The management philosophy of the former COO of Meituan

Gan Jiawei, also known as"Agan", he is not only the operation partner of Hillhouse Capital, but also the "Internet" of Meituan+University President, former MeituanCOOFormer Vice President of Sales at Alibaba67Employees and representatives of the China Railway Army. From Alibaba to Meituan, he has expressed a lot of wisdom in management and selection.

01

The vast majority of enterprises die by themselves

Execution is crucial for an excellent team. Running a business requires implementation on the ground. I divide execution into two types: strategic execution and tactical execution. Their importance is different, equivalent to before and after the decimal point. It's normal for problems to occur during the tactical execution phase, just like headaches and colds, which are minor ailments. But in the process of strategic execution, it is the most valuable aspect of being a business, often involving life and death. Therefore, in the process of strategic execution, don't mess around blindly. Recently, I have seen many companies talking about strategic transformation at every turnAllan, one yearAllanSeveral times. Unless he is lying or wants everyone to work harder, if it is trueAllanA few times a year is very scary and can cause significant damage to the organization. The vast majority of enterprises die by themselves rather than being killed by others, which is a major problem in strategic execution.

Jack Ma said that sales is the process of creating value for customers. He often gives an example of a good doctor treating a patient, asking first if they have a headache or foot pain, how it hurts, and finally prescribing medication, instead of just looking at the file without asking about the condition. This has a significant impact on both Alibaba's sales philosophy and myself.

Although execution is important, it is a necessary but insufficient condition. For example, Alibaba's culture of compassion and righteousness has indeed played a significant role.The culture of empathy and righteousness has indeed played a great role in the entire Alibaba team, but I don't think it is a universal or necessary rule. It is just a small methodology, which varies in size, and more importantly, it is to think from the essence of the business.At Alibaba, I am not very involved in the circle and have limited opportunities to play cards and mahjong. Having emotions and righteousness is good, but it is more due to the personal style of management personnel, or in other words, the early business characteristics of Alibaba, which led to a higher density of people with this style.

02

  let80%Employees reaching their optimal level80%Life can be very happy

After arriving at Meituan, I started looking for a way to sell the crown.What I want to solve is: Meituan's1More than ten thousand people can maximize their productivity, rather than having poor performance for business managers or good performance for managers in a city.For marketing management, most of it is due to the wrong definition of excellence, defining less sustainable and replicable tricks as excellence, and encouraging things that are difficult to replicate or even should not be encouraged.Because many things in sales are non replicable, non scalable, and even incorrect. For example, good luck, exceptional talent, handsome appearance, and resources are all irreplaceable. If these are taken as role models, it may be a blow to the team.So my logic at that time was to find a worthwhile and replicable sales champion, and then replicate it to others through management. Management itself is a lever for pursuing certainty, as long as it allows80%The person who reaches the best level80%At a certain level, life can be very happy.

03

I am in Meituan5Management depends on the year11pagePPT

I have been with Meituan for five years, and I would like to talk to everyone about sales management, just a few of themPPT, in total11Page. There are only a few effective underlying methods that should be continuously monitored and optimized for ten years.Management is not about how many people you have managed, but about whether you have mastered the basic methods. I have truly mastered it, mind500People and management5There is no fundamental difference among ten thousand people. If the basic method is incorrect, even if50People are also subject to chaos.Reporting is a fundamental action in management. I am not an investor, but based on limited observation and understanding, this methodology can also be applied to investment.

Sometimes I feel frustrated after talking to some good investors and feel like I don't understand anything. But later I figured out why, it was because he watched more than me. He has watched all the teams on this track in China, and of course, he has a better chance than me to see the good ones.
没有什么天然更聪明，你就是看得多。一样的道理，review是培养团队、提升下属一个最重要的方法。说白了，它就是上级在帮着下级对标。上级讲一遍做了什么、怎么做、怎么看的，下级听一下，然后手把手辅导他。培训也是个有效的方法。2014年时，团购是低毛利，但我们还是挤出钱给新员工培训。培训最后一个环节是分享，美团到现在还保留着。2014年我做了99场分享，每场2个小时以上，基本上每周2场。管理上有效的方法就那么几个，大家都知道，只不过看谁在坚持做那些真正有价值的事。培养人才最重要的是review，选拔人才属于“战术执行”的组织能力建设。我们对团队的管理也出过很多问题，包括招聘。

人才招聘容易出问题，关键是因为缺少坐标。什么叫缺少坐标？就是我不知道现在员工水平如何，能看到一个人的一堆毛病，但他做得不错，也了解业务，很难决定到底是要这个人还是把他换掉，包括这个人履历很牛，猎头重点推荐，来了却发现水土不服，也是因为在人的识别上缺少坐标。因此，我发明了一个人才三分法，即“野生纯天然”、“见过好体系”和“建过好体系”。这个三分法虽然粗糙，但是简单好用。第一层是“野生纯天然”，大多数人都属于这种。指的是虽然很多人看起来资深，在某个行业干了很多年，简历也很漂亮，但其实那些事情也许就是会客观发生的，任何一个人在那个位置上干下去简历都会这么好看。更厉害一点是“见过好体系”，也就是他在业界公认的领域里得到了基本的学习和锻炼，比如我们公认的早年阿里B2B的销售、腾讯的产品、美团的地推。除此之外，还能在领域内足够多的聪明人中有地位。要做到这一点，他一定有比较强的组织能力和系统方法论。最顶尖的配置，就是“建过好体系”。他不仅见识过好体系，还知道橘生淮南为橘，生淮北为枳，能用系统方法论，因地制宜建立一个好体系。很多空降高管阵亡就是因为不具备这一点能力，而仅仅照搬之前的体系。

04

成功的窄门只有那么几扇

我认为在个人成长方面，首先还是态度问题。所谓态度就是你要有欲望，或说野心，太佛系谈不上快速进步。如果一定要讲方法论，肯定要有一颗折腾的心，对自己有更高的期望。大部分人都是因为有了期望，才被逼上梁山的。只有少数人追求星辰大海和幸福，而这种人里只有很少数能成大事。我认为成功的窄门客观上只有那么几扇，应该想办法进去。而太多人花时间思考怎样找到一个其它更轻松的门。之前讲的反复Allan也是这个道理。靠运气很难持续赢，很可能到最后收割胜利果实的不是你。

美团在一片很艰苦、不那么肥沃的土地上，面对中国最强大的互联网公司阿里，大家可以假设一些偶然因素，比如不是王兴，而是换任何一家其他公司做这个，它有没有可能走到今天？王兴也好，马云也好，都很难复制，这个要天时地利人和。坦白来讲，最厉害的还是时代。或者更底层一点，最厉害的还是地理，有什么样的地理就有什么样的国家，也就会有什么样的发展规律。相比之下，个人都是渺小的。

很多时候我们回头看自己犯的错误，本质上还是在一片丛林中前进的时候，手里没有地图。

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