The partner system of a design company can be described in three parts. First of all, it can describe the purpose of establishing the system; Second, it can describe the scope of application of the system; Third, it can describe specific systems.
Model essay on partnership system 1
The 15th annual meeting of Yabuli China Entrepreneur Forum was held in Yabuli, Heilongjiang from February 28th to March 2nd, 20 15. Yu Liang attended and delivered a speech on Vanke's partner system.
First, Yu Liang's view of talent: talent is actually more important than "capital"
There are many innovations in an enterprise, such as business innovation and product innovation, but the innovation of enterprise management mechanism may be more fundamental.
I quite agree with Shen Nanpeng that "the most important thing is people". More than 20 years ago, Wang Shi said that talent is the capital of Vanke. China was short of money at that time. Treating talents as capital will undoubtedly attract many people. As we are in Shenzhen, talents from all walks of life gather in the best special zones in Shenzhen and China. At this time, Vanke started from scratch and later went public. We found that with a little money, talent is more important than money. Therefore, we say that talent is the first capital of Vanke, and that talent cannot be equated with capital, but should be higher than capital. In recent years, we have encountered new shocks and challenges. In the global Internet era, it seems that other resources can be found, and talents have become Vanke's only capital. If you have good shareholders, you can win over your father, as long as you have a good father. For a company like Vanke, we have no monopoly resources and no absolute shareholders. At this time, talent has become the only capital that Vanke can rely on.
Second, the talent mechanism: all the way to change, Vanke's three stages and three major practices.
For such a change, Vanke represents three different practices of Vanke after these three stages of understanding.
The first stage, the initial stage, puts forward that "talent is capital" and emphasizes "recruiting outstanding talents".
We will attract heroes from all walks of life to gather in Shenzhen to participate in the entrepreneurial process. We welcome all outstanding talents, so at that time we had a saying: "Talent is a rational river, where there is a valley, it will converge."
In the second stage, when "talent is the first capital" was put forward, the "professional manager system" was launched.
Rely on the ability of professional managers to run enterprises well and create value. In 2008, for the first time in Vanke's history, there were minor problems. Where did it appear? That year, Vanke's growth, both in scale and profit, declined, which was the first time in history. Because of this, our management team didn't get the bonus because of the decline. Creating value is our bounden duty. For professional managers, creating value is our mission. Then what value to create becomes a question to be discussed. Is creating value just making some money? We introduce this into management content. In that year, our fully diluted return on net assets was only 12.65%, while the social average was around 12%. In other words, how much real value has our so-called best management team created? Later, we calculated that we didn't do well, but it didn't damage the value of shareholders. 12.65% should not be called excellent in creating value. So we talked with the board of directors about a new plan, discussing whether the economic profit award can be introduced and whether what we pursue can be combined with what shareholders demand. We create the real value part and share the real creation part. So the company asks the third party to calculate the average social return level every year, and the above part is paid as a bonus, which has obvious effect. From 12.65% in 2008 to 19.65% in 20 13, the yield increased by 50%. It feels good. But we have another problem. 20 14, our stock plummeted. In the past, the stock price decline has nothing to do with us. This is enough to make a lot of money and add value. But is it really enough? Today, the professional manager system is in conflict with the demands of shareholders, which is our internal challenge.
The third stage: professional managers put forward the "career partner stage" after conflicts with shareholders' demands.
What are the external challenges? Including our respected Liu Zong (Liu Chuanzhi), Ma Zong (Ma Yun) and occasionally Guangchang (Guo Guangchang) brothers, when it comes to professional managers, they are a little disdainful, except Yu Liang. Where is the disdain? Lack of commitment and sense of responsibility is an obvious lack. Professional managers are basically guaranteed not to win or lose. Winning is created for everyone to share. Losing has nothing to do with me. The best I can do is pat my ass and leave. Therefore, there are contradictions between what managers pursue and what they do and between shareholders and added value. After 20 years of development in China, professional managers have been questioned. So a year ago, we studied how to find a new management method to solve such contradictions and answer such questions. We went to many places. I went to various internet companies, as well as traditional companies like Haier, and I am going to Foxconn and Midea soon. I also went to many foreign companies, KKR and Blackstone had a great influence on me, including our American counterparts. I found that some of them are different from me. One major difference is the concept of partner. So, after more than a year of thinking and exploration, on March 15, a year ago, I began to try to become a business partner, upgrading from a professional manager system to a business partner.
Three practices of Vanke's "business partner" in the new period
From professional managers to business partners, there is one more thing. If professional managers are * * * creative and enjoy * *, then they lack the word "* * *". The requirements of business partners are: * * creation, * * commitment and * * * enjoyment. You created value, of course, you can share the fruits of creating value; If you destroy the value, you must bear the corresponding responsibility. So we will develop * * * innovation and * * * enjoyment into * * * innovation, * * * burden and * * * enjoyment. Specifically, we will work at several levels:
The first level, more than 2500 core backbone shareholding plans.
We entrust the accumulated collective bonus to a third party to buy shares in the company. Not only to create real value, but also to be linked to the interests of shareholders and to his gains and losses. Although we can't eliminate the fluctuations and preferences in the capital market, and we can't change them, we should be kind to shareholders, which we can do, and let shareholders know that our management team and shareholders are closely linked. So up to today, more than 2,500 key employees of Vanke hold more than 4% of Vanke's shares. Although it is rare, it is also the second largest shareholder of Vanke. Our identity has become a combination of professional managers and business partners, working for both shareholders and ourselves. The question of which comes first, shareholders and employees, has been bothering us for many years, has finally been solved, because our identities have become consistent and on the basis of interests.
The second level: the middle "project investment system"
Can equity incentive alone solve the problem? Not enough. We have more than 2,500 core employees. What about the other employees? Equity incentive, whose fundamentals are controllable and other fluctuations are uncontrollable, is far from employees' personal feelings. So we adopted a PE-like approach, that is, the project-to-investment system. We require the project operation team to invest in their own projects, and employees can voluntarily invest in their own projects or all projects. After the implementation of the system, good results have been achieved and some problems have been solved. First, the problem of investment was solved. It used to be the same as the project approved by the National Development and Reform Commission. It doesn't matter if it's bad, so you can slap and leave. If it is good, you will mainly take the project. The previous two-hour project decision-making meeting was solved in five minutes, and he himself was willing to invest money in it. Then why don't we let him invest? Why don't we agree to let him invest in this project?
In fact, it was fun for everyone to spend money on projects before, especially for designers with good taste. The more houses are built, the more beautiful they are. Is all the money spent on customers now? Or did you spend it on your designer's feelings? This matter has never been discussed, because designers have the desire to realize it, and they have the ability to invite the best designers to do their own work. They think this is awesome, so spending money is usually more expensive. Today, we feel that money should be spent on customers' perceived costs to save them. Because the customer's purchasing power is limited, how to make him buy the best cost-effective products and services is consistent with the opinions of the company's shareholders at this time.
After the voting, we also found that there were more real-name reports than before. Vanke is still relatively strict, but this situation still happens from time to time in this society. There are many real-name reports, and it makes sense to think about it. I have nothing to do with past actions that have harmed the interests of the company. Unfortunately, I was exposed. I was discovered. It would be nice to report anonymously at most. Since I also have a loss, get up and stop turning a blind eye. So with such changes, the follow-up system of business partners is our second innovation.
The third layer: the "event" partner of the executive layer.
In the third aspect, big companies have a big problem, which is the responsibility and rights between departments. No matter how we divide the boundaries, sometimes we can't tell them apart, so we set up activity partners. One thing, such as saving costs for customers, temporarily organizing activity partners to participate in work tasks, disbanding when things are solved and returning to their respective departments. In this way, we find that many things can be transformed and disintegrated. In the past, the person with the highest position served as the team leader, and now the person with the most say can be elected as the team leader. In this case, he has the most research on this matter.
Of course, we still have many questions, that is, where the money comes from and whether there will be short-term behavior. If it is purely an investment project, there may be short-term behavior problems, but we still have a shareholding plan, and we will get the bonus for the first year in the fourth year. If you don't do well, we will return it, so your short-term behavior will be discovered in the fourth year, which will affect the performance of your whole stock and bring trouble to everyone.
So we are changing these aspects, and we are also considering projects and investments. Besides employees, is it possible for partners to join? We discussed it and did an experiment in Jiaxing to get the general contractor to join us. Knowing that our opponent is going to sell the house one month in advance, we are one month behind him, so maybe the house will not be sold. What have I done before? In the past, we made the general contractor work overtime, kicked me out and spent a sum of money. Even if I sold the house, I basically didn't make any money, because I gave a lot of urgent expenses. Then I measured it with the general contractor. As a partner, he said, don't worry, I will find the best person to work for you, and I will sell the house before my opponent and get the money earlier. He is also very happy. We are advancing and exploring project partnership and business partnership step by step.
I think, after more than 30 years of development, enterprises in China need to make new attempts and explorations in the management system. I think Vanke's attempt as a business partner in recent years is quite successful, so here is a brief report on our practices and ideas.
Model essay on partner system II
I found that there are three differences between internationally renowned design companies and us:
First, the company has fewer children and more elderly people. The golden age of becoming an excellent designer is 35 to 45 years old, because at this time they already have a good income, and they know how to live and luxury. This is not what I said, but what my friends at the Pentagon said. He said: Only those who can afford to design should be designers. (blue note: right)
Second: famous designers have all grown up in famous companies and can work there for more than ten years or decades. (blue note: this is not all. )
Third: famous design companies are elegant, like beautiful museums. (blue note: it is everyone's yearning to work comfortably in a beautiful and relaxed environment. I read a book yesterday and talked about Song Huizong's three major faults as an artist in politics: first, he likes to listen to flattery; Secondly, he loves to pursue luxury beauty; Third, he forgot. Evonne used Cai Jing as a powerful minister, and Cai Jing himself was a great calligrapher. His calligraphy and painting are in the same strain. It is understandable that Evonne and his mutual appreciation. Therefore, if politicians are wise, the people they are looking for must be complementary, not the same as themselves.
I decided to follow the example of internationally renowned design companies, but first I wanted to keep my partners and make them believe me. I believe I can make everyone live a better life. After 30, we won't change careers. We will be designers, fashionable old men and people who can afford to design all our lives.
This is why I want to reform. At that time, the design 100% in the morning was mine, and the design 100% in this morning was mine.
I am lucky to choose today's lifestyle. First of all, because I am lucky to know many people, most of whom are elites. Most of them are my clients and their friends. I have one advantage, which is true, that is, I can always make friends with my clients. (blue note: it is my yearning to be a friend at the level of true friendship, not at the level of interests, but it is really hard to get and get rid of, and some things are difficult to distinguish clearly. Weilai doesn't really have to make friends, but also has to have time, the right place and the right role. When you have the same language, you will be happy. Making friends with elites can only be fair-weather friends or sauna friends.
We have developed into such a model and are inextricably linked with some of my customers. The first person is He Jie, a famous lawyer engaged in enterprise merger and acquisition. We all serve marine real estate. He is responsible for the housing of the real estate, and I am responsible for the preparation of the housing image, so I met him. He likes me very much and asked me to design something for their company. I have the opportunity to ask him for advice, because he is an expert in enterprise structure. As soon as I told him about my situation, he said that partnership is the only way to work, because you are mental workers and the company's balance sheet is almost zero. Your job is exactly the same as that of a lawyer. A law firm can have 1000 people, so can you, but if you can't go public, you can partner. (blue note: the important thing is to love learning and know people)
At that time, I had no idea what a partnership was. Lawyer He said that he had met the United States Congress. I said I did, and he said that's it. I said who does the company listen to, and he said everyone? The minority is subordinate to the majority, but the founder will have some privileges, such as one vote for the founder and three votes for the founder. I said, what the hell? That company is not mine anymore? He said: this kind of company is not yours. The core value of an enterprise is talent. People leave, everything is taken away, and you have nothing.
This is my initial understanding of the partnership system. It can be said that it was rejected, which was very contradictory. Can't the shareholding system work? Pretending to be generous and giving some so-called performance shares is not equal to a bad check? For the boss, it is neither painful nor itchy. So I began to study this industry, so I found that there is an essential difference between creative industry and traditional industry. The most important means of production in traditional industries is capital. The reason why you become a boss is simple: I have capital. I rented a factory and bought a machine, so I am the boss. It is not easy for employees who work here to be their own bosses. Even if you study technology, management and marketing, it is useless because you have no capital. Therefore, the core of company law is to ensure the safety of funds.
Creative industry is not like this, because it does not need capital, and the most important means of production in this industry is talent. As long as someone asks you for a job, you can be your own boss, regardless of the cost. Can you work from home without an office? You can't work at Starbucks anymore. It's okay to receive customers' ideas, so the management experience and methods of traditional industries are useless to creative industries, right? Do you want me to punch in? Set my output or some damn workload? You want me to work overtime without regrets? Then I quit, okay?
Don't listen to the bosses who lied to you about giving you shares. If they do, let him write your name and shareholding ratio on the business license, so the lie will be broken. Because as long as you own shares in the enterprise, you have the right to pay dividends, so you don't have to come to work. Just bring an accountant and let him get a dividend at the end of the year, which is stipulated by law. What the creative industry fears most is this kind of "the dead eat the living". If there are more shareholders, the enterprise can't bear it and will definitely go bankrupt. I studied it and found He Laoshi, saying that there seems to be only one way. Eating at the same table is Dutch, AA system? This is the partnership system. He said, "You are very clever." (blue note: eating at the same table and going Dutch is a partnership. This metaphor is very interesting. )
In the meantime, I asked Wang Zhonglei again. At that time, I designed for Huayi Brothers, who often came to our company. Complaining that designers have too much personality is really difficult to manage. He said with a smile: Is it difficult for directors or actors? Or is it difficult for designers to manage? Of course, I knew that the first two were more complicated, so I bowed my head and asked for advice.
He said: The key is that you people who run design companies are selfish and narrow-minded. You deprived the designer of his signature and reputation. Designers can't get honor and a sense of accomplishment if they give you a job here. Of course, you are unhappy. People are not all about money. Look at your design industry, famous designers are all bosses? But when a designer is the boss, where can he be creative? Aren't all your ideas ordinary designers? Why deprive them of the right to become famous designers? You should help them become famous designers! (Blue Note: What Wang Zhonglei said is really good. I need to watch more of his interviews and videos. Besides, I have to give the designers of Blue Design the right to sign and help them become famous designers. Designers who become bosses often have no time to design, and their creativity begins to decline, and people's energy is limited. It seems that people have long understood this truth, and there must be a solution.
"But they are very famous. What if they leave me? "
"That is taken for granted, who is not who's slave! If you don't do this, people will leave you faster. " (blue note: yes, no one can hinder the development of others. Only by achieving people can we not hinder the development of our colleagues. Only by establishing a good platform and mechanism can we develop together. Selfishness and poverty are the enemies of enterprise development. )
So in all fairness, the structural reform of the morning design is not difficult, but it is my inner struggle for three years to change it. The real purpose of distributing my enterprise to partners is to rely on talents, protect talents and retain talents. (blue note: the truth is easy to understand, but difficult to implement. Can't Wei Lai's collaborators feel his struggle? Impossible, so, now his first group of collaborators have gone halfway. Compared with Ma Yun's 16, he will have another 20 years, and so will Fosun. ) Its approach is to make a young man who is interested in the design industry become a famous designer in China in five to 10 years, make design a career he can rely on for life, and make our partners become a member of the upper class.
I want Chenguang Design to be Huayi Brothers in China. Ten years later, you go online to find famous designers in China. If there are 50 people, 25 are designed by Chen and 25 are bosses of other companies. Haha, in that case, I will succeed! Rainbow Zhong Lei is neither an actor nor a director, but this does not prevent him from working in that industry. (Blue Note: At the time of the interview, at most, Wang had more than 10,000 extras, with the most people in charge. Wang said with a smile: more people are bosses, but they should also be paid. Wang is a business manager.
I have also studied production management from Yachang, the art talent agency system from the gallery owner, and how to scale up from General Manager Li of Zhihong Group (the first brand of educational books in China).
Simply put, partnership is the most primitive form of cooperation in business activities, but it is still a necessary way for many industries, such as law firms, fund management companies, architects' firms, accounting firms and so on. Its survival and maintenance do not depend on contracts, but on a fair distribution system, a democratic decision-making model and the friendship between partners. (blue note: these can be understood in detail. )
The partnership is a parliamentary system, and the shares cannot be taken away. Leaving this team can only take away everyone's blessings. That is to say, after 15 years, when I retire, Chenguang Design will no longer belong to me except for a certificate of lifelong honorary employee, and the shares that originally belonged to me will be divided equally again. (blue note: in fact, this form may not be acceptable. It is still a mode of dividing money according to working hours, and there is no once-and-for-all dividend mode. Greatness is made and must be sacrificed. Even Buffett, Gaixian, Zuckerberg and Niu Gensheng decided to donate their shares after several years of huge profits. It is difficult for normal people to give up what they deserved when they were young. Or when you are in office, you have earned enough fame and money, and you will still be eager for quick success. )
This is what we said at the partner meeting last week. We must improve the democratization of our various decision-making systems as soon as possible and give our founders a good morning when they retire. If so, the six of us will create a great company for the design industry in China.
I got here today because I was tired of the life of a low-level designer when I started my business. Today, I solemnly tell you that I am no longer a designer. I have seldom designed anything since 2003. Those works are masterpieces designed by my partners and designers this morning. You can dislike me and slander me, but don't slander them. They are the most outstanding designers in contemporary China. Who am I? I am the most outstanding contemporary design entrepreneur in China. (blue note: Bao Yimin, the same is true. When the design reaches a certain level, you will find that the design is very small, which is an unimportant part in the operation of the enterprise. Others who decide the life and death of the enterprise often turn to entrepreneurs. The same is true of Bai Ma Han Ziding. )
Finally, I want to say that I pay tribute to Washington, because they have not only created political power, but more importantly, upheld the rules of equal rights. This rule of natural human rights has lasted for 200 years, and it seems ok at present. After all, we haven't come up with a better way. Most of the commercial designs we are engaged in, as well as all the large-scale mental work, were born in this country.
Model essay on partner system 3
A few years ago, we were talking about professional managers, but today we are talking about partners.
In fact, these two concepts are originally western concepts. "Professional manager" is the product of the big industrial era, which is closely related to the traditional manufacturing industry, and later extended to other fields, while "partner" first appeared in the service industry, including lawyers, accountants, financial analysts and so on.
One of the important background reasons why China talks about the partner system today is that we have entered the era of mobile Internet entrepreneurship. A remarkable feature of this era is that the updating iteration of technology and thinking is very fast, and the learning and growth speed of enterprises is also very fast. This requires an enterprise to find a partner to resist risks, take responsibility, make up for each other's shortcomings, and Qi Xin will work together to develop. When talking about this, Mao Daqing also said: "Why are partners so important in China today? It is because a large number of new enterprises are constantly breeding, and there are as many as five or six hundred new enterprises in Beijing every day. In this state, everyone is constantly iterating and updating, constantly growing from competition, and the learning cycle has become very short and needs to grow rapidly. "
At this time, the traditional professional manager is not so important. When talking about the differences between the two, Felodi said that the manager's responsibility is to find out the differences between employees and then put him in a useful position, but the partners do significantly more work. In fact, it's more than that. Professional managers can * * * create and enjoy * *, but you can't share it with you when the enterprise encounters great risks. Professional managers are synonymous with professional division of labor in enterprises. He will stick to the professional principle, only do his own thing, and will not care about others or other departments. As the same interest subject, partners can embrace the future uncertainty of enterprises and adapt to the challenges brought by uncertainty.
What kind of partners does a startup need?
Today is no longer the time to be a hero alone. For example, Bao said that she had a friend who started a business in the internet finance industry, and now she has reached the D round of financing, but there is no partner. In fact, this friend had an experienced e-commerce partner before, but they parted ways in less than a year. One of these two people has a strong self and a strong driving force, and the other has a keen insight, but because of some differences, they finally did not come together.
Then the question comes: What kind of partners does a startup need?
Taking the partner system of 3W Cafe as an example, Bao said that in the first stage of opening a cafe, there were three important partners, one with experience in Internet products, one with strategic experience and one with experience in market operation. Moreover, the personalities of the three people are quite different, so all kinds of quarrels are inevitable. But because they are all based on a lofty ideal, after a period of debugging, they adapt to each other in a fluctuating interval and finally enter a good place of integration.
Mao Daqing and Yulong also agree with this. They also believe that startups should look for partners with different genes, knowledge and experience, rather than homogeneous partners. In other words, your partner must be colorful. However, partners must have a common concept and vision. Only in this way can they be twisted into a rope, and it is possible to go to the end and form the most fundamental back-to-back trust.
How to find such a partner? Mao Daqing believes that the founder circle is very important now. This society is a society of circle culture. The founder should reach out to a wide enough crowd, form a broad enough vision and perspective, and find the right partner from it. "Some (partners) are classmates, relatives and fellow villagers, and some don't know each other at all, but they soon got together. I think this is ability and fate, not hard work. "
What do startups use to retain partners?
Mao Daqing said he had an observation: "Entrepreneurship is a fashion now. It's a great honor to go out and say that you are an entrepreneur. When I said that I was still a professional manager, I was saddened. " In fact, this also implies the following questions: what is the most important thing for partners who are also entrepreneurs? There is gold in the partner's eyes. What is this golden light?
This golden light is of course a dream, and it is the kind of passion created for dreams.
What can I do to keep my partner? Of course, it is to build a platform for him, give him room for development and channels for promotion. Mao Daqing said: "This channel has not been upgraded to any position. The most interesting thing about the partnership system is that you are not interested in the position. If you are interested in this position, this company is not a cooperative company. Tomorrow I will be the vice president, senior vice president, executive vice president, etc. These are all in partner companies, and you don't even want to listen. "
Bao also shared the experience of 3W Group. She said, 3W is a complete system integrating business such as business cafe, incubator, business fund, brand promotion and talent recruitment. Every business has a person in charge, which is a bright line. The dark line is that all businesses have been opened and are closely related to each other. This is equivalent to giving these partners enough autonomy and giving each of them a platform for free development. Partners are naturally very motivated.
This benefit is self-evident. Xiaomi can also be said to be a typical partner system company. Several partners are in charge of different fields. This system has made Xiaomi develop extremely rapidly and become an Internet company with a market value of tens of billions within five years.
This is just as Mao Daqing said: "A good startup is to make the cake bigger, not let everyone share it. You should make the cake bigger and bigger, so that everyone (partners) can have their own cake, and make the cake bigger and bigger. It's not about how to divide this cake. Come up and squeeze me tomorrow, and I will squeeze you. This is a problem for traditional enterprises. "
Therefore, only by retaining outstanding talents, turning them into partners and giving them a platform for development can startups become the "living water" of business culture.
The above is what Bian Xiao shared today, and I hope it will help everyone.