IT Four Big Starting Families: "Gangster" Spirit

The relationship between "entrepreneurial host" and entrepreneurs is changing quietly. This article is about such an evolutionary process: from entrepreneurship to tolerance, from coexistence to embrace.

In April, 9 years ago, when HUAWEI founder Ren Zhengfei was in tears at Shenzhen's Wuzhou Hotel, he was aware of the fact that the rapid technological upgrading of the IT industry will stimulate the entrepreneurial passion that young people can hardly contain. The boss hopes that this passion can be used by HUAWEI.

"At that time, HUAWEI wanted to build an aircraft carrier, and many people started to do business, such as sales, agents and other non mainstream businesses, that is, supporting business."

Former HUAWEI spokesman Fu Jun recalled (he later left HUAWEI to start her own business).

As we all know, the "confrontation" of entrepreneurs later made HUAWEI, who has the characteristics of the Chinese IT industry "Whampoa military academy", stifled the strategy of starting a business. HUAWEI's entrepreneurial fleet also died.

Fortunately, however, HUAWEI is just the beginning of China IT's batch of "making" the pioneering fleet.

With the rise of Internet entrepreneurship, Baidu, Ctrip, Shanda and other enterprises have created a number of new entrepreneurial tribes.

The Internet is changing not only the speed of entrepreneurship, but also the relationship between "entrepreneurial hosts" and entrepreneurs.

The ecosystem of "entrepreneurial ecosystem" with large companies as its core is no stranger to America.

In Silicon Valley, a group of people founded PayPal, an electronic payment company. After they sold the company to eBay, they left, but they maintained close ties with each other. Some of them specialize in investment, some were charitable, and others started to reinvent the company. Later, they called this small group with a unified background "PayPal gangster".

In the financial business of Wall Street, there are also such groups of people who are either from Goldman Sachs or with Citigroup background. Huaxing capital package introduces, "hedge funds are all Goldman backdrops. Many of them are Goldman Sachs, and many of them are Goldman Sachs." PE

People in Goldman Sachs call each other to get a message. He will never go out with Morgan. "

It may not be as close and tight as a gang, but there must be mutual information support, business connection and spiritual sharing.

HUAWEI, Baidu, Ctrip and Shanda are the four largest "IT companies" that are found in Chinese entrepreneurs.

HUAWEI: no longer mass production of entrepreneurs. Tang Xin, a fresh college graduate, was recruited into HUAWEI in 1998. He was worried about the workplace.

When he was thinking of growing up with HUAWEI, he would not think that he would set up a company of his own after many years.

The days of Tang Xin in HUAWEI are the rapid expansion stage of the company, which gives him many opportunities to get outside of professional matters.

"At that time, HUAWEI had a lot of training for graduates."

He recalls.

In the first few years of HUAWEI, Tang Hsin has done production and data configuration, has also assembled machines, and has gone to the telecom operator's computer room debugging equipment. Later, he saw customers, markets, sales, quotations, and even the company's marketing planning and publicity.

The complicated professional experience made Tang Xin acquire the ability to be independent.

A few years later, he turned to a Tencent Inc that was not very large at that time, and soon became Vice President of wireless business. After proving his ability, he started the idea of starting a business.

He had an opportunity to start an in-house business, but the Tencent Inc system was running aground.

But his entrepreneurial impulse has been unable to stop.

In 2007, he left the Tencent to create a cub net (later renamed Yau DU) to provide the customization of online gifts. He soon got $1 million 500 thousand of Lenovo's investment.

At the end of 2008, he got 20 million investment from Lenovo investment and SIG joint venture.

Tang Xin is very grateful to HUAWEI for his training. In just a few years, a simple engineering student has become a capable person.

It is not too bad to call HUAWEI Whampoa a technology entrepreneur in China.

Since the 90s of last century, HUAWEI has gradually developed into the largest and highest technology enterprise in China. This has given hundreds of thousands of skilled workers such opportunities as Tang Xin. They have witnessed the rise of a technology enterprise in China, and thus have the confidence to do so.

He can find HUAWEI people in a science and Technology Park in Shenzhen.

The base is too big.

3% people come out every year, 3000 people. If there are 10% entrepreneurs, there will be 300 people.

Fu Jun said.

He used to be a spokesman for HUAWEI, and now he founded a brand consulting company.

"HUAWEI's employees who leave their posts are more capable of doing the Red Sea. HUAWEI is in the rush to compete with others." HUAWEI's business is mostly related to the industry, and they are all taking the channel strategy. They are all fighting the Red Sea, putting together execution and sales capabilities.

Tang Xin said.

This was originally consistent with the strategy of HUAWEI, when HUAWEI tried to encourage internal entrepreneurship, and hoped that entrepreneurs could provide supporting services for HUAWEI. In fact, some of those start-ups were still providing services for HUAWEI.

After 2000, HUAWEI spent a period of high tide in "winter". At this stage, the first batch of HUAWEI entrepreneurs came to the surface.

However, in the group of HUAWEI entrepreneurs, the most famous technology entrepreneurs (such as Li Yinan, et al.) have few successes, including startups such as Hong Kong and Shanghai Branch, all of which fail without exception. Especially when they are on the road of direct competition with HUAWEI, HUAWEI's competition is finally hard to escape.

In fact, the first round of entrepreneurs missed many opportunities.

It is not necessary to be a communication device or an Internet device.

Some of the high spirits of HUAWEI came out relatively high. Some of them also did a lot of stalls. Everything was in accordance with HUAWEI's model.

I know that HUAWEI employees have successfully sold Sina to SP, many of whom are HUAWEI's middle level.

Fu Jun took stock.

In 2008, a SNS social networking site was set up on the Internet. Thousands of users on the Internet were employees who left HUAWEI. Many of them were entrepreneurs who own their own companies. On this social networking site, they encouraged each other and even sought business cooperation.

However, HUAWEI people have fewer and fewer opportunities to start their own business in the field of telecom equipment.

"Are there any innovative companies coming out after CISCO? The telecommunications industry is becoming less and more concentrated.

Industry threshold is very high, technological innovation is not particularly changed.

Fu Jun said.

More HUAWEI people choose to start businesses in other businesses.

In Beijing, there is a beautiful SPA named Tai, who was also the owner of HUAWEI.

In the past few years, HUAWEI has developed a large number of international market businesses, and accordingly dispatched its staff to the outside. This SPA entrepreneur is the expatriate who came back from the Thailand market. He and his friends in Thailand introduced the authentic Thai SPA to China.

According to Fu Jun, if you consume Argentina red wine, Cuban cigars, or visit Venezuelan coffee shops, that store is probably the HUAWEI people.

For the technical staff, the door of HUAWEI's Whampoa military academy is slowly closing.

If he joins HUAWEI in 10 years, he will be surprised to find that it is a luxury to recapture the all-round training opportunities.

Every HUAWEI employee is more and more like a screw on the production line.

According to Peng Jianfeng, chairman and President of China cornerstone management consulting group, HUAWEI started building a complete knowledge management system seven or eight years ago.

This knowledge management system can make the company's dependence on personal ability lower. "People go, I change people to do the same thing."

With the knowledge management system, the ability of employees to leave the company to other places will weaken.

Now, this management system is already mature.

This is bad news for venture capitalists who are looking for investment projects all over the world, because HUAWEI will no longer produce entrepreneurs in bulk.

The good news for local companies and foreign companies that thirst for talent is that the era of HUAWEI's export of mature professional managers has arrived.

In June 9, 2006, a group of Baidu entrepreneurs gathered in the Haidian District tea house in Haidian District, Beijing. They announced the birth of a club, competing with their fellow students. This is a club exploring business management, industry dynamics and exchange of experience.

The club, which is basically made up of Baidu entrepreneurs, takes part in the 19:00-21:30 activity on Thursday, the second week of each month. The venue is the competition for tea houses. The club has a clear constitution, and the activities have a fixed process and a chairperson presidency system.

Baidu has only been established for 2 years, but Baidu's entrepreneurs have begun to debut.

In 2002, Cheng Hao, the senior technology manager of Baidu's software division, founded the website to download the thunder network.

In 2003, Duan Hui, who had been among the five members of the company's technical committee, left Baidu. Later, he founded a web site.

Chen Zhenyu, senior technical manager of the original search department, founded the RRS reading tool shrimp net after leaving.

And one of Baidu's first 7 employees, former chief architect, first went to the United States to study. After returning home, he developed a full-featured cool music box.

In 2006, Zhou Limin, a former chief architect, founded the life search AI network with Baidu one employee and former chief technology officer Liu Jianguo.

In fact, in Peng Jianfeng's view, Baidu's technological backbone is running out of business very much. It is Baidu's 9 year old company's immature performance.

"There is no knowledge management, no sharing of knowledge and information platform."

Because Baidu's core business is search, the whole company has a flat structure.

"Flatting requires the establishment of a shared platform."

Peng Jianfeng said, "because it gives employees a lot of empowerment, employees have a lot of resource allocation rights.

But there is a prerequisite that I give you the right to allocate resources, but your knowledge must be subordinated to the management mode of the company.

If there is no such thing, then the final knowledge will become personal. Baidu has not done that. If the employee owns Baidu's resources, he can find someone to do it himself.

In fact, Baidu has emerged as a group of technical personnel, not only related to the system, but also related to Baidu's business development.

In 2001, the newly established Baidu divided the search into two technical teams, which were called internal search and enterprise search inside, respectively, for ordinary users and enterprise users.

At that time, the average strength of Baidu in these two directions was explored. But since then, Baidu's search business for ordinary users has become more and more clear, and enterprise search has become a rip off.

By 2007, Baidu simply abolished the Department and dismissed some of its employees.

It is in the increasingly frustrated process of this department that Cheng Hao, Wu Shichun, Duan Hui and others chose to quit their businesses.

The development of Baidu is so fast that the space is so big.

Regardless of technical personnel, marketing personnel, sales staff, Baidu can internally digest all employees of ES (enterprise search) department.

Moreover, even if the quality of these people is placed on the whole Chinese Internet, they are very high.

Wu Shichun commented afterwards.

The business of Baidu entrepreneurs is related to search technology.

The search for love life, the search of cool news, the search of my cool lyrics, in fact, although thunder seems to be a downloading and video website, it is not too much to call it a video search.

In the Internet era, Baidu didn't rush to kill entrepreneurs like HUAWEI. Robin Li showed a tolerant attitude towards Baidu's entrepreneurs. Some companies also had a cooperative relationship with Baidu.

But the bad news is that China has not yet become a paradise for technology entrepreneurs. China's Internet is still at the stage of entertainment. The success of technology is still limited to Robin Li and few others. Baidu's technology entrepreneurs still need to wait for the spring.

At present, Baidu entrepreneurs are the only ones Cheng Hao founded.

Wu Shichun left Cool News in 2008 and Duan ended his pioneering work on video website. He also rushed to thunder in 2008 and became the head of his Beijing technology center.

Liu Jianguo, who refused to interview, said: "it's not appropriate for me to talk about such a theme.

Entrepreneurs who come out of Baidu are doing very well at the moment. I would suggest that when a group of companies succeed, it may be more meaningful to discuss this topic again. "

Recently, a new round of business adjustment has been made and some employees have been dismissal.

According to industry sources, AI Bang negotiated a multi million dollar investment with Tencent at the end of last year.