Strategic ambitions are not scarce, and the bricks and tiles of the organization are real gold.
In the Internet and digital age, with the rapid rise of the smart economy, it is an indisputable fact that companies need to break the hierarchy and find a more flexible organizational model. However, in recent years, in the sound of organizational innovation in the Shanhu and Tsunami, companies that have really made a difference are lacking. Technology companies are obviously active promoters of this trend and have entered the deep water zone of organizational innovation.
01 How to make employees feel strong?
The key to organizational innovation is whether the company has created a mechanism that enables employees to get more empowerment (capable of doing) and incentives (willing to do), allowing them to release their own and organizational potential.
In fact, every company has potential. At a small level, it is the suppressed ability and willingness of employees. At a large level, it is all the resources that employees can use.
Incentives and empowerment are just a result. In order to achieve this result, companies generally have to promote three major changes:
First, the organizational structure is becoming increasingly flat, and companies are beginning to break horizontal departmental boundaries and vertical hierarchies, and use more flexible small business units to fight. Obviously, if you still divide the sections according to departments and levels, it is good for employees to perform their duties, and there is no need to jump out and innovate.
Second, the incentive mechanism is also innovating, breaking the original rigid salary structure, and allowing employees to participate more and more in the distribution of value creation. Obviously, if it is still the model of job salary + performance salary + bonus, employees can get the money they can get, just paddling, fishing, performing performances, and there is no need to jump out and innovate.
The third is that the empowerment mechanism is more plug-and-play, and talents should be replicated in batches based on business needs. If it is still the traditional talent training model, the law of human learning curve is certain, and the talent supply of enterprises cannot fully satisfy the complex market environment.
The difficulty of breaking through these three points can be imagined. If you don’t pay attention to it, the enterprise is just like flying dogs. Therefore, there are many people who pay attention to organizational innovation, but few people dare to practice with real swords and guns. Ye Gonghaolong is the norm.
Technology companies as an era of force newborn amount, although not fully mature in the organization and management, but fortunately no historical burden, indeed some of its practices to promote innovation trends in the organization.
For example, to achieve collaboration with a flexible project system, to a certain extent, it breaks the restrictions of departments and levels; another example is to turn equity and option incentives into a long-term incentive mechanism, which to a certain extent allows employees and the company to share the same fate , Which partially stimulated the entrepreneurial spirit; another example is to quickly grasp first-line best practices for knowledge accumulation, and then efficiently distribute knowledge (even in the mode of information flow)…
The dazzling performance allows them to withstand the toss and leave valuable experience. However, these are only “appetizers”. This era also needs a “main course” to shake the traditional pyramid organization model.
02 Employees are not just working, but also creating knowledge
In the age of internet and digitalization, “knowledge” is undoubtedly the most important factor of production. As the aboriginal people of this era, technology companies have abundant reserves of data, computing power, and algorithms, which are enough to establish a unique advantage of organizational innovation-a high-level operation method of knowledge. To put it bluntly, they are most likely to let the knowledge flow and create value.
In the business world, the task of creating high value is generally driven by complex knowledge, especially in the Internet world. For example, a functional module in an APP has a number of codes behind it; a promotion decision (how much to reduce the price of what product, what goods to equip, etc.) is behind a supply and demand model established based on past data; behind a new pull is the perception of past users Refinement of points…
These complex knowledge should be presented in the form of “core documents”, and the formation of these “core documents” should come from the full collaboration of employees. Therefore, on the surface , employees are completing tasks, but in fact they are creating knowledge; their process of completing tasks is just to “monetize” various types of knowledge in application scenarios.
If technology companies can create a collaborative model of knowledge management that allows employees to flexibly extract knowledge, integrate knowledge, push knowledge, and realize knowledge, then they will achieve organizational innovation to a large extent.
The judgment of tech entrepreneurs may reveal this trend. Li Yanhong requested that “within three years, Baidu ‘s work efficiency should be doubled because of knowledge management.” This is not only a judgment on knowledge management, but also a macro judgment on organizational innovation.
Li Yanhong is a major in information management, and he has the underlying thinking of knowledge management; Baidu started with Page Ranking technology and is the beneficiary of knowledge management. It seems that they will follow this path firmly.
At present, Baidu’s internal collaboration tool is ” Ruliu “, which is based on data and knowledge in the platform. The core is AI technology. Employees can freely configure and complete work collaboration around different scenarios, breaking the original hierarchical restrictions.
This kind of cross-border collaboration, which revolves around the construction of various types of knowledge (core documents), will itself precipitate more knowledge results. The “different routes to the same goal” of other technology companies further confirms this trend. Feishu , Dingding , Enterprise WeChat , Zoom and other products are all on this path.
Traditional enterprises do not have the tradition of knowledge management. Even if they do, the results of knowledge management are mostly “dead documents”; while technology companies naturally have a tradition of knowledge management. With a little promotion, data, online, and intelligence can be realized.
To be sure, this is not only the choice of giant companies competing for the collaborative office track, but also a bold attempt to improve their organizational capabilities. Even this is the winner of the future economic world competition pattern. Products such as Liuliu take the promotion of knowledge management as the core and are closer to the essence of organizational innovation in the era of smart economy-knowledge as the carrier, allowing employees to form a super flexible “wiki-style collaboration”.
03 Intelligent organizations, the winners and losers of future organizations
It is true that the future organizational model can be described in various terms, but the basic model is a platform-based organization, and the higher-level form of a platform-based organization is an intelligent organization.
Platform-based organizations, one is to acquire users’ just needs sensitively on the demand side, the other is to flexibly integrate various resources on the supply side, and the third is to motivate individuals, form projects, produce knowledge, and connect supply and demand. To put it bluntly, it is to let the right people bring the right resources to attack the right market targets.
The market is first, and tasks can be initiated based on market goals. “Finding people by things” is the organizational principle of the new era. Therefore, to give full play to the greatest power of platform-based organizations, business flow, talent flow, and capital flow must be “three streams in one”, that is, based on the advancement of business flow (things) to dynamically match the flow of talents (people) and capital (resources) . Obviously, whose allocation efficiency is higher, whose market performance will be better, and whose organizational model is more advanced will be reflected behind the scenes.
This is doomed to the characteristics of this type of organization-data and online are just the basis, and automatic algorithm iteration must be realized. In the past, some leading companies have broken through the “data” and “computing power” issues. On the one hand, real-time online big data has become standard, and business, people, and finances are all online ; on the other hand, the computing power provided by various cloud computing service providers has also been extremely abundant. In the future, the comparison will be “algorithms”, that is, intelligence.
In fact, the high-level form of platform-based organization is the “cloud organization” I put forward many years ago. If you consider that the cloud is the general trend of the enterprise as a whole, and the algorithm is the key to victory, then the end point of organizational innovation must be “intelligent organization”.
Zooming in, this kind of intelligent organization has the following characteristics:
User-centric -quickly capture and identify user needs.
Take the scene as the purpose -quickly build the scene and provide the knowledge material required by the scene.
Take knowledge as the carrier -quickly grab knowledge fragments, form knowledge precipitation, promote knowledge distribution, and form an efficient flow of knowledge within the organization.
Take the middle station as the engine -to provide the middle station engine that promotes the efficient flow of knowledge. The first layer is the “business center”, that is, marketing center, video center, etc. It builds resources into “middleware” that can be called by the front desk, which greatly improves organizational efficiency. The second layer is “the middle station of the (business) middle station”, such as Baidu’s knowledge middle station and AI middle station. The essence of the former is data, and the essence of the latter is algorithm. The two make business middle stations truly realize efficient sharing .
In fact, the construction ideas of Zhongtai reflect the organizational innovation ideas of enterprises to a large extent. Large multi-companies want to build a “universal in Taiwan” or “resource supermarket,” so that the foreground of resources unlimited on-demand calls, this is impossible. To put it bluntly, this is to make the middle station strong enough to be compatible with a wide range of business scenarios, and forcibly throw away things that should be solved by the front desk or coordinated by the former middle station to the middle station.
After a few trials and errors, companies such as Ali focused on the “data center”, which is what can be reused by the front office. Baidu went one step further and paid attention to the AI middle station, which is an improvement. The key to organizational innovation lies in intelligence.
Taking the intelligent organization representing Baidu as an example, let’s talk about the structure of its organizational model:
The first layer -the technical bottom layer is supported by the dual engines of large and medium platforms to solve the problems of data (knowledge) and algorithms (AI). Baidu’s intelligent infrastructure has obviously become the organization’s “confidence”.
The second layer -with these two engines, knowledge can flow efficiently and quickly improve organizational efficiency. On the one hand, based on the knowledge-based architecture (core text), communication and collaboration between people can be carried out efficiently; on the other hand, people become more powerful because they are loaded with data (knowledge) and algorithms (AI), and they are realized by humans and machines. Intelligent collaboration. Obviously, to achieve this effect, knowledge must achieve what Robin Li calls “feeding”. First, there is a good knowledge production mechanism, encouraging everyone to precipitate discussions, experiences, and lessons into knowledge, and then based on the needs of the collaboration interface, through The intelligent distribution algorithm pushes relevant knowledge and experience to those who may need it, and realizes the flow of knowledge within the enterprise.
The third layer -the efficient flow of knowledge, brings accurate support and easy control of the scene. Here, the “feeding” of knowledge is also of great significance, that is, based on the needs of scene tags, the relevant knowledge and experience are pushed to those who may need it through the intelligent distribution algorithm.
The fourth layer -what is like a fish in the scene, will eventually be reflected in the user’s silky experience.
Those companies that first settled on AI may receive positive feedback from the market (especially the foresighted capital market). At the beginning of this year, Baidu’s market value exceeded 100 billion for the first time, and its stock price has soared. This is proof that the market has re-examined Baidu’s value.
If Baidu truly achieves the “double” that Robin Li said on the “hard data” of human resource effectiveness (human effectiveness), then there is no need to prove the improvement of its organizational capabilities, and organizational innovation can also declare initial results. Because only a platform-based organization or an intelligent organization can achieve a high degree of reuse of organizational modules, which will lead to such a rapid improvement in human efficiency.
To put it bluntly, strategic ambitions are not scarce, and the bricks and tiles of the organization are real gold.
Posted by:CoinYuppie，Reprinted with attribution to:https://coinyuppie.com/in-the-future-what-kind-of-organization-do-employees-need/ Coinyuppie is an open information publishing platform, all information provided is not related to the views and positions of coinyuppie, and does not constitute any investment and financial advice. Users are expected to carefully screen and prevent risks.