[The culture created by Ma Yun and his strategy will be passed on to the Alibaba Partnership, which is enough to anchor Alibaba's future course]
Finally, Ma Yun could not put his teacher complex.
On September 10, Ma Yun, founder of Alibaba Group, announced that one year later, on the 20th anniversary of the founding of Alibaba, that is, on September 10, 2019, he will no longer be chairman of the board of directors of the Group, when the current group CEO Zhang Yong takes over.
Ma Yun said this is a thoughtful and carefully prepared plan for 10 years. Ten years ago, Alibaba set up a partnership mechanism to solve the problems of innovation, leadership inheritance, future responsibility and cultural inheritance of large-scale companies, so as to promote the healthy and sustainable development of the company by combining system with people and culture. As early as 2013, Ma Yun turned CEO into a bar, which has been gradually removed from the daily management of Alibaba.
"Ali has never belonged to Ma Yun, but Ma Yun will always belong to Ali." This is the last sentence that Ma Yun issued in September 10th in his full letter. A year later, Ma Yun remained a partner of Alibaba 000001 and Alibaba, a spokesman for rural teachers, chairman of the Alibaba Poverty Alleviation Fund, founder of the Ma Yun Public Fund, and special adviser to the United Nations Conference on Trade and Development on youth entrepreneurship and small businesses.
10 years to solve successor problems
The love for teachers is closely related to Ma Yun's experience.
Ma Yun was admitted to the Department of foreign languages of Hangzhou Normal University in 1984 and worked as a teacher for 6 years after graduation. Although he has not been a teacher for a long time, he has done well. He has won the title of "the first outstanding young backbone teacher" of Hangzhou Institute of Electronic Technology (now Hangzhou University of Electronic Science and Technology).
When he left school in 1995 to start his own business, Ma decided to return to work as a teacher in 2005, but he didn't expect the competition between Taobao and eBay to be fierce in 2005. "It's irresponsible to go back then, so think about it for a few more years." Ma Yun recalled in a speech at Lakeside University last year: "By 2009, I thought maybe it was almost the same, but I found that my decision was a bit blind. At that time, Ali had a lot of business, such as B2B, Taobao, Tianmao, and so on. The whole Ali had no succession system. It was a bit difficult for anyone to take on the company."
It is also from 2009, Alibaba began to establish a "partnership system", Ma Yun began to start management echelon training.
Because of this mechanism, Ma Yun officially unloaded half of his burden at the 10th Anniversary celebration of Taobao in 2013. He no longer served as CEO of Ali Group, only served as chairman of the board of directors, grasped the direction of the company's development and organizational culture construction, and no longer worried about specific implementation work.
"Remember, when we were young, maybe no one gave us a chance. Now that our company is growing up, we have to give young people a chance, they will do better than us. That's what I think." Ma Yun said in an interview.
In 2014, Cai Chongxin, Alibaba Group's executive vice chairman, published a paper explaining Alibaba's partnership considerations: "Many good companies rapidly declined after the founders left, but there were also many successful founders who made fatal mistakes. Our ultimate mechanism is to replace founders with partners. The truth is simple: a group of like-minded partners are more likely than one or two founders to perpetuate and carry forward an excellent culture.
Alibaba is highly demanding for its partners, and needs to work in Alibaba for more than five years, have excellent leadership, highly identify with the company's culture, and actively contribute to the company's development, willing to do its utmost for the company's culture and mission heritage. Five years ago, Ma Yun pointed out in his letter to the whole staff that as the company's operators, business builders, cultural heritage, and shareholders, partners are most likely to adhere to the company's mission and long-term interests to create long-term value for customers, employees and shareholders.
Alibaba's partnership system, unique in global corporate governance, has been controversial since its inception. Critics argue that it undermines the principle of equality of "equal rights in the same share" and is based on the consideration of the founder and the management of the company to maintain corporate control. In 2014, the Hong Kong Stock Exchange missed Alibaba because of suspicions about the partnership system, and Alibaba went public in the United States. Four years later, the Hong Kong Stock Exchange finally stopped sticking to the old practice of "sharing the same rights" and the value of Alibaba's partnership system became increasingly apparent.
For many enterprises, "No 2 person" is not only outside the ridicule and questioning, but also in the company's development process is unavoidable "Achilles heel". However, for Alibaba, this is no longer a problem, the outside world often calculates that other businesses have no successors, and here in Ali, it feels that there are several Ali can take over.
Mr. Ma ceased to be CEO of the group in 2013, and Alibaba has gone through many successions since then. Lu Zhaoxi took over as CEO of Alibaba Group in 2013, Zhang Yong took over as CEO in 2015, and the Post-70s took full control of the group. In 2016, Jing Xiandong took over as CEO of Ant Jinsui and took over as chairman one and a half years later. Under the Alibaba partnership mechanism, the successful succession is not accidental, but normal. It is also clear to the outside world that Alibaba's strategy has never changed because of personnel changes, and Alibaba's growth momentum has always been strong.
Will still profoundly affect Ali economies
Since he stepped down as CEO in 2013, Ma Yun has gradually devoted his energies to public welfare, focusing on education and environmental protection.
In 2014, Ma Yun set up the Ma Yun Public Welfare Foundation in his own name. Rural education is the focus of the Foundation's attention. Projects targeting rural teachers, rural principals and rural normal students have been launched. He even changed his micro-blog name to "spokesperson for rural teachers - Ma Yun". In 2015, Ma and many entrepreneurs launched the "lakeside University". In 2017, Ma Yun and Ali Partners jointly created a 15-year "Yungu School" covering kindergartens, primary schools, junior and senior high schools.
"I love teaching. That's why I prepared Ma Yun Public Welfare Foundation, Ma Yun Rural Education Program, Rural Principal Program, Kindergarten and so on, all these things I have been preparing for ten years. This is the area where I spend most of my time in the future. Ma Yun recently said in an interview with foreign media.
In the field of environmental protection, in 2015, Ma Yun joined hands with Ma Huateng and other entrepreneurs to launch the Peach Blossom Source Ecological Protection Foundation, using scientific and commercial means to protect one side of the Pure Land.
Ma Yun is less and less involved in the daily management of the company, he once told the media: "The main thing to be a chairman is to be sensible." This year Ma Yun even said in Ari, "investment below 20 billion yuan is not for me." In Ali, this volume of investment has been fully delegate to Zhang Yong's management team.
Ma Yun has left Alibaba a large fortune, but also created for himself to return to "teacher Ma" confidence. On the one hand, the new partnership mechanism created by Alibaba guarantees the effective inheritance of corporate culture and creates a strong and diversified management echelon through a unique talent culture system; on the other hand, Ma Yun's strategic vision for Alibaba to plan a clear business development direction, become the company's vision of survival for 102 years. The key help.
In 2014, Mr. Ma identified globalization, rural areas, big data and cloud computing as Ali's three major strategies, serving 10 million profitable businesses and 2 billion consumers worldwide by 2020. In 2016, Ma Yun put forward the "five new" + "double H" strategy again, "five new" that is new retail, new manufacturing, new technology, new energy, new finance, Zhang Yonghangshuai "five new" strategy executive chairman; "double H" is happy and healthy English abbreviation.
Ma Yun believes that the next 30 years will be the application of Internet technology era, Alibaba should use the accumulated capacity and experience in the field of technology, to inject new momentum into the real economy, to create a rich and convenient life experience for the public. The above strategies are separately cut from horizontal and vertical dimensions, serving the mission of "let the world have no difficult business" in an all-round way.
At present, Alibaba is no longer a single business based on the "e-commerce giant", but a global digital business infrastructure provider, including digital trade, inclusive finance, cultural and entertainment services, by online payment, intelligent logistics, big data and cloud computing three organizations to provide support.
Alibaba continues to expand its core e-commerce service capabilities through Tianmao, Global Express, and Lazada investment platforms. At the same time, the rookie network lays the backbone of global intelligent logistics, and the global layout of ant gold clothing continues to deepen. In the domestic market, the new retail accelerates the integration of online and offline consumption, urban local life services increasingly sophisticated and fast. Take the "88VIP" membership system launched on August 8 this year as an example. The membership system covers almost all the C-terminal core services in Ali Ecology, and opens up the consumption of goods and services.
Looking to the future, although Ma Yun no longer serves as chairman of the board of directors of Alibaba, but as the company's founder and partner, Ma Yun's spirit and philosophy will still affect the Alibaba economy. The culture he created and the strategy he defined will be passed on to Alibaba's partners, enough to anchor Alibaba's future course.
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