Jingdong was ruthless and killed employees who didn't work hard

E-commerce newspaper Pro

2024-05-28 09:26Published on the official account of Guangdong E-commerce News

Jingdong began a major renovation

With the expansion of enterprise scale, how to avoid the "big company disease" has become a common challenge faced by many industry leaders. This symptom usually manifests itself in slow decision-making, multiple layers, and management negligence, which can hinder the sustainable development of the enterprise in severe cases.

Recently, it has become an industrial chain for Jingdong employees to find someone to punch in on their behalf, 15 yuan at a time, one person can punch in for 20 people, and more than 14,000 people participate in it every month.

With 14,000 shady transactions per month, such a large-scale check-in behavior can exist and form an industrial chain, and the company's attendance management system and supervision process can be seen to have obvious loopholes.

JD.com began a comprehensive review of employees' work attitudes and performance.

At present, JD.com has begun to gradually tighten attendance, and shortened the lunch break time of employees from two hours to one hour, and canceled the lights-out system during the lunch break.

Source: Douyin

JD.com's senior management admitted that there is a "big business disease" problem within the company, and Liu Qiangdong, the founder of JD.com, also emphasized in the executive meeting on May 24 that it is necessary to rectify the phenomenon of poor work attitude and low efficiency, "Those who have poor long-term performance and never work hard are not my brothers." ”

"Big business disease" usually refers to problems such as inefficient decision-making, increased barriers between departments, weakened innovation, and decreased employee motivation as the scale of the enterprise expands.

Behind this move is JD.com's determination to restore the fighting spirit of its start-up days, and it needs to regenerate new vitality through internal reforms.

Recently, not only JD.com, but also many Internet head companies have begun to rectify the "big company disease".

On May 23, Ali also pointed the finger at the "big company disease".

Tsai Chongxin, chairman of Alibaba Group, and Wu Yongming, CEO of Alibaba Group, made it clear in their letter to shareholders, expressing their determination to deal with the "disease of large companies". They emphasized that they will see themselves as start-ups in the next 10 years, stick to the original intention of "making it easy to do business in the world", and emphasize the entrepreneurial spirit.

Source: Alibaba

At the beginning of May, at Baidu's annual advanced award event, Cui Shanshan pointed out a number of "big factory diseases".

Cui Shanshan mentioned in her speech that there are some "big factory diseases" within Baidu, including but not limited to the departmental barriers of "demarcating territory, setting thresholds, and making it difficult for each to fight and cooperate", and a series of problems such as "coaxing upwards, bluffing downwards, and working overtime to show work attitude".

This behavior is not only a direct response to the recent public opinion turmoil encountered by Baidu, such as the controversial remarks of former executive Xuan Jing; It is also a kind of examination of the company's internal problems.

At the event, Cui Shanshan also made it clear that Baidu's management is aware of the problem and has begun to take action.

At the beginning of this year, Douyin CEO Liang Rubo also mentioned the "sense of crisis" many times, and set "strengthening the sense of crisis" as one of the company's core goals this year.

Douyin's "sense of crisis" is also closely related to the "Dachang disease".

Liang admits that the biggest sense of crisis comes from the fear that the company will become mediocre and unable to continue to make breakthroughs.

Therefore, he argues that despite the advantages of resources and influence brought by the expansion of scale, maintaining the sharpness, flexibility and market sensitivity of the start-up period is the key to preventing enterprises from falling into the trap of "big factory disease".

Whether it is "big factory disease" or "sense of crisis", it is the direct response of large factories to the internal management problems of enterprises.

Under the illness of large companies, JD.com is in crisis

The rectification of attendance is just a fuse, and the real crisis behind JD.com is far more than that.

JD.com's deep-seated crisis stems from both internal and external pressures. Internally, JD.com also needs to ensure the team's work efficiency and innovation ability, which is a key factor in its competition in the market; Externally, new competitors are constantly emerging, and the competition for market share is becoming more and more fierce.

Internally, the average annual revenue generated by each employee for the company is decreasing, despite the expansion of the number of employees in the company, which is a negative trend.

From 2021 to 2023, JD.com's total number of employees increased from about 390,000 to about 520,000, with annual growth rates of 16.8% and 14.8%, respectively, during the period, but the average annual revenue per capita decreased by about 15% from 2.47 million yuan to 2.1 million yuan.

While the number of employees has increased, the ability to generate income per person has decreased.

Externally, rising stars such as Pinduoduo and Douyin compete fiercely with them in multiple dimensions. In such an environment, maintaining market share and profitability has become an important challenge for JD.com.

As of recently, Pinduoduo has a total market capitalization of about $218.8 billion, while JD.com and Alibaba have a total market capitalization of $46.22 billion and $196.5 billion, respectively. Pinduoduo has surpassed JD Ali in terms of market capitalization.

Faced with a long-term downturn in its stock price, JD.com had to take action to improve organizational efficiency and market competitiveness to ensure the company's long-term healthy development.

Therefore, JD.com followed Ali and resolutely challenged the problem of "large company disease" within the enterprise.

In the face of the core task of improving the efficiency of the enterprise, Liu Qiangdong once again showed his leadership characteristics, that is, personally participating and going deep into the front line.

Liu Qiangdong is actively involved in various business areas, directly participates in and guides the planning and deployment of various business units, and actively participates in the planning and implementation process of the 618 Shopping Festival.

Even when he is abroad, he closely follows up remotely to ensure that the company's strategy is effectively executed.

At work, Liu Qiangdong tracks the progress of activities in real time, and directly issues instructions or puts forward strategic suggestions from time to time, which fully demonstrates JD.com's importance and strong sense of urgency to accelerate performance growth and efficiency improvement.

Why are large factories all rectifying the "disease of large companies" recently?

In the current increasingly fierce competition in the Internet industry, the problem of "large company disease" is prominent, such as slow decision-making and low efficiency, which has become a key obstacle restricting the sustainable development of enterprises.

Relying solely on market scale expansion is no longer enough to maintain competitive advantage, therefore, Alibaba, JD.com and other companies are seeking new development paths.

At the heart of this change is a shift from scale to efficiency and innovation.

In the past, many large Internet companies were only strategically expanding their market size, but now their focus has gradually shifted to enhancing their internal operational efficiency and innovation capabilities.

This also marks that the industry has entered the era of refined operation from the initial stage of savage growth, and the focus of competition has shifted to striving for more advantages in the fixed market share.

This transformation is not optional, but a necessity for survival.

In this situation, more and more companies are beginning to realize that in order to stand firm in the market, go far, and lead in innovation, relying on high-quality talents is the most direct and effective strategy.

Enterprises have begun to pay attention to high-quality talents, no longer blindly pursuing the number of employees, but focusing on quality, and want to establish a capable and efficient work team to improve overall work efficiency.

Therefore, Ali has optimized the human resource structure in recent years, and the number of employees has gradually decreased, and JD.com has begun to pay attention to the "fighting spirit" in an effort to stimulate the passion of employees.

But it's also a tough balance beam. It is not an easy task to maintain the ultimate work efficiency while ensuring that the rights and interests of employees are not violated and avoid overwork.

How to find a balance between improving efficiency and safeguarding the rights and interests of employees, avoid overkill, and ensure that measures are effective and humane are the points that large factories need to carefully consider in the process of promoting reform.

This series of changes by large Internet companies such as JD.com is not only a direct response to the "big company disease", but also an active adaptation to the industry competition pattern in the new era. In this process, finding a balance between improving efficiency and protecting the rights and interests of employees will be the key to determining the success of reform.

Author | E-commerce Jun

View original image 10K

• 

• 

• 

• 

• 

• 

• 

•