Ma Yunchan: let's start a "gradual" innovation precedent for talent management in technology companies.

Ma Yunchan: let's start a

Original title: Ma Yun Chan let go

Author: Wen Ting

To conclude with the phrase "Ali never belongs only to Ma Yun, but Ma Yun will always belong to Ali", Ma Yun drew an end to his position as chairman of Alibaba's board of directors and handed over the baton to the current CEO Zhang Yong. On September 10, 2019, the 20th anniversary of Ali's founding a year later, Zhang Yong will officially take over the chairmanship of Alibaba's board of directors, inheriting Ma Yun's mission of "letting the world have no hard business". Only this time Zhang Yong added the phrase "digital economy era" before his mission.

In the outside world, this inheritance is a textbook-style succession case of Chinese science and technology enterprises. Zhang Yong's performance is the highest embodiment of Alibaba's "partnership system". This model has set a precedent for the "gradual" innovation of talent management in science and technology companies, but it can not be a model. Enterprises must establish a talent reserve system according to their own culture.

Insistence on "partner system"

In 1999, one of the vision that Alibaba set up at the beginning of its business was "live for 102 years". In 2009, when the Alibaba was founded at 10th anniversary, the partnership system was established. Ma Yun said earlier that "10 years of preparation for this systematic project" is not a myth, but let Ali get rid of its personal ability and charm of dependence, the formation of an iterative talent mechanism, is Ma Yun's original intention.

Liu Ying, deputy director of Tsinghua University's China Business Research Center, commented in an interview with Shanghai Stock Exchange yesterday that Ma Yun had not taken the old road in the innovation of the company's talent system, but that this innovation was not "subversive" advocated by public opinion, but "gradual" and combined with corporate culture. "He puts talent cultivation first and reduces the dependence of the business on him; he has repeatedly'divided'Alibaba to change the natural frequency of high quality produced by the rigidity of the system in large enterprises; he has repeatedly used time lags to cushion the impact of personnel changes on short-term expectations of business market value."

As Liu Ying said, in the 19 year history of Ali, the handover of core management is not uncommon. In 2013, Ma was outgoing CEO and Lu Zhaoxi took over. In 2015 and 2016, Zhang Yong and Jing Xiandong took over the CEO positions of Alibaba and Ant Golden Clothes respectively, becoming the actual business operators of the two major groups. In April of this year, ant gold clothing completed the chairman's cross rod, and he was also chairman of the board.

As a matter of fact, "partner system" has also made Ali suffer. In 2013, Alibaba spoke repeatedly to Hong Kong market regulators about the "partnership system" because critics believe it undermines the principle of equality of "equal rights in the same share". In the end, Ali changed to the US market, which was 4 months behind Jingdong IPO.

Looking back now, the "partner system" which has not been changed for a moment is far sighted. Fu Weigang, executive director of the Shanghai Institute of Finance and Law, believes that succession has become a common problem facing technology companies. From its inception, "Eighteen arhat" created a team culture for Ali. Ali has formed a unique system in the aspects of employment management, team building, internal competition mechanism and so on. In addition to the construction of soft power such as values and identity, Ali has grown into a special member of the current Chinese Internet enterprises.

In the outside world, the first generation of Ali's leadership was sales-oriented, represented by Lu Zhaoxi, which was related to the type of business Ali had at that time. The second generation of leaders is a financial type. Zhang Yong and Jing Xiandong used to be CFO of the company. Today, Ali shifts at all levels are being carried out, and more and more technology leaders emerge. Among Ali's 36 partners, 12 are engineers, such as Ali's CTO Zhang Jianfeng, Ali's senior researcher Cai Jingxian and Ali Yun's President Hu Xiaoming.

It is noteworthy that, apart from being younger and more technically oriented, Ali's top management has gone through rotated posts, which has allowed Ali's talents to have a mix of different genes, such as products, operations and technology. Today, Ali's management is very diverse, both with Ma Yun to start a business together with the "eighteen Arhats", but also Zhang Yong, Jing Xiandong, Tianmao President Jingjie and other foreign-funded institutions branded professionals. But Ali insisted that partners have more than five years of experience, not outsourcing "paratroopers" into the core decision-making level, which is not difficult to understand - only after a long enough tempering, a powerful individual can truly integrate into the vast Ali ecology, and become the guardian of this ecology.

For Ma Yun, "Chan Dun" does not mean retirement. Although Ma Yun is no longer chairman of the board of directors, but still Alibaba 000001 staff and partners, will "continue to work for the Alibaba partnership organizational mechanism and contribution."

Successor Zhang Yong

Before Zhang Yong joined Ali, he served as a grand network CFO and was formally introduced into Ali by Cai Chongxin, then the CFO of Alibaba. The dialogue between the CFO and the CFO eventually led to a new business leader and proved the effectiveness of the partnership system.

In an open letter on the 10th, Ma Yun appraised Zhang Yong as an "outstanding business leader" in the talent echelon under the "partnership system". In his letter, Ma Yun gave Zhang Yong three comments: outstanding business talent, firm leadership, supercomputer-like logic and thinking ability.

Looking back on history, Ma Yun left office in 2013 and Lu Zhaoxi took over the CEO. Two years later, Lu Zhaoxi retired and Zhang Yong became Ali CEO. During this period, Zhang Yong, who served as a CFO throughout the two terms of the CEO, began to demonstrate his business skills that were different from ordinary CFOs. Zhang Yong had admitted in a previous media interview that this was the most obvious difference he felt between the two companies (Ali and Shanda). "Ali is more diverse, and there is no strict rule on what CFO should do." Because of this, Ali let him find the "true self".

In 2007, after joining Taobao with Taobao CFO, Zhang Yong participated in the design of Taobao's business model. In March 2009, Zhang Yong took over the troubled Taobao Mall and led Tianmao's rise as an internal entrepreneur, making it another growth point following B2B and Taobao's C2C business. By the end of that year, Taobao had been profitable for many years. If the success of Tianmao and mobile phone Taobao reflects Zhang Yong's outstanding business skills, then creating a reputation for the "Double Eleven" is undoubtedly evidence of his keen business sense.

According to the story circulated in Ali, Zhang Yong was "a man who changed engines on the highway and replaced the tractor with a Boeing 747". Zhang Yong's commercial talent has been fully demonstrated in both Ali's business operations and external joint ventures. Zhang Yong personally led the investment in Suning, Yintai, to create a new retail benchmark box horse, into Gaoxin retail, acquisition of hungry, and Starbucks and a series of international brands to reach a comprehensive strategic cooperation.

Before formally taking over the chairman of the board of directors, Zhang Yong had been the CEO of Ali, the chairman of the "Five New Executive Committees", the chairman of Yintai Commercial Board, the chairman of Gaoxin Retail Board, and the chairman of Rookie's Network, leading Ali from e-commerce platform to a digital economy covering e, finance, logistics, cloud computing, and entertainment. Transformation.

Ma Yun said in his letter that in order to continue the great mission of "letting the world have no business difficult to do", Zhang Yong further upgraded it to "letting the world have no business difficult to do in the digital economy era". According to Zhang Yong's plan, Alibaba's medium-term goal is to reach $1 trillion in GMV by 2020, and its long-term goal is to serve 2 billion consumers worldwide, 10 million profitable small businesses and create 100 million jobs by 2036.

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