one

From the end of last year to the beginning of this year, in just a few months, the three Internet giants Baidu, Alibaba and Tencent all made major organizational structure adjustments. Reasonably speaking, the organizational structure adjustment of Internet companies is not uncommon, but it is rare for bat to gather together and make such a large-scale update almost at the same time. You know, the last adjustment of Tencent dates back to 2012.

What makes the Internet giants focus on change? Are we changing in the same direction? What is the connection with China Taiwan strategy?

Why should we care about the organizational structure adjustment of enterprises?

Before we begin to interpret this round of adjustment, we need to answer a question: why do we need to care about the organizational structure adjustment of enterprises? What can we see from it?

If we compare the adjustment of enterprise organizational structure to the transformation of generals.

People in the array (and most of them) may pay more attention to the impact of this adjustment on themselves or their team, and will not think about the significance behind it.

However, when we jump out of our own role and position and try to switch the perspective to the overall situation, we can observe and have insight into the enterprise management’s understanding of the changes in the whole battlefield, the grasp of the trend, and the strategic changes to deal with the trend.

Referring to strategy, Ma Yun once refined six key words for strategy in the opening ceremony of lakeside University:

Mission, vision, values, organization, talent, KPI

Among them, the first three determine the direction of the organization, and the last three determine the implementation strategy.

The direction of the organization is the most difficult to define and refine, but once it is formed, it tends to be stable. Alibaba has called out the mission of “making no difficult business in the world” since 20 years ago. Since then, it has been working hard for it and has not changed so far.

The implementation strategy is not as stable as the organizational direction and will evolve with the rapid change of the trend. If you want to mobilize thousands of troops and quickly adjust the strategy to deal with the change of the battlefield trend, you need to use the three powerful levers of “organization, talent and KPI” to make adjustment in time, and then constantly correct based on the market feedback, This is why Internet enterprises adjust their organizations so frequently.

It can be seen that “troop arrangement” is of great importance to an enterprise and leader.

In short, vision determines direction, trend determines strategy, strategy determines organization, and organization determines technology.

Therefore, through the observation of organizational structure adjustment, we can trace the change of size trend upward, and look forward to the impact on technology according to Conway’s law downward.

Upward trend: Internet, second half, tob, industrial Internet, supply side reform

As the three giants of bat have completed their own organizational structure adjustment (see extended reading for details), we can clearly see that each plant attaches great importance to ABC (AI, bigdata and cloud) strategy.

At the same time, they also emphasize the strategic position of “capacity opening”. In short, they want to build a platform to integrate, precipitate and enable the opening to the outside world, so as to promote the digitization process of various industries, whether for the society or for various industries. Strive to build itself into the “coal and Hydropower” behind the industry and society and the “infrastructure” at the bottom of the enterprise.

The trends behind all this are: “the second half of the Internet”, “tob”, “industrial Internet” and “supply side reform”.

I strongly recommend you to read an article “Wang Xing: 20 years to C, 20 years to B”.

Generally speaking, with the outbreak of mobile Internet in 2012, the first half of the Internet has been a process of continuously strengthening the computing power of C-end users and digitizing them. The core is the digitization of C-end users.

It’s easy to understand. Considering the digital difference between our lifestyle as a C-end user now and that ten years ago, we can clearly feel the intensity and rapidity of this wave of “human digitization”. Whether it’s clothing, food, housing, shopping, consumption, tourism and entertainment games, they have been more or less written.

But the cruel reality is that the dividend of this wave of digital reform based on C-end users has been exhausted.

Wang Xing, founder of meituan, gave a formula to calculate the volume of the Internet: the volume of the Internet = the number of mobile phones, the number of apps on mobile phones, and the service time of each app

Think about today, seven years after the mobile Internet became popular, almost everyone has a mobile phone, and all the fragment time has been filled by the mobile phone. People begin to delete apps instead of installing new apps. Which of the three variables will have huge room for improvement?

The Internet ended the first half of the mobile Internet Centered on C-end users and began to turn to the second half of the industrial Internet Centered on b-end enterprises.

If the first half of the Internet was demand side reform; The second half was supply side reform.

If the first half is the digital transformation of consumer users brought by mobile Internet, the second half is the digital transformation of supply-side enterprises brought by cloud native and industrial Internet.

At this time, if we turn our attention back to this round of adjustment, it is not difficult to see why everyone unanimously emphasizes the important position of ABC (AI, bigdata, cloud) strategy.

Because these capabilities are the most common and mature capabilities accumulated by internet giants through fierce fighting in the first half, and they are also the most basic capabilities first needed in the process of enterprise digital transformation.

Just like the position of the three letters ABC, cloud, big data and artificial intelligence will also be the pioneers and vanguards for Internet enterprises to enter the industry battlefield.

The horn has sounded and a war is imminent.

Looking down at the technical architecture: middle office architecture (ability precipitation, internal coordination and opening to the outside world), focusing on quality

In the first half of China’s Internet, because it caught up with the largest wave of user dividends, the core variable affecting each giant was the number of users. Therefore, shooting first and then aiming has become the internal logic of the rise of every giant. In the process of winner takes all, horse racing, enclosure and competition for users and territory, what we pay attention to is a fast word. The so-called world martial arts can only be fast, and a set of Tianma meteor boxing can explode the golden twelve palaces

In this process, technology has been in a supporting role and dragged away by business. As long as we can basically meet the business requirements and don’t lag behind, Amitabha. Quality, efficiency, collaboration, open source, sharing and specification can be compromised and compromised in front of deadline one by one.

Therefore, we have seen that the R & D system within many Internet enterprises is outdated, the chimney system is horizontal, the quality is shaky, patches are flying all over the sky, and the ground is full of pits. These are for a reason, perhaps inevitable.

However, if you are in debt, you will have to pay it back sooner or later.

With the final whistle of the first half of the mobile Internet and the upcoming second half of the industrial Internet. Internet enterprises will no longer just face C-end users directly, but need to empower their capabilities to b-end enterprises. At this time, they will not only fight the external quality of final products, but also the internal quality of services.

In order to win over b-end enterprise users, what we strive for is service. Whoever has good ability and good service will win the first opportunity in the era of industrial Internet.

I believe everyone knows the truth, but the reality is still cruel.

In many Internet enterprises, the Department walls are horizontal, the capacity is scattered, the quality is shaky, and the technology is lack of norms. Even the two adjacent teams use different technology architecture framework tools. They have not achieved internal capability precipitation. How can they empower the industry to empower the enterprise?

This is why everyone has put the China Taiwan strategy in an unprecedented important position, and even risked potential risks to accelerate the process of internal quality improvement and precipitation and coordination of technical and business capabilities through organizational structure adjustment.

In the face of different industries, in order to export capabilities, we must first find our own core capabilities, continuously precipitate and polish them, take the middle platform as the carrier, cooperate internally, respond quickly, open to the outside world and create an ecological environment.

If the consumer Internet is surrounded by user scenarios: o2o, search, social networking, retail

The industrial Internet is surrounded by the middle platform capability: cloud capability, big data capability, artificial intelligence capability, payment capability

It can be seen that the importance of China Taiwan strategy with identification ability, precipitation ability, polishing ability and output ability as the core for Internet enterprises in the industrial Internet era is self-evident.

summary

Vision determines direction, trend determines strategy, strategy determines organization, organization determines technology

On the premise that the enterprise vision and direction are stable, the strategy should closely follow or even foresee the trend and follow the trend.

The mobile Internet since 2012 has opened the prelude to the digital transformation of individual users, and Internet enterprises have ushered in an explosive “first half”, which is gorgeous.

At the end of 2018, as the C-end user traffic battlefield became saturated, the economy slowed down and the dividend disappeared, the Internet enterprise battlefield began to show a strategic shift from the demand side to the supply side. The rise of industrial Internet opened the prelude to the digital transformation of supply side enterprises, and Internet enterprises were entering the “second half”.

In order to comply with the trend and strategic changes, all Internet giants have basically adjusted their organizational structure at the same time and deployed troops to meet this new challenge.

Through this organizational challenge, we can see that as the vanguard force in the new battlefield of Tob, the major giants attach great importance to ABC (AI, bigdata, cloud) strategy.

The new battlefield will eventually be a competition for “ability”.

The process of China Taiwan construction is the process for enterprises to explore, polish and export their own core capabilities, share internally, open to the outside world, unify command and cooperate.

Finally, as the carrier and embodiment of capability, Zhongtai will occupy an important strategic position in the process of enterprise digitization.

Editing: fqj

Leave a Reply

Your email address will not be published. Required fields are marked *