Edit | Wei Song
Ma Yun, the founder of Alibaba, once said, "Values, mission and goals are something that any enterprise must have. Without these three things, you can't go far, you can't go far, and you won't grow up. " Values have been with this company since Ali was founded, but it was not officially written until two years after Ali was founded.
Saturday, 200113, is the sixth day that Guan joined Alibaba as an identity. On this day, the team of Alibaba founders, mainly Ma Yun, Cai Chongxin and Peng Lei, refined the first edition of Alibaba's values.
On that day, Guan proposed to write down Ali's ideas from three aspects: goal, mission and values. Ma Yun mentioned many values and wrote fifty or sixty pieces of paper. Guan and Peng Lei took half and wrote these values on the glass board.
Finally, facing the glass plate, we spent seven hours discussing nine values together, named "Nine Swords of Dugu".
"Passion, innovation, mutual learning, openness, simplicity, teamwork, concentration, quality, service and respect." Alibaba 1.0 version of values came out.
In the summer of 2004, Deng Kangming, who worked as HRBP (Human Resources Business Partner) at Microsoft, joined Alibaba. He recalled that although the first edition of Values was very good, it was made from top to bottom and was formed by the discussion of the core founding partners.
Ali is getting bigger and bigger. In 2005, Ali was in full swing. After taking over Yahoo China, Alibaba B2B Company is ready to go public, and Taobao's turnover has surpassed that of Yi Bei. In the face of the rapidly expanding organization scale, the understanding and transmission of values gradually encounter some challenges.
With the support of Ma Yun, Deng Kangming initiated the first value upgrade.
This year, Ali held a staff meeting, and more than 300 people stayed in a small conference room for a whole day, condensing the original nine values of Nine Swords Loneliness into six values, namely the 2.0 version of Six Excalibur values:
Customer first: customers are food and clothing parents; Teamwork: * * Enjoy * *, ordinary people do extraordinary things; Embrace change: welcome change and be brave in innovation; Honesty: honest, honest and honest; Passion: optimistic and never give up; Dedication: professional persistence and Excellence.
This fully discussed and highly concentrated version 2.0 value "Six-pulse Excalibur" runs through Ali's next fourteen years.
/kloc-In the past four years, Ali's values have experienced several ups and downs, chaos and perfection.
From 20 10, Ali began to try out the partner system. The core requirements for choosing a partner are: working in Ali for more than 5 years, highly recognizing the company culture, making positive contributions to the company's development, and being willing to make every effort to inherit the company culture and mission. It can be said that this represents the institutional design of Ali's highest authority and also ensures the inheritance of Ali's organizational culture and values. At present, Ali's partners are headed by Ma Yun and Cai Chongxin.
On 20 1 1 year, Ali suffered his own "crisis of the birth year". This year, Ma Yun appeared in three press conferences, once because CCTV exposed Taobao to sell fake goods, once because Alipay's equity was transferred, and the third time because the rules of Taobao Mall were greatly rebounded at that time, which triggered the famous "October killer" incident.
Also at 20 1 1, Ali had previously spent1500 million yuan to help small and medium-sized foreign trade enterprises tide over the subprime mortgage crisis, which was called "Chunhui Action". This well-intentioned public welfare action was cheated by some employees of Ali B2B from the inside out. At that time, 1 107 China suppliers suspected of fraud were terminated by Ali, and more than 100 salesmen involved were fired.
In order to maintain the company's values of "customer first" and the principle of good faith, Wei Zhe and Li Xuhui, then CEO of Alibaba B2B Company, resigned successively, which was called "Chunhui Incident" by the industry.
20 1 1 This year is the darkest hour in Ali. One of the important reasons is that from 2008 to 20 10, Ali made rapid recruitment, and almost every year, it recruits about 1000 new employees. 20 1 1 year, the total number of employees in Ali reaches 24,000.
Shao Xiaofeng, then the first chief risk officer of Ali, said frankly, "Ali's employee training system, values and cultural integration failed to fully keep up with the speed of personnel expansion, and the values of new employees also challenged the original system." Aware of this problem, Ali put forward a three-year "self-cultivation" at the beginning of 20 12, and formulated the regulation of only increasing 200 employees in 20 12.
At the same time, in 20 12, Ali also ushered in the largest anti-corruption campaign in history. The Integrity & Compliance Department completed the investigation of 22 employees' violations in May, 2012 65438+/kloc-0, investigated and dealt with 27 employees who violated the rules, transferred 6 employees to judicial organs and outsourced 3 employees.
20 12 July, Ali announced that, confirmed by Hangzhou police, Yan Limin, the former general manager of Juhua Company, was criminally detained on suspicion of "accepting bribes by non-state staff", and then Yan Limin was sentenced to 7 years' imprisonment by the court for accepting bribes worth 538,000 yuan. Yan Limin was very famous at that time, and he brought Juhua to the first echelon of the group buying industry at that time.
In 20 14, Alibaba went public on the New York Stock Exchange. Bell ringers are eight unfamiliar faces, including Taobao shopkeepers, couriers, users, e-commerce service providers, online models and a foreigner. Ma Yun said that these are Ali's customers, and the "customer first" in Ali's values has also been fully reflected here.
However, after Ali went public, he actively laid out his business. Under the needs of business and scale, the ranks of middle-level professional managers have expanded rapidly. To some extent, the moon cake incident on 20 16 is inevitable.
2065438+September 2006, five Ali programmers killed 133 boxes of moon cakes in the company with their own scripts. Afterwards, Ali dismissed them because their behavior did not conform to the company's values, and the excessive punishment caused great controversy.
Jiang Fang, then CEO of Ali (now Deputy CEO), said in an internal letter that "quitting is not an easy decision". Although this "has caused many colleagues to worry that we are too paranoid about upholding values and will hurt the fault-tolerant culture that encourages innovation", we made this decision because we want to remind everyone to be kind to the power in their hands.
An insider of Ali said that Ali stipulated that he would not accept any gifts. If accepted, all gifts should be submitted to the Group for registration. "Unless it's just a pen or a commemorative notebook, everything else should be handed in."
2065438+September 2009, Ali officially announced the new "six-pulse Excalibur" values, which changed from the key words in the past to six "Ali dialects", namely, customers first, employees second and shareholders third; Because of trust, it is simple; The only constant is change; The best performance today is the lowest requirement tomorrow; At this moment, it's me; Live seriously and work happily.
The birth of this version 3.0 values lasted 14 months, during which Alibaba held five rounds of partner meetings, and a total of 467 members of the organization department participated in nine domestic and international discussions; Based on the survey of employees in different departments, positions, levels and ages of various business groups around the world, nearly 2000 suggestions were received. From a word to a punctuation mark, The New Six-pulse Excalibur has been revised for more than 20 drafts and finally officially released.
The upgraded values are based on "Ali dialect", which is a very Ali-style discourse expression system. An Ali HR said, "The values conveyed by six sentences in Ali dialect are easier for employees to understand and accept. In so many companies around the world, you put the words integrity, courage, integrity and so on together. You don't know which company they belong to, but these six values of Ali are Ali's at first glance, and the recognition is very high. "
What is the precipitation of Ali's values in the past 20 years? It may be an open, transparent and inclusive corporate culture atmosphere, or it may be an institutional and cultural force.
Today, Ali's values are facing new challenges. Internationalization, which faces different cultures; Offline, facing different business models; In the low-end market, it faces new consumer groups with different usage habits. These are not only challenges to Ali's business, but also new challenges to values.
As Zhang Yong, Chairman and CEO of Alibaba, said, "The best way to build an alliance is to move from one victory to another. Team cohesion arises spontaneously. "
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