Ma Yun: No One Can Take Away My Team!

News: referring to Alibaba, in addition to the story of the foreign lad related to the eighteen thieves in memory, what is more familiar now is the legendary Chinese legend on the Internet -- the largest online trading market and merchant community in the world's international trade, and the first brand of e-commerce among global enterprises.

When Alibaba bought YAHOO, its founder and current president, Ma Yun, pointed out: "there is one thing that can not be negotiable, that is, corporate culture, mission and values."

For the future of Alibaba, Mr Ma has a beautiful vision: by the time he was 60, he was standing on the side of the bridge with the old guys who were doing Alibaba. He heard the trumpet said that Alibaba would pay dividends again this year, and the stock would continue to rush ahead and become a global...

At that time, I felt really successful.

However, in order to achieve the "success" picture that can often appear in this movie shot, Ma and Alibaba may rely more on the soft power of hiking.

If the "soft power" is hard enough to overcome all kinds of "hard power", if the "hard power" of operational facilities, production capacity and even capital is relatively easy to be duplicated and replaced, some "cultural" characteristics of "soft power" can hardly be duplicated.

Soft power is more reflected in the social identity and affinity of enterprises, and it is the soul of enterprises to enhance their competitiveness.

After years of struggling Alibaba, the most abundant reserves of Alibaba seem to be such a secret "soft power". The company's Taobao network is an excellent example.

In Taobao, all employees have their own unique and familiar knight errant "flower names", together with their youth to defend their names.

Duan Yu, Yu Yan, Qiao Feng, Hu Fei, Xiao Long nun and other "martial arts personages" from Jin Yong's novels haunt the surrounding areas. In Taobao, people often know their names but ignore their real names.

"Customers who have a cultural resonance with us are also very easy to remember the names of Taobao service staff, reduce communication costs and increase communication fun," he said.

One of the nine bags of disciples from Taobao network told the Financial Times reporter.

In the Alibaba, the staff discuss the important events of the rivers and lakes, instead of gathering "bright top" or laughing at the swordsman Island, because all the conference rooms here are named after the place names in Jin Yong's martial arts novels.

It can be said that the sense of justice and team spirit in Wuxia culture permeated the words and deeds of the company's employees.

However, it is not as fictional as the plot of a novel.

In Alibaba, employees are divided into three categories: those who have achievements but whose values do not conform to them are "dingo"; those who are good but have no achievements are "little white rabbits"; they are "hounds" with outstanding achievements and team spirit.

For the "wild dog", the company generally resolutely scavenged under the condition of inability to educate.

When a project is on schedule or over fulfilled, in order to celebrate the staff, the Alibaba project leader will only wear a pair of shorts to drill the table or run in a company's building, or even be pulled by everyone.

This is dubbed by employees as a "naked" plan.

It is easy to see that the motive force for realizing Alibaba's dream of "century old shop" lies in its culture and talents.

In the book "corporate culture and business performance", John Kurt, a famous Harvard Business School professor, said that corporate culture plays a significant role in long-term business performance. In the next 10 years, corporate culture is likely to become a key factor determining the rise and fall of an enterprise.

Ma Yun is deeply convinced of this.

"No one in the world can take away my team."

Based on the company's unbreakable cultural barriers, Ma said.

"When the whole culture is formed, it will be difficult for people to be dug away.

It's like living on a fresh air. You suddenly put him in a dirty air, and the wages were higher. He ran back in two days.

In 2000, Alibaba launched a value system called "Gu Gu Jiu Jian".

The value system of "Gu Gu Jiu Jian" includes teamwork, teaching and learning, quality, simplicity, passion, openness, innovation, focus, service and respect.

Now, the company has refined the nine into the "six pulse sword" which is still in use.

Alibaba is constantly improving its corporate culture in this awareness.

However, it is not easy to penetrate corporate culture.

Successful enterprises pay special attention to the landing of corporate culture, not just as a slogan on walls.

"Alibaba should spend at least 1/5 of its energy and financial resources every year on improving the staff's office environment and staff training."

Chen Li, manager of the personnel department of Alibaba, told reporters that Alibaba did not have strict card punching requirements for employees' work hours, so long as they complete their work tasks and when to work.

"Like the IT industry, R & D work is brain intensive and employees are in a state of tension and bustle.

Providing an elegant working environment can make employees feel happy and happy.

This is probably the general enterprise talent turnover rate of up to 10% to 15%, while Alibaba's continuous job hopping rate in several years can still be controlled at 3.3% of the root causes.

The value system of Alibaba's "six pulse sword": customer first: customers are the parents of food and drink; teamwork: Cooperation: sharing and sharing; ordinary people doing extraordinary things; embracing changes: meeting the changes and innovating; honesty and integrity: honesty and integrity, words and deeds magnanimous; Passion: optimism, never giving up; dedication, dedication: professionalism and excellence.