Q: Do you have any reminders for Martin?
Yang Guoan: I’ll talk to him about some of the difficulties in the company’s development.I would give him feedback on the results of the diagnosis every year, reminding him of some things that could be done better.Sometimes he would ask, “What do you think I need to improve in?”
Q: What issues does he focus on?
Yang Guoan: Usually, I pay more attention to business.Sometimes, at a certain stage, the organization’s contradictions become great, such as the “September 30” reform, and the organization’s problems become very important.For example, he put forward that “if cadres can go up or down, they have done nothing.” He made great efforts to promote it.He pays attention to many things, such as business, strategy, investment, talent incentive, talent training, high-end talent attraction and so on. When he proposes a new mission, he requires that social responsibility should be integrated into our products.
Q: When I interviewed an employee after the September 30 reform, he said that he would wait and see if he could get rid of any cadres who he thought were incompetent.
Yang Guoan: In all the changes, the team must see the determination of the executives and see the results quickly.Therefore, from the eight PMO projects, we took out the project of “Cadres can go up and down”, and demanded quick wins, so that people could have a sense of change.There is perception, that is, he sees whether some incompetent and uncommitted leaders have dealt with it.
The second is to address the problem with the most complaints.For example, aiming at the problems of r&d tools, r&d environment and open source code commonly complained by developers, “Open source collaboration and self-development into the cloud” project was carried out on September 30. I think the effect is also obvious.Developers, who make up almost half the workforce, will feel it too.
Q: People are really concerned about the issue of cadres. What do you think of their determination in this regard?
Yang Guoan: Martin actively promotes the cadres to go up and down, and HR helps each enterprise group to get the list out.It is mandatory to remove the number of cadres, with great strength and determination.
Q: You are an expert in organizational skills. What do you think are Tencent’s core organizational skills?
Yang Guoan: Tencent’s organizational ability, I think:
One, it’s very user oriented, it’s very user experience oriented, that’s DNA.As you can see, our mission has been upgraded recently. “User-oriented, technology-oriented” is still the first one. No one will object to this.
Second, learning and innovation.On the one hand is learning, on the other hand is innovation.We learn from other people’s good things, but it is not simply imitate, we also innovate.That’s why Tencent has evolved.Learning is in all aspects, innovation is also in all aspects.We put forward the concept of “science and technology for good”, hoping to invest more in carrying out this new mission.
Q: As companies get bigger, older and more complex, innovation becomes more and more difficult. From the perspective of organizational management, how can we improve our innovation capability?
Yang Guoan: Setting up more small agile teams makes it easier to get projects approved and disbanded.Encourage more internal entrepreneurship and give more young people a stage where they can win battles and take risks.
Q: You’ve done a lot of research over the years and come up with the “market eco-organization” organizational management model, which enables companies to stay agile and innovative.Could you tell me the background of the research and what impact these achievements have on Tencent?
Yang Guoan: This is a project in itself.In 2016 and 2017, I took five or six classmates to study 8 enterprises to solve the problem of how to adapt to the mobile Internet era in terms of organization and management within Tencent and important strategic partners.Tencent is too big, too big is slow.How to be big, agile and innovative at the same time is a challenge.
Before 2014, I did another survey, and I can see that there is a feeling of market-oriented ecological organization. In 2017, I needed to know how to operate, how to build in China and Taiwan, and how to divide the labor between China and Taiwan and the business team.What are the requirements and responsibilities of the business team?