Column 147 of The New Business Evolution
Text | Ma Chang reviewed the | Ma Chang
Audio Recording | Li Yan, duty editor, | Hu Tiehua
No matter how hard and tired 2020 is, 2021 still has to be faced with a smile.
The pandemic has completely disrupted everyone's goals. Countless businesses are in chaos, and employees don't see the hope ahead. Never before has the fate of businesses and individuals been so closely tied as this year.
Those enterprises that take the lead in escaping from confusion provide self-help guides for the majority of managers. The ability to get out of the crisis is not any other ability of the enterprise, but the ability to manage the goal.
But from setting goals to finally achieving them, there is a long way to go. If you don't set a goal, you will definitely get the results as you want. The essence of goal management is that enterprises must find common goals between themselves and employees. "Sun Tzu's Art of War" Cloud: Those who desire the same thing up and down win!
"Everything revolves around the goal, without our goal, to communicate, there is no practical point, this is the relationship between moving stones and building a church." 」 Ren Zhengfei said so.
The external and internal environments are all constantly changing, and how to find direction for organizations, teams and individuals tests the basic ability of enterprises and individuals to set goals, execute goals, and achieve goals. In the future, stronger organizations must be updated and rapidly iterated at any time.
So, excellent enterprises, excellent teams, excellent people, how do they build target management capabilities?
First, a new starting point for 2021: start with a goal
1. Up and down concentric, its profit is broken
Enterprises have a grand strategic blueprint, employees also have long-term growth goals, the two find overlapping parts, around the common goal together to work together, in order to stimulate the power of collaboration.
The common goal, so that the enterprise strategy to win everyone's recognition, managers and employees work together, and finally successfully realize the strategy; but also let employees more concerned about the overall situation, in the implementation of the strategy to achieve growth.
Corporate strategy and employee goals, the two are the most taboo into two skins: on the one hand, the enterprise wants to grow all day long, regardless of employee growth; on the other hand, employees only want to obtain personal achievements in the work, regardless of the overall development of the enterprise.
Two skins must become a heart!
If a company is accustomed to using KPIs to assess rewards and punishments, hierarchical management, the company will easily become a word of the boss, and there will never be a heart and a common goal.
Due to the lack of strategic co-creation and strategic consensus process, the strategy is determined by patting the head and patting the table, and all employees cannot see the industry trend, cannot see the competition, and cannot see their own growth.
When the strategic intent of the enterprise cannot be fully understood and recognized by employees, a strategy will only be reduced to a set of KPIs. Employees can't complete the KPI, and the company takes the "family law to serve".
In this case, the employee's personal goals and the strategic goals of the enterprise must be separated from each other, and the strategy cannot form a consensus within the enterprise; at the same time, it is impossible for employees to seriously understand, dismantle and implement the strategy of the enterprise, and it is impossible to think about how to assume responsibility and realize the strategy.
Lei Jun once mentioned that in today's Internet era, KPIs can no longer reflect the degree of improvement in efficiency, people's wisdom thinking and creativity more and more represent advanced productivity, in the past people had to obey the process and management, and today's process and management to serve people.
Wang Chuan, senior vice president of Xiaomi, also said: "The agricultural era is better than land, the nomadic era is more than physical strength, the industrial age is more than capital, and the information age is more intelligent than rational." ”
It can be seen that stimulating creativity, stimulating self-driving force, de-KPIs, and decentralization have become a kind of management common sense. Moreover, after experiencing the baptism of the epidemic, many CEOs' perception of management has changed: traditional KPI performance management has been recognized by most enterprises as a single management method, and more and more enterprises have begun to implement OKR internally and implement target management.
Therefore, how to achieve one goal after another more efficiently is the biggest problem that enterprises and employees must plan clearly in advance.
OKR, or "goal and key outcome method", is an efficient goal management method and the strategic management tool of choice for Google and Intel. Professor Chen Chunhua's understanding is very good:
"OkR's ultimate goal is to improve business performance by identifying goals and key outcomes and refreshing them frequently, making actions more agile to suit the needs of the environment in today's increasingly competitive business environment."
In the digital age, managers are beginning to re-recognize "efficiency". Whether it's telecommuting, online conferencing, or the need for productivity tools in business, efficiency is essentially challenging one thing —
Whether the enterprise and the employee have a common goal.
Internet technology companies such as Xiaomi and ByteDance have long emphasized the ultimate and agile organizational culture, pursuing development in continuous iteration and innovation, so they emphasize transparency, rapid iteration and efficient co-creation between enterprises and employees.
The OKR goal management method fulfills these conditions very well, allowing the company to converge with the goals of employees and form a visual management within the enterprise. Only by linking the part with the whole can the strategy be better realized.
"Alignment" is the core feature of OKR, and everything is at the core of achieving the highest strategy and stimulating individual vitality. Alignment is consistent, as reflected in vertical alignment and horizontal alignment:
In vertical alignment, goals (i.e., work tasks) are no longer arranged directly from superiors to subordinates as in hierarchical management, but are carried out from top to bottom and return from bottom to top. Employees have autonomy to have self-motivation.
However, it is most likely for enterprises to ignore horizontal alignment, that is, horizontal collaboration. Horizontal alignment tests the ability to collaborate between employees, between departments and departments, and between business units and business units. This requires team members to share their OKR and communicate ideas horizontally between team members, so that collaboration becomes more transparent and agile, and employees are more dependent.
Both Konosuke Matsushita and Kazuo Inamori, who run the four saints in Japan, have proposed the management philosophy of "glass management" within the company, and teamwork with information as transparent as glass is itself the most efficient way to work.
Today, traditional enterprises such as Sany Heavy Industry, Internet companies such as multi-point DMALL, Winger Group, Yilai Intelligent Technology, Play Plus E-sports, Mesh, etc., are actively using Feishu's OKR tools in order to better implement the target management method within the company.
"A lot of our Leaders are younger, haven't had a team, and need methodologies and tools to help with the practice. And now that the complexity of the business is getting higher and higher, it is necessary to empower employees and let them think proactively. ”
With the rapid expansion of the company, Xu Jian, CEO of Mesh, found that things should be done in advance to estimate resources, business support needs to be aligned and coordinated in advance, rather than passive collaboration; at the same time, in the face of high business complexity and limited management capabilities, decision-making requires more collective wisdom.
"The Feishu 0KR tool helps everyone think about how to do the right thing and do things efficiently."
Netizen employees have also praised the Feishu OKR tool because the small functions in it are very practical, such as cross-word comments and global comments.
"With transparent information and comments at any time, you can clearly understand what goals you have achieved and what value you have achieved, and you can clearly feel that your work efficiency has improved."
2. A journey of a thousand miles begins with a single step
Every morning when we wake up, we think about what tasks to accomplish today and what our goals are today. Therefore, the small goals of each day constitute a big vision of life.
In the same way, enterprises also have their own daily goals, monthly goals, and quarterly goals, which are split according to the strategic vision of the enterprise.
Vision is the ultimate big goal composed of countless small goals, and it is impossible to go a thousand miles without accumulating steps. Just as After Wang Yangming had an epiphany, he understood four things - determination, diligence, responsibility, and reform - only when people set lofty goals, unswervingly, and focused, can they better continue to learn, act, feedback themselves, and correct themselves.
After having the ultimate big goal, you must also develop a phased medium goal, a small goal, a small goal, and so on. In doing so, the reason is very simple: constantly defeat small goals, steadily advance and develop, and finally defeat large goals.
Accumulate small victories and become big victories, which is the principle of setting goals in OKR.
On the road of iteration, enterprises must not only clarify the goals and enlarge the pattern, but also take small steps. As one corporate coach put it, weekly goals are things that can be achieved on tiptoeing, and the key is to have precise control of the process and results.
Therefore, setting quantitative, challenging, specific goals, but not too difficult, is a better path to achieve the company's vision and career dreams. OKR does not support standing still, but it also does not support seedling growth.
After using the Feishu OKR tool for just a few months, the team members of Mesh began to be able to play beyond the level, some of the cycle goals were completed ahead of schedule, and the performance of individual departments increased significantly.
"Feishu OKR can play a good role in carrying on the upper and lower levels. When developing OKR, there were more challenging goals, and initially there were concerns about the process and results, but fortunately, the efficiency was improved in dismantling the team goals, clarifying personal goals, and assessing the degree of completion of the goals. ”
CEO Xu Jian felt the thrill of "a journey of a thousand miles begins with a single step". Moreover, with the help of efficiency tools, the energy of OKR goal management itself is constantly amplified.
It is precisely in this way that tools such as Feishu will be accepted by more and more enterprises, such as Wumart Group, Weilai Automobile, Mafengwo, Meicai.com, Cheetah Mobile, Zhen Fund and so on. Because, unlike traditional office tools such as Word, Feishu integrates multiple functions such as instant communication, calendar, audio and video conferencing, cloud documents, cloud disks, administration, OKR target management, etc., and the efficiency is maximized.
甚至，源码资本创始合伙人曹毅这样说：“以后投资项目，要看对方有没有用飞书，飞书就代表着一种组织能力和工作方式。 ”
Second, the beginning is difficult, and the efficient one wins
During the pandemic, most people are experiencing the feeling of working online for the first time, and whichever business is more efficient can recover faster. But after the pandemic, employees are back in business, so why do people still use office tools?
In fact, low work efficiency has long been a stubborn disease of a large number of enterprises, and the epidemic has only magnified the problems that everyone usually does not pay attention to.
"Meeting with a bunch of talk-talk show actors is so inefficient." Since last year, Vincent, deputy director of the Laughing Fruit Culture brand, has often been troubled by the ineffectiveness of meetings with actors.
As a content creative company, Xiaoguo Culture originally has to deal with a large number of texts, but also constantly modify the text according to new ideas, so efficiency is a top priority. However, talk show actors are always prone to off-topic, which makes people cry and laugh. The moderators who attended the meeting were always busy pulling everyone back to the theme when the meeting was diverging again and again.
In fact, whether it is a stand-up comedian, or other occupations and positions, in today's knowledge-based economy, every company relies more on the individual wisdom of employees than in the past, so the phenomenon of off-topic, debate, dispute and so on in online meetings is bound to emerge endlessly.
What saved Vincent was that from the beginning of January this year, the Laughing Fruit Culture team began to "learn to use flying books" with all members. After the outbreak of the epidemic, the company's management urgently wrote an internal letter with the Feishu document, synchronized to a large group, and team members can click on the document to read at any time, add comments and messages.
In addition, the Feishu collaboration space can not only build documents, share documents, but also store in the cloud, and everyone's document processing pressure is greatly reduced, which is simply a blessing for content workers and creative workers.
This is also the reason why even the companies of Luo Yonghao, Li Shi, and Papi Sauce are using Feishu. These Internet companies are typical "knowledge companies", and only more flat, transparent, and collaborative management can meet their needs for stimulating individual creativity, continuous iteration of content, and more agile organization.
During the most severe period of the epidemic, all enterprises can only watch the losses on their books and cannot resume work and production. It was at this time that some companies got to know Feishu.
What makes these companies officially rely on this software is Feishu's OKR tool, which is praised the most by everyone:
Using the OKR tool, employees and departments can view their colleagues' goal plans for the next week, month, and even quarter in a timely and rapid manner, and align their schedules, outputs, and goals with each other. During the pandemic, this feature has successfully allowed many teams to avoid confusion in their actions when they can't work together face-to-face.
Imagine that if a team does not even have clear goals and information is not transparent, efficiency is simply empty talk.
Therefore, Zhang Yiming will say: "Decision-making instructions are not simply uploaded and issued, but let colleagues solve problems, make decisions, and improve efficiency by providing context and internal information transparency." ”
ByteDance has set an example by managing OKR for 100,000 employees worldwide. The Feishu OKR tool has been practiced by ByteDance and is mature enough. On Feishu, any employee can see the OKR of any other colleague, as well as basic information, reporting relationships, etc., including Zhang Yiming himself.
This transparency of OKR allows new employees to quickly know what the department's goals are for this month and what they want to do, and they don't have to spend a lot of time asking Leader back and forth. Xie Xin, vice president of ByteDance, said:
"Even if it is an employee on the first day of employment, don't say that you see my OKR, Zhang Yiming's OKR can also be seen." This is mainly to ensure that everyone's work goals are consistent, as well as to let you understand a person's responsibilities very quickly. ”
In the pursuit of efficiency to the extreme, feishu style is very appetizing to the "geeks". Since this year, Geek Park's entire company collaboration has also been fully migrated from other office tools to Feishu, and its founder Zhang Peng said of his own use of the feelings:
"Flying Books can make everyone use 'very cool', very rare."
Since October 2019, Lei Jun has also begun to try to implement the use of Feishu on a small scale within Xiaomi, with the purpose of solving the problem of collaboration efficiency between Xiaomi and employees, subsidiaries and departments. With the growing strength of Xiaomi, if you continue to use tools with different systems, it will undoubtedly greatly affect the efficiency of the team's office.
During the epidemic period, Xiaomi also used Feishu to quickly clarify the company's goals, communicate and collaborate efficiently, and become one of the first enterprises to recover. On July 24 this year, Lei Jun also liked on the Internet:
"Feishu is very concise and efficient in information creation, sharing, and collaborative office, and indeed the more you use it, the more you use it, the more convenient it is."
Today, nearly 20,000 employees of Xiaomi have experienced the "smoothness" of efficient work on Feishu.
Zhang Peng said "cool" because the interface was refreshing; Lei Jun said "shun" because the efficiency was extremely high. Feishu pursues not just office tools, but real efficiency tools.
"In the past, an inter-departmental meeting of thirty or forty people within Taiyang Chuanhe required two hours; after using Feishu, the meeting time was generally shortened to less than one hour, saving more than 50% of the time." Huo Nifang, executive vice president of Taiyang Chuanhe Group, highly recognized the efficiency brought by Feishu.
Efficiency is always the key. According to a set of statistics:
Feishu saves an average of 87 minutes of time per meeting;
12,847 minutes saved per cross-departmental project;
Increase customer development time by 102 minutes per sales per day;
Save 23 minutes per job interview;
Each off-site collaborative project saves 6316 minutes;
Save 18 minutes of time per knowledge flow...
Feishu has successfully let some teams "fly" first.
Fly faster first, which is why until now, many companies have relied heavily on efficiency tools such as Feishu. In the first few months of the epidemic, online office has not been widely accepted, but when everyone uses efficiency tools, it is found that the efficiency of online office is not bad, not only can meet the scene of working from home, the scene of multi-person meetings, the scene of online collaboration, but also continue to solve the stubborn problem of long meetings and conferences after employees return to the company.
Feishu's one-stop tool (All in One) not only integrates almost all the tools used in daily office and management, but also can easily integrate with the existing systems and third-party tools of the enterprise, and its tools represented by OKR have created a unified entrance for enterprises to collaborate up and down. As Geek Park CEO Zhang Peng understood:
"Now this tool of Feishu is equivalent to packaging some ideas and methods for pursuing efficiency into a tool that is very cool to use, which greatly helps the whole team and raises the basic skills to a higher level."
-- Looking at the changes in this year, economic development, and the ebb and flow of the tide, this is a normal law. Enterprises and individuals floating on the big wave, do not be frequently disturbed by the fiercely changing environment, Professor Chen Chunhua advocates that everyone's mentality should be "calm":
Managers should return to the inside of the enterprise from the excessive attention to external opportunities, and calmly cultivate in terms of core objectives, key results, operational efficiency, etc.; in this way, no matter whether the wind comes or goes, it is still you and your company that are free to soar.
End
In 2020, no matter how you define it, it is a prologue.
This year, some people and some teams "flew" first.
But 2021 is the real opening year.
In the coming year, efficiency will remain the main theme, and on the long road of digital transformation, efficiency tools will also be the standard weapon for every enterprise and individual.
Keep reinventing your abilities and don't get held back by past experiences.
What kind of goals you plan, what kind of action efficiency you have, what kind of person you will become next year.
Therefore, every enterprise and everyone must return to the basic skills, return to the goal, and return to efficiency. The ability to fly is honed from excellent basic skills.
*The article is the author's independent opinion and does not represent the position of the note-taker.