized postponing satisfaction. We thought it was chicken soup for the soul, but in fact it was a business philosophy.

Not long after its establishment, Byte showed a strong growth momentum. Some people made a big investment, but Zhang Yiming turned it down. He believes that for a company, the most important thing is to keep the possibility large enough, and then realize that what is realized should be as modest as possible and as little as possible.

Thank you for reading this article. In the next issue, let's talk about the products of douban.