Revealing the secret of Xiaomi enterprise management success from management mode

The rapid growth of Xiaomi can be said to be "miracle" of China business circles, such as "KPI removal", "decentralization" and "fan culture". These are some deviant ideas of Xiaomi in human resource management, so how does Xiaomi organically integrate these "whimsy"?

Flat management user orientation

In September, many manufacturers got together to release new products, and Apple was definitely not the only bright spot. Xiaomi mobile phone 3 rose against the market before its official release, and gained great attention. Xiaomi mobile phone has been concerned for a long time in China. From "Reebs" to the revenue of 20 12 years 126.5 yuan, Xiaomi has been constantly refreshing the growth rate of Internet in China. What are the management secrets of "Reebs" Lei Jun to promote the rapid growth of Xiaomi? Spending 80% of the time looking for cooperation is the core reason for Xiaomi's success. Work with a group of smart people and try every means to get smart people. If a colleague is not good enough, it is likely that not only can he not help the whole team effectively, but it may affect the work efficiency of the whole team. Those who really come to Xiaomi are people who really work. He wants to do something, so he is very enthusiastic. People who come to work in Xiaomi are smart, first-class in technology, efficient and enthusiastic to do one thing. The products made by such employees are destined to be first-class. This is real action and execution. So when Lei Jun decided to form a super team, he spent at least 80% of the first half of the year looking for someone. Fortunately, he found seven colleagues, all with technical backgrounds, with an average age of 42 and extremely rich experience. Three locals and five returnees are from Jinshan, Google, Motorola, Microsoft and so on. , have the same idea, and most of them have managed teams of more than a few hundred people, full of entrepreneurial enthusiasm.

If you can't recruit talents, it's only because you haven't invested enough energy. I spend more than half my time recruiting talents every day. The first batch of 100 employees, everyone meets and communicates in person.

Less work, flat management.

For a long time, China's products were scarce and the management was extensive. I did a lot, but I was very tired. Working 7 days a week and wishing for 0/2 hours a day, I still can't do it well, thinking that the employees I hired are not good enough, so I have to engage in training, sports and brainwashing. But I never thought about doing less. In the internet age, we emphasize single-point cut-in and point-by-point amplification. Flattening is based on Xiaomi's belief that excellent people have strong driving force and self-management ability. Setting the way of management is a way of distrust. Employees have the impulse to do the best thing. If the company has such a product belief, management will become simple. Of course, all this stems from a premise, the speed of growth. Speed is the best management. Only by doing less work and flattening management can things be done to the extreme and quickly.

Xiaomi's organizational structure has no hierarchy, basically three levels: seven core founders-department leaders-employees. And it won't make the team too big. If it is bigger, it will be split into small teams. From Xiaomi's office layout, we can see such an organizational structure: one layer of products, one layer of marketing, one layer of hardware and one layer of e-commerce. Each layer is occupied by a founder, and finally it can be realized. We don't interfere with each other, and we all hope to contribute our strength in our respective fields and do this well together. Such a management system reduces the time wasted in reporting to each other at different levels. Select talents. Talent is one of the most valuable resources for start-up enterprises. In the process of recruitment and selection, managers should not only consider the ability level and historical performance of candidates, but also consider whether the values of candidates are in line with the values of the company.

Establish concise and smooth communication channels

Facing the ever-changing competitive environment, quick response should be the advantage of small enterprises, and quick response often needs the support of unobstructed information. The communication channels between employees and managers should be kept smooth, and the information collected by employees and the problems in their work should be communicated with managers in time to realize rapid decision-making and response. At the same time, communication channels should not be too long to reduce information distortion.

Reasonable authorization

The basis of reasonable authorization is that employees have certain ability to analyze and solve problems, and the requirements for employees' ability are mainly carried out in the personnel selection stage. Reasonable authorization can give employees a certain degree of work autonomy, improve their participation, and at the same time, employees' decision-making can ensure a certain quality. The waiter's "right to order food freely" in Haidilao and Xiaomi's "making friends with rice noodles" are good examples.

Giving people money is the worst policy;

Giving people the ability is the middle policy;

Giving advice is the best policy;

Wealth can't buy good ideas, good ideas can buy billions of wealth, and the biggest market in the world is in people's minds.