Microsoft China Zhang Yaqin Management Equation: 1+1 Is Greater Than 3

Despite its star appeal in academia, Zhang Yaqin's name is not known to the public.

He was admitted to the University of science and technology at the age of 12. He was regarded as a "child prodigy". At the age of 31, he became the youngest academician of the American Institute of electrical and electronics engineers. He was called "technical genius".

In 1998, Zhang Yaqin, 33, was invited to return to China to establish the Microsoft China Research Institute with Li Kaifu (later Microsoft Asia Research Institute).

Since then, he has been playing the role of helmsman.

In January 2010, Microsoft announced the upgrading of Microsoft R & D group to Asia Pacific R & D group. Zhang Yaqin also completed the pformation from scientist to manager.

Reporter: you summed up the five "IT management equation". Which one do you feel most?

Zhang Yaqin: for example, I say 1+1 is more than 3, which sounds very simple. Actually, there is an idea or a concept.

Cooperation is good, but every cooperation has a price.

If our cooperation is 1+1>2, then we should cooperate. If our cooperation is =2 or <2, we should not cooperate.

Because cooperation requires a lot of energy to communicate and run in, the combination will surely make life more interesting and richer for both sides, rather than adding up the same, or the original two people are the same at the same time, which is a negative understanding of cooperation.

Most of the cooperation is not 1+1 or more than 3.

Interviewer: how do we create different environments for different people?

Zhang Yaqin: some scientists do not like to deal with people, try to reduce their social activities, do not let him be a manager, give him enough resources to do his own research.

Some people may be interested in management and can give him some teams.

Others may be more interested in operation.

There are some people in my own team who are very conscious, some of them are pressure type.

Different ways of people are different. Finally, we can achieve an acceptable way. There is no absolutely correct way.

A truly good company is cheerful. Everyone is full of energy and no overtime work.

Reporter: this relaxed environment is suitable for those who are good at self-management. How do they adapt to new people?

Zhang Yaqin: now Microsoft Asia Pacific Group also has mentor mechanism.

In addition to your team, at least one person will be your "mentor".

This is a system because you need someone to take you when you join the team. This is for sure.

This "mentor" affects you in his own way of doing things.

More is guidance for your work, such as what problems do you have with your boss, and questions with your girlfriend. You can ask him all kinds of questions that will help you.

Reporter: you played the dual role of a scientist and a businessman, and even went to Harvard Business School to study management. Is there a mentor who impressed you more?

Zhang Yaqin: actually, I've been there before.

One of the more impressive management figures is Jack Welch of GE.

He was the big boss at that time, and he stripped the company.

We had breakfast together. At that time, he talked about three levels of management. The first level is the management of projects, the second level is the management of people, and the third level is the management of perception (cognition / concept, sense / perception).

In fact, the Chinese way of doing things is not to manage that person at the end, but to manage that project is actually a situation.

At that time, my direct boss company's CEO (Jim Kearns) said that different perspectives value 100 IQ points.

People produce different IQ from different perspectives.

So sometimes, no matter when doing scientific research, or talking about projects with others, there is a completely new state from another angle.

Reporter: how do you understand this mechanism when you mention that you need to create a rapid development mechanism for talents?

Zhang Yaqin: there are different explanations. Different institutions are not the same.

Macroscopically speaking, the "rapid development mechanism" means finding the right talents to provide him with a good environment, and then they can fission and fusion. Everyone has great potentials.

On the other hand, the company provides everyone with a possibility, an expectation and a motive force.

For every person who studies and makes products, the biggest wish is not to give him more money. The most important thing he does is immediately used by hundreds of millions of people.

Things that can be made can be turned into products immediately, and can change the world.

This sense of accomplishment and pride will be self-evident in the future.

Reporter: what advice do you have for managers of high-tech enterprises?

Zhang Yaqin: let's decentralization. As a manager, we must first understand our weaknesses. We need to find a team to complement each other. For example, I am sentimental. When I face a conflict, I have a poor coping ability. If there are complementary members in the team, we can form a very strong team.

Just like playing American football, everyone will keep their own position.

Everyone plays different roles and trusts your employees.

When we are making management decisions, we talk about it. Maybe 90% people will talk about reaching a consensus. 10%, we can not form consensus, but we can also talk about ideas and viewpoints.