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As for the population of Ba people, part of them comes from Pengfei Technology, part of them comes from fruit research and development, and a group of veterans were found by Chu Yuanxi. Most of them are freelancers, and the mountain and contempt chain are intact. The disease of a large company is almost inevitable.

However, there is a very simple way to cure the disease of large companies, which is to avoid KPI.

Although the contempt chain between the mountains and the departments is two elements of the disease of large companies, neither of them is directly from KPI. The key point that the KPI system wants to bypass is flat management.

Why do many companies regard KPI as the norm? Because those companies cannot do KPI.

A company's performance ultimately depends on projects. It can be said that the project is the vitality of the company, but the carrier of the project is the project team, but the project team is the lowest level, with layers of departments, business departments, platforms, companies, groups, etc. Upwards. There are too many departmental levels. If there is no KPI, the superiors don't even know what the subordinates of the subordinates are doing, let alone how they are doing.

But if the company is flat and there are no more than two levels from the group president to the frontline employees, then things will be simple, and there is no need to use KPI to quantify the performance of the project team.

Chu Yuanxi certainly knew the difficulties of this flat management, but the company he was committed to building should have such a structure, which requires the great efforts of the group president, but this effort can also bring huge returns.

Without the trouble of KPI, the problem of the hilltop is easy to solve, because it is easy to break up the hilltop, and the chain of contempt can also melt because it shouldn't exist.

The disease of large companies is fundamentally due to the neglect of collective interests in order to protect themselves. For an employee, the best condition is that the company is very good, and I am very good at doing it. However, even if I do it very well, others may not be great, or others are also very good, but they do not cooperate well with me, so there will be problems with the project.

Who is responsible for the problem? This has to be said. First of all, it is definitely not my problem, or I want to clean my own problem first.

Therefore, when working in a company with large company disease, the first thing to do is not to consider how the company is or what the project is in, but whether my own work has been completed well. This state will obviously have problems, because "completed" their work does not mean that the project is done well. If the project is done well, and the cooperation between various functional departments is not necessarily good, the company may not be able to be good.

In particular, this problem is particularly obvious when priority is given to completing one's own work vs. cooperating with others to ensure the product.

Chu Yuanxi once encountered two strange game planning that fought. It was a Three Kingdoms type game, but the numerical planning had never seen the Three Kingdoms, so he coded four Lu Bus on the position. The copywriting plan was criticized at that time, and the numerical planning said innocently: It was your copywriting plan needs that were not clearly stated, and there was no requirement that there could not be four Lu Bus on a formation.

This pot seems to be a numerical plan, but why did he create this pot? Because he needs to give priority to his work. As for the quality of the product, whether the player sprays it or not, that is not something he needs to consider, and he ignores it.

If you look deeper, the root of this error is actually that the setting of the combat system is not rigorous. If a boss is needed for each level when designing the combat system, then the boss must be unique in this level and the four Lu Bu problems will not occur.

This kind of problem can occur within a project team, and there are more problems that require cooperation between project teams or cross-departmental cooperation. Many times, it is not a problem with a separate unit at all, but the problem occurs.

Later, why did Pengfei Technology fall to the point where it still needs to lick the information of the cow holding cash? It was because the disease of a large company eroded the company.

In the memory bank of Chu Yuanxi in this world, he clearly remembered that around 2015, there was a very awesome tob project that did a good job. As a result, it was almost launched. It found that the technology used infringed other people's patents. Then the team responsible for providing the technical solutions and the project team shirking each other's responsibility, letting the project that had already rescued kneel down and sing to conquer.

This is also the reason why almost all companies require work communication to pass emails. Many people are taboo in verbal communication because there is no verbal certificate and the email is left in the bottom of the email. At that time, the situation can be fairly shared.

However, this working method will inevitably usher in repeated review of the work flow, because at the beginning of the work flow design, one party is generally dominated by the work flow, so he only considers whether he cares about others' lives or death. After the work starts, the other party immediately finds it bad for him and starts to fight.

So the milestone was set for six months, and the first three months were fought first, and finally, they were guaranteed to nod in each unit, but they were all very awkward and everyone had no problems. However, the project collapsed and the company did not make any money.

Therefore, the manifestation of large companies' disease is a lot of internal consumption, and internal consumption occurs when each unit strives to protect itself. KPI is their powerful tool for self-protection.

Internal friction does not mean internal fighting. If it develops into internal fighting, it will be terminally ill.

This is true. Chu Yuan was clear about this because he experienced a big company illness when he first started a bicycle company in the original world. This is also one of the reasons why he worked as a senior executive in that company but resolutely decided to accept Zheng De's invitation to start a business independently. He was so sick that he had no future.

The disease of a large company is a very annoying disease, but you should not be afraid of it. No matter how difficult the problem is, there is a solution, let alone prevent problems before it happens? The reason why flat management can curb the disease of a large company is because there is no need to separate the blame. It is meaningless for me to only do my own work well, regardless of the life or death of the company, because my contribution is not reflected in KPI, but the harm caused to the company is fully visible.

He Nami looked at Chu Yuanxi as if she didn't know the world was so high that she was so arrogant. She had something to say but didn't say anything. She knew that Chu Yuanxi was just venting her breath and did not intend to discuss it with them. And fundamentally speaking, no one except Zhu Chi was qualified to discuss it with Chu Yuanxi. Therefore, what was the hurry of this girl?

This ventilated Chu Yuanxi also brought Zhao Jie and Yang Jiangang. Zhao Jie was very excited after hearing the idea that was incubated internally, but Yang Jiangang was interested in PKI and lacked interest in incubation and entrepreneurship.
Chapter completed!