Originality is not easy. , Please share 、 Ask for one key and three links
When the business is complex to a certain stage , Efficiency will bear the brunt , The basic solution is to break the whole into parts 、 Sub track , The corresponding product can be a subsidiary 、 division 、 Business unit 、 The project team .
The advantage is that the goal is focused 、 Problems will also focus ; Work content , The team size is controllable , Collaboration 、 Trial and error costs will be very low ; But inevitably there will be a lot of problems ：
1） Overlap area
2） No matter the area
Initial coincidence 、 Third, regardless of the proportion of the region is less than 2%, The team is always willing to 「 A disadvantage 」 Classmate , It's not a problem .
As the team expands , Business complexity is increasing , coincidence 、 Third, regardless of the proportion of the area is greater than a certain value , such as 10% When , Coupled with the conflict of professional fields , Cultural conflict , Camp conflict , The efficiency impact of this area may be 「 Multiplied 」
DDD It can solve the problem of scientific grouping , The middle stage should play 「 Trash 」 Coordinate and solve the problems of coincidence and three disregard , however 「 The shit of missing the net 」 essential .
Managers , It's just a day 「 Pull the side frame 」 Coordinate with everyone to solve these problems , Then decide who 「 A disadvantage 」（ The power responsibility benefit model ） To solve the .
Here comes 「 The first question is 」, Who will suffer ？
Who carries this pot ？
One day , The test environment has a BUG, The front end can write code to solve , So the back end thinks it's the front end ; The back end can also write code to solve , So the front end thinks it's the back end , It's an interesting story 「 Evaluation model 」：
Who can solve this problem or who can solve it in the end , Who becomes the owner of the pot
The two students won't let go ,10 The minute code thing , For an hour , Even the back-end students have written the front-end code , Posted in the group , Let the front-end students send it up , It is extremely insulting .
The front-end students are just angry that they don't upload code , Let the back-end students upload by themselves , therefore 10 Minutes of things, two people dragged on for a day ...
Some students may think they 「 extreme pettiness of character 」, So immediately upgrade the scene ！
There is a 「 A serious accident 」,A The students in the team can solve ,B The students in the team can also solve , But now 「 Trigger point 」 stay A The team , Online pages 「 Influence surface 」 But in the B The team .
therefore 10 Minutes , Two teams 6 I talked for a long time , I'm afraid I'll be blamed for this accident ...
At this time, will you 「 extreme pettiness of character 」 Well ？
This kind of thing is not absolutely right or wrong , There is no reason , It's always about who 「 Hard fists 」（ High potential energy 、 Enough influence ）, If you see a 「 A fool 」 Talk about it there , There may be three reasons ：
1） He's defending himself 「 take seriously 」 Personal design , By the way, add your own team 「 Activity level 」 attribute ;
2） He's in a reasonable way 「 Call for injustice 」, Even if you lose, you have to make up for it , Because in the future 「 Dirty work 」 Do you have to answer by yourself ？
3） This is a 「 What a fool 」......
Ass determines head , For those who stand in a certain position leader Or classmates , Yes, of course . But from the overall point of view, it's very problematic , because 「10 Minutes turned into a day 」 ah ！
It's just a technical team thing , Expand to industry research team 、 Between business units , This kind of divide and rule leads to efficiency problems ,「 It's not that big 」
The above problems have been very headache , But do you think it's over ？
Maintenance cost
When the company is big , The increasing consumption of invalid resources has been a headache , But the truth is there will be many more 「 Maintenance cost 」
This maintenance cost generally consists of several parts ：
1） Previously very important business , Iterative mitigation , But it still has a very important position , Need continuous maintenance ;
2） The business that wasn't angry before , Stop the iteration directly , The participants have nothing to do , But because of some factors （ Such as architecture adjustment 、leader quit ） Not properly arranged ;
3） The business that died before ......
Similar to this business and some previous participants , Will become the so-called 「 Maintenance cost 」, This includes some previous 「 Meritorious officials 」, It's more troublesome to deal with .
As soon as this proportion is large, the overall cost becomes higher , Then there will be regular cost optimization ,HC Frozen items .
Cost optimization is what many companies have been doing , Even these companies are not short of money ！.
The important sign here is 「 Limit HC」、 Limit costs , It seems strange for companies that are not short of money .
This is because the company has an account , He recognized that the overall business resource investment was completely sufficient , For example, each team gives more 10% Resources to resolve conflicts , But the actual situation is that each team is still short of people and resources , Then the company will think what we have paid 「 Maintenance cost 」 And 「 Conflict resolution costs 」 Too high , The company will think of itself now 「 There's something wrong with the structure 」.
In fact, the waste of resources caused by redundant personnel and materials 「 Low efficiency 」 Even eventually lead to 「 The Dead Sea effect 」 It is absolutely unacceptable to the company , So cost optimization will be a permanent topic , What is optimized here is not the cost , It is 「 Alleviate systemic problems 」 A means of .
Although it sounds good , So the redundancy cost 「 How to identify 」 Well ？
Once the team is big , How to determine which team should invest how many people , Teams leader Will it be because 「 Departmentalism 」 But there is 「 White lies 」, So this time there will be the so-called 「 Company level efficiency team 」.
But it's really important to study , Here are a few questions ：
1） This way of identifying redundant teams 「 Efficiency team 」 Itself is redundant ;
2） In most cases, the efficiency team can only be regarded as the boss's microphone , May not be able to go deep into the business 、 Go deep into the team , So most of the time there is a limit to what you can do ;
3） Efficiency teams are built on the premise of good data collection , If all business parties fail to collect project data at the initial stage , There is no way to count ;
therefore , Company level cost optimization 、 Efficiency improvement , Good top-level design is required , Otherwise, cost identification may become a dead account , The efficiency team falls into extinction in the left-right lateral jump .
How to solve this efficiency problem , This is what we are going to discuss today ...
Entropy increase
What is the above problem ？ A physical hot word can explain ——「 Entropy increase 」：
Entropy increase ： In an isolated system , If there is no external force to do work , Total confusion （ Entropy ） It gets bigger and bigger
The action of management is to combat entropy increase .
I think management is a behavior that inspires the execution of small team partners , Draw on a more professional description ：
If you want to create one that can maintain a certain order 、 Systems that don't decompose , So this system must be an open system , You need to inject power into him , And let it flow through the system to maintain that order .
Management action is to inject energy into the team , When the energy stops, the system begins to degrade , This continuous injection of energy into the organization 、 Effective entropy subtraction action , It's the core of leadership .
There are two core points to prevent entropy increase ：
1） Constant energy input ;
I often heard a saying in my previous work 「 The age of flow dividends is over 」, Many companies may be buried in the subsequent competition for stock flow ！
The expression behind this sentence is in the era of natural growth of traffic , Many ordinary products can also have a good growth rate , And when increment becomes difficult , Internal problems will be exposed , Gradually to decline .
Growth can solve many problems , Innovation is the best means of growth , But it doesn't necessarily cause entropy reduction , It will even accelerate the increase of entropy ！
2） open system , entropy reduction ;
Great Xia, no matter how high your martial arts are , Also put down the burden , With a daughter-in-law in distress on her back , Hold a confidant in your arms , In the face of a real enemy , It's also inevitable to be in a dilemma .
For the company , Corrupt employees 、 Backward systems must be cleaned up .
Here's another example , In ancient times, if there was no discipline and mechanism guarantee in war , The captain's dead. Someone's telling the truth , The bottom is dead, and there are others , Until the last person , It's easy to run away .
Specific to our actual work , After a company has existed for many years , The labor cost of a year is 10 Billion .
And the company's top executives have the impression that the cost is estimated to be 1/10.
And that's it 1 The impression of billion is very vague , Only the big frame , No details , Input and output are not standard , It slowly formed a random shooting on the top KPI, The following is about upward Management .
The complexity of company management has increased , Diminishing marginal benefit , Invalid people and things increase , The organization is bloated ......
Um. ？ Huawei seems to have encountered this problem before
Huawei 20 years ago
1998 year 9 month 20 Japan , IBM The consultant explained to Ren Zhengfei the top ten diagnoses of Huawei's management problems ：
One 、 Lack of accuracy 、 Forward looking customer needs focus , Do no hard work over and over again , Waste resources , High cost ;
Two 、 There is no structured process across departments , Each department has its own process , But there is a manual connection between the departmental processes , The process of operation is split ;
3、 ... and 、 There is departmentalism in organization , The Department walls are towering , act of one 's own free will , Cause internal friction ;
Four 、 Lack of professional skills , The work is not standard ;
5、 ... and 、 Rely on personal heroes , And these heroes are hard to copy ;
6、 ... and 、 The project plan is invalid and the implementation is chaotic , No change control , Version flooding
……
In fact, Huawei's problems can be summed up in two things ：
1） Decline in management control caused by scale expansion 、「 Cross departmental collaboration 」 The difficulty index level rises ;
2） Difficulty caused by professional bottleneck ;
Two factors restrict team innovation .
Some solutions
Jinshan's solution is to be friends first 、 Do business again , Only good friends , And friends of average relationship ;
Ali's solution is big, medium and small 、 Small front desk ;
Huawei's solution is awesome ：
A complete set of project management measures 、 Performance management mechanism , Define everything in detail ......
I'm afraid this set of things is worth a lot of money , It may not be suitable for smaller companies , So what should small and medium-sized companies do ？
Benefit distribution mechanism
What's the problem ？
Back to the beginning again , What is the problem ？
Case 1, Proportion of functional lines
About two years ago ,B Stations leader When the design team recruits , It will emphasize the proportion of functions , For example, the front and rear terminals have certain proportion requirements , Otherwise, it is easy for one end to become a bottleneck ：
We do things according to this ratio , Indeed, there is no bottleneck problem at one end , Unless suddenly some end leaves in large quantities .
The point here is to put resources , Assigned to different functional lines , Occasionally, the proportion of resources of different functional lines will be fine tuned , As long as there is no problem , Then an interval will be formed , such as ：
We found that the ratio of front and rear ends is 3:7 and 5:5 There won't be any problems between , So when the back-end construction is particularly needed , Will try to compress to 3:7.
Need to know where the bottom line is , Where is the operational space , After determining this ratio , It forms a macro 「 Mechanism to reveal the bottom 」, It's also 「 Outermost layer 」 The bottom of one's pocket .
Then there is the recruitment of middle and senior managers for the front-end team : intermediate : Elementary proportion problem , This will form 「 The second layer covers the bottom 」, With these layers , It is not easy to have bottlenecks on ports .
One thing to note here is , The proportion must be constantly fine tuned and verified , Once the team is found to have problems due to the reduction of proportion , We're going to start callback .
Case 2, Family income ratio
In a certain period of time , My family relationship is handled badly , Now in retrospect , In addition to the initial initiative to die , The biggest contradiction comes from marrying your wife , From a world of two to two families , And there is always no agreement on the distribution of family interests .
Women always help their parents , Although men will be more considerate of the overall situation , But it will still deviate from its original family , So it's easy to be different , The result of chicken flying eggs .
Then she gave birth to a baby , We put more energy into our small family , Some contradictions are naturally resolved ...
What is the point here ？
There is a resource , It's in my house , Or my wife's house , The whole should have a proportion , for instance ：
The man's parents : The woman's parents : A small family = 2:3:5, Everyone is unhappy ;
So it is adjusted to 3:3:4, Both parents are happy , But our husband and wife are not happy ;
After giving birth to a baby, the proportion becomes 1:1:8, So our own family is harmonious ;
Both parents complained , When become 1.5:1.5:7 When , Seems to have entered a steady state .
With this model , Let's look at the current reform of the education industry , National Medical Investment , Investment in Education , It seems that I can understand something slowly ...
The underlying logic
Above Case Only some figures have been adjusted in , The problem disappeared ！
Why did the problem disappear , Is there any 「 More macro 」 Perspective ？
Back to the topic of layoffs , A layoff alone will have several perspectives ：
1） Front line staff ： Is the company out of money ;
2）leader View ： Fooling around again , my XX Refactoring can't be done ;
3） Big leader View ： The team may indeed have created redundancy , Cost optimization , Next, we need to focus on , But what about those projects that can't be done due to manpower shortage ？
4） Boss's vision ： The same amount of money , Should it be used to maintain old business or to innovate , That's a problem , But the relevant investment proportion must start to adjust ;
So the most macroscopic perspective here is ：
Here is a fee （ resources ）, Well, first of all, we should make clear how many places he will be used ;
If this resource （ money ） Not used where you want , Then we need to adjust his proportion ;
When adjusting the proportion, replace it slowly , Replace the old structure with the new structure , It's easy to pull an egg too fast ;
Finally get the optimal distribution proportion .
Specific to the actual case ：
1） The boss began to recognize redundancy , A month after the discovery of the production and research line ROI The lower ;
2） The boss made an appointment with 、 Research Director , Cost optimization and structural adjustment are required ;
3） Industry Research leader In private , Cut less , After all, there are so many old businesses to maintain ;
4） The boss doesn't pay , It is required to reduce the total cost by a certain proportion first , Secondly, the existing resources will be put into re layout ;
Here's an example , Before there was 70% People are maintaining old business ,30% For new business exploration , The boss thinks the old business investment is too big and there is no future , So I hope to adjust the ratio to 5:5, Then after the new system is opened up, it is gradually changed to 4:6 Even 3:7.
Production and research here leader The problem is that it will be bound by the burden of history , And this historical burden is its 「 The foundation of settling down 」, It is the key assessment item of various assessment indicators before , yes KPI Quantitative embodiment .
So relying solely on production and Research leader Own efforts , It's hard to get out of the framework and deal with this problem , The boss's strategy is also very simple , Directly adjust the input proportion , Help industry and research leader Unloaded the burden .
This case will be further refined , Old business maintenance resources 40% in , What is the business , These businesses still have a proportion , To subdivide ;
Innovation matters 、 The establishment of a new system can also be exhaustive , So this 60% How to invest our resources ？
After thinking about this benefit distribution thinking , Will cause the following results ：
1） Some old businesses have to give up ;
2） Innovation will be more focused , You don't want to be big and complete ;
3） In the process of constantly adjusting the proportion, a dynamic balance will be achieved , There are some old businesses that must exist anyway , Then this will become infrastructure or public items ;
4） Start the second round of iteration after the system is stable ;
Straighten out your thinking ：
1） Identify redundancy ;
2） Sort out the pattern , Identify stakeholders ;
3） Interest proportion adjustment , Structural substitution method ;
4） Find ways to allocate resources , That is, how to give resources to the people and things you want to give ;
5） Determine the steady-state ratio , And start iterating again ;
In this way , We have a big way to solve the problem of redundancy , That is what we call 「 The top design 」
Next is the problem of mechanism implementation .
Landing ideas
Here... Is implemented 「 Benefit distribution mechanism 」 Our strategy is to divide all the affairs of the company into five categories ：
- Company level projects
- Department level projects
- Daily operational matters （ Including daily management ）
- loss
Daily matters
For example, discuss the cost before the establishment of a company level project ;
For example, weekly meetings necessary for daily management 、 The day meeting 、 Wrangling will ;
For example, the daily operation of the project , Or online accident handling , Or a node of the project is ready , Or upload the reward configuration , Or competitive product research ;
Can see , The big frame is managed by people 、 Management Department , Evolved into a project manager , It's a big span .
Indeed, many problems have been encountered in the process of theory implementation ：
1） Lack of theoretical basis , After all, it is a conjecture that has not been verified ;
2） There are policies on , makers , The actual implementation is slow ;
3） Many things have no evaluation criteria , Redundancy is difficult to identify ;
4）......
A theory without practice is not even a methodology ！
If the mechanism itself is not too big a problem, the environment is often a problem , How fast 「 Unified cognition 」, Is the key ！
and OKR It's a good tool , In essence ,OKR It's not critical ,「 Resources under control 」, The key point is to achieve the goal , It's just OKR It just fits .
The process of practice
First , The general office should do top-down strategic propaganda , Put forward your own OKR, Even do proposition composition to form the company's key projects ;
secondly , Each department will form its own OKR, these OKR Will pass through the general office Review（ Rectification 、 Optimize ） Form key projects of the Department ;
Use OKR Because each project will have a clear acceptance standard and time , This will make many things 「 Relatively controllable 」
There will be two sets of mechanisms to ensure ：
Projects formed by the company's strategic output , It will definitely follow the direction of the company , It's not easy to make mistakes ;
department OKR After approval, the project will have a basic guarantee ;
company 、 Each department level key project is involved in a group of people , Can solve some resources 「 effectiveness 」
In order to motivate more people to participate in the project , There will be supporting reward and punishment measures . A basic logic will be followed here ：
Advance , In process monitoring , Post evaluation , It's done .
Last , We begin to count items ：
Everyone will divide their time slice into different things , The sum up forms the Department's resource input summary , At this time, the previous benefit distribution mechanism will be introduced ：
If the proportion of daily matters is too high , There must be something wrong , Different departments here, such as administration 、 The proportion of finance will be more inclined to daily operations will be different .
A change in proportion , Should be determined by the 「 Mechanism guidance 」, For example, we want to invest more in company level projects , Will link the assessment with company level projects , There are so many company level projects , Various departments will compete to participate , So as to alleviate the problems caused by the departmental wall .
Be careful , There is no mechanism linking rewards and punishments , Is rootless water
There is one caveat here , The classification of matters here , It's a big category for companies , Draw closer to specific departments , For example, the R & D department , Because of their special demands , Some costs need to be collected into the business department , Will be further subdivided , But there are only four categories , If there is an excess , We need to iterate the basic mechanism .
Some of the problems
There are many problems with this mechanism , Continuous iteration is required ：
1） This mechanism wants to quantify everyone's input , And the rules are complex , The initial stage will bring a lot of workload to each department , Implementation is not easy ;
2） People naturally don't want to be measured , In addition, the guidance of indicators may lead to a large number of 「 Distorted data 」, The data obtained in this way 「 The particle size will be very coarse 」;
3） The project has strong cyclical problems , This also brings great difficulties to the calculation ;
4） Either participate in the project or effectively output , For example, I fish in the project , The project leader is very dissatisfied with me , The evaluation of the project leader will be very important , But at the same time, it increases the responsibility of the project leader 「 Administration cost 」, a 「 Double-edged sword 」;
Sum up , The problem here can be summarized as , The data obtained will 「 inaccurate 」 also 「 It is difficult to implement 」, But even coarse-grained data 「 It's not nothing 」, such as ：
1） I can know what the input of a project is , The corresponding manpower can even be converted into money ;
2） I can know what a person's investment in a cycle is ;
3） I can know what the resource cost of a department is ;
To a certain stage , I can know how many resources the company has used for company level projects , How much is used at the department level , How much did inexplicable things cost , I can still make some adjustments ......
So here comes the question , How do you do it? , you TM Tell me how to do it ？
One minute daily
When it comes to how to do , It's nobody's turn ...
I found a lot of information on the Internet , There are few practical articles on such problems , Or not at all , So the first question is how to do ！
From the perspective of the unity of knowledge and action, we must deal with it to the end , So a system is designed here 《CEO cockpit 》 To solve these problems , Also got preliminary results , By the way 「 Put some code for everyone 」 Forget it ：
Official account （ Leaf languages ）：
Pay attention to the official account ： One minute daily , Access to the source code .
Demo address ：https://yexiaochai.github.io/60s_report/
Back to the above question , The solution here is ：
1） Where are the current resources used ？
2） My focus is on how much resources are used , Is it enough ？
The question is clear , I need to know what everyone has done , And knowing what everyone has done is a difficult thing in itself ！！！
How do you know what everyone did ？
The plan here is very simple , Human as the smallest unit model , Let everyone 「 Just write a daily report 」. But here comes the second problem ：
Write your sister's daily ！
Writing a daily newspaper is anti human , If the cost per person is too high , This matter will be discussed by the major leader Boycott , It has to end before it starts , So this daily newspaper must be limited to 1 Within minutes, , It is best to 30S, So it was formed 《 One minute daily 》 Design idea ：
Here is an exhaustive list of the contents of our work , Secondly, let's do multiple-choice questions , The final effect is to do multiple-choice questions , You can experience ：
https://yexiaochai.github.io/60s_report
Here the basic function design is finished , The third question is coming soon , How to push after the basic functions are developed ？
How to implement ？
If you want to promote a system or implement a mechanism in the future , Be sure to do one thing first ：
Create a case ！ Build success stories where you have the most say .
I have a great say in industry and Research , The system will be directly used by the production and research team the next day , Everyone is required to fill in , This online grinding experience , Edge repair BUG While optimizing the experience , And got the first wave of data , So we can deal with the fourth problem ：
How to further promote ？
With a small case, don't make a car behind closed doors , It's time to find 「 investors 」 了 .
So take the current case directly to CEO, I also got positive feedback from him ,CEO： This thing is a genius design ！！！ This is the basis for continuing to do .
Next, there's no need to rush the whole company to push , Let's look at the situation first , And continue to polish the product , After all, from development to launch to trial to CEO The report is only 3 Zhou He ！
What we need to do now is to control the rhythm , Students in the project team are encouraged to work overtime to complete the development of new modules , And constantly optimize the experience , I want to bring something to... Next week CEO For more support .
And good things can talk , In the process CEO This tool has been introduced to other departments ： There is a good thing for management over Xiaochai , You should all know .
So the control is not entirely in your hands , Pay attention to the rhythm ,「 Control the rhythm 」 What needs to be done here is to remove the obstacles , Never in 「 Be discouraged in the process of large-scale promotion 」, So the problem here is ：
How to remove obstacles ？
1） Prepare training materials immediately ;
2） Prepare brochures and posters immediately , such as ：
3） A big screen with more impact , Play directly in the company ！
therefore , This bottom-up product evolved into top-down , Got the red headed document ：
Then there is the logical thing , Just keep optimizing the operation ...... So is that the end ？
CEO Four versions of the cockpit
unfortunately , The daily newspaper is just a minute CEO Cockpit 1/4, He just started ！CEO The cockpit design is ：
《CEO cockpit 》 It is a set of efficiency solutions , Is the company's digital transformation 、 The beginning of fine operation .
His help to the company is ： There is a tool that can provide 「 basis 」 With 「 verification 」 Where 「 There is a problem with efficiency 」, And provide some 「 methods 」 Go to 「 Reduce 」 these 「 loss 」 The probability of occurrence .
His four versions are ：
「1.0 One minute daily 」
You can see where the company's resources are used , And have some macro-control ability ;
「2.0 Project workbench 」
The main purpose is to put all the projects together , Each project cannot be approved at will , It can ensure that resources are not wasted ; Each project must have acceptance criteria （ Even multiple acceptance criteria ）, This will prevent the unfinished work at a certain stage （ After all , There are accountability costs ）;
「3.0 Break Department wall 」
Made of project virtual currency “ market economy ”, With “ macroeconomic ” Add “ market economy ” Promote cross sectoral collaboration （ Virtual currency + Reward and punishment guide ）;
「4.0 The data makes sense 」
Talent ladder list 、 Department ladder list , project ROI And business ROI Measurement model and display （ Actuary + Risk control ）;
Some effects are sensitive , Any cut-off point map ：
that , Is the system development over ？
This is the beginning ......
Mechanism and system
To some extent , Just have a mechanism , Mechanism can ensure that many problems can be fundamentally solved , What I want to express here is ：
All digital transformation needs matching mechanism and process assistance , Even the system is just an auxiliary mechanism ！
But the system can speed this up , It can also strengthen the stability of the system , Is an indispensable and important part .
therefore , When the system is complete , There is also a need to produce ：
1） Redundancy warning strategy is used to warn where redundancy occurs ;
2） The project monthly meeting strategy is used to track the project in a rolling manner to form a closed loop ;
Other publicity cases 、 Reward and punishment strategy 、 Reporting template 、 Meeting settings and so on must all match ！！！
Implementation of each module , Need to repeat all the actions of the one minute daily report , Even harder , If one link goes wrong, it will even lead to the waste of all previous efforts ......
Take the project monthly report as an example , He may be like this ：
The mechanism requires ： At the end of each month , Each department needs to write a monthly project report ;
The content of the monthly report ： Report the three most important projects of the Department （ Or three things ）, And briefly describe the project （ event ） progress ;
Project close ： If the Department has a closed project this month , Will arrange reports and make ratings , Then put it on record , Then there will be a special project completion and commendation conference to encourage them ;
For the Department , The above is not important , The important thing is to give the template （ Please don't let me use my head , Most people don't like thinking ）, He can be like this ：
Then in constant scolding 「 It's written in the daily newspaper, and now it's the monthly newspaper ？」, Will eventually be implemented ......
I want to say , It's hard to , Because people have defense mechanisms , The defense mechanism of the Department is stronger .
The management action is slightly relaxed , The will of management is slightly weak , These defense mechanisms will counterattack .
They will even keep testing your bottom line , You just have to let go of one of the small strategies , It is possible that the body of thousands of miles will collapse in the ant nest .
This kind of thing is well done, and the benefits are great , If you don't do well, it will become the noise of the company ！ The pull inside is worth pondering ......
All in all , It's not easy to go this way ...
Conclusion
Some students asked some questions in private , Also updated here ：
Data authenticity
How can I guarantee or confirm that the daily report filled in by an individual is true , After all, no one will write that I fish today 50%？
There will be 4 Layer bottom calibration strategy ：
1 leader Calibrate everyone weekly or daily ,leader Whoever is unhappy can calibrate who , This is a management tool ;
2 The project leader will calibrate the people who participate in my project ;
3 The project is to calculate ROI Of , The more people involved ROI The more ;
4 The general office will be accountable ROI Extremely low items or matters ;
How managers use
The daily newspaper did not see the impact on the management of front-line managers , It didn't say how the front-line manager adjusted the input and output of employees
The second part is about , But I didn't write that part here , That is to say CEO The second part of the cockpit . We will itemize all the key items , There must be assessment and acceptance after the project , In the future, rewards will be given according to the assessment results, and credit points will be increased or decreased
There are probably a large number of projects in a year 「 Prize pool 」 Do macro-control .
Wrong guidance of assessment
Check these things , It's easy to show up 「 What to evaluate , Just get what 」 Result , Solve daily report 、 Accuracy of monthly report , How to ensure resource allocation , Especially the monthly report , For team managers without resources, it will cause great harm , Will the team be abolished or what to do ？
Current company 「 The main contradiction 」 Redundancy is too large , Specifically, the company's strategy cannot be implemented , So I want to focus more , So it is also a guide to the project .
Specifically, the company will give several company level key projects , Do the upper layer “ The National Development and Reform Commission ” Economic regulation , Each department is also encouraged to submit its own projects for marketing ;
There will be a quota for the input of resources or matters in each department , For example, R & d still needs engineering construction , But this proportion can only be 10% following , Different teams will have bandwidth , What we hope is that everyone will seize the bandwidth , And give the result .
For a team that cannot get resources, we will think that it is redundant , Unless he proves himself useful .
What about cross cycle projects
How to ensure that the monthly project meets the expectations , For example, whether the monthly report is good enough to report three projects , There are big and small 、 Fast dismantling and slow dismantling
The so-called monthly project here does not have to close a project every month , But the company wants to see every department in 「 continued 」 Do a thing or invest in a thing ,「 Don't be too obsessed 」;
The project will last 2 year , But we hope there will be a node assessment at least once a quarter , To prevent 「 Sunk cost 」 The birth of .
Problems of the engineering team
Will the engineering team become the target of public criticism
Probably ...
Okay , Today's sharing is here , I hope it will be useful to you .「 Originality is not easy. , Share more 」
