You're never going to wake up a guy pretending to be sleeping.

SOURCE number: Pig Head is a hog

I joined Nokia in 2007, when there were less than 30 hardware departments in the whole of Beijing. Many years later, when we were about to leave Nokia, I chatted with my first boss in Nokia about the cramped lab, and he said, "You know, I brought you in, but I screened it from a one-foot-thick resume!"

This statement is a bit exaggerated, but I believe it. Because then the interview is extremely strict--of course, if you are not the leader of the acquaintance or the old men. At the time of my entry, the entire RF team, in addition to six months before the first two as a contract for the positive, three months ago there is a just into the job, a total of 4 people, coincidentally, we are the same year master's degree.

We have 4 people to do 6 projects, the platform is from Europe, Beijing is responsible for product. Big to milestone review, small to research and development testing, are to do their own hands. We often go to the restaurant downstairs for lunch (there are countless restaurants near the three-Sanlitun restaurant, which we eat all over), and then pack leftovers for dinner-because overtime is inevitable at night.

At that time, Nokia is already a big company, I can feel the bureaucracy inside, but the overall is healthy upward. I've seen two of managers fighting over how to improve the efficiency of engineers, and at least a few of them are rushing to do things.

In fact, there is a very important reason, that is to live many people less, if everyone does not work hard, the project will certainly go awry, the wrong people together unlucky-who dare not.

When I returned to Nokia in 2012, the number of RF engineers in my original department had ballooned to 40, 10 times times over a few years, and 6 projects (ODM projects were not counted).

I used to wonder why so many people, how much work everyone had to do, why everyone was busy, but didn't have much output? I found the answer in the lab: when we had only a single digit, every engineer was in the lab, anxious to eat in the lab, and now the lab was left with contract staff (outsourcing companies) and a few new people, and the rest of us couldn't find it.

Such a state of work can not be long, even if the aura of foreign companies are still in the era, like moto such a bureaucratic enterprise has been in such a few years. Nokia, in the crossfire of iOS and Android, quickly collapsed.

Nokia's collapse is a microcosm of the rise and fall of most business dynasties. In fact, the indifferent point, joint-stock enterprise's mission is to create value for shareholders to increase wealth, as to whether to continue hundred years, in fact irrelevant.

Most businesses cannot escape the fate of rising, earning, expanding, expanding profits, continuing to expand, slipping, panicking, continuing to slide, hiring, losing, layoffs, widening losses, continuing layoffs, acquisitions or bankruptcies.

I am here to ask a question: Why wait until the business has slipped or lost, only to think of "Oh, we are too many people"?

The company's expansion is logical, and I believe that top managers must be thoughtful and demonstrate the need for expansion: new business, more products, basic research, and so on.

However, I have seen a lot of managers, hiring just to recruit, in their eyes, their own team expansion is always a good thing-for will be more than soldiers, originally two people's work, recruit three people to do certainly not worse, as long as the top is willing to give the amount of money, not to mention the power of people, enterprises feeding frenzy is normal ecology, People are more natural to eat other people's chances are big, and the chance of being eaten is small.

I doubt that many managers really know how many people their team needs to do their jobs, and what qualities do they need to meet their requirements?

Similarly, when the winter comes, do these managers think and calculate how many people need to survive the winter, and who can really be the backbone of adversity?

Hiring process is always painful, we often take 10 agreements are resume screening, for fear of the wrong to kill a good candidate, but often hopeful after the interview disappointed to return. But what's even more scary is the black box behind it--more than once someone greeted me before a technical interview and told me that the candidate was a certain boss who needed "care." I felt that I could not pass, but I know some bosses I can not afford to offend, so I had to give a qualified score.

I'm not that "strong," right? Yes, in a company where bureaucratic black holes are enough to devour everything, you have to do this, though ignoble will hurt your body and mind.

And the process of layoffs is even more exciting, and Nokia (Microsoft) is a year of layoffs that can definitely be Cromarty: The collapse of a huge bureaucratic black hole.

Nokia has an old colleague said to me: The company's job cuts and even the process of closing, the most capable people are often the first to go, and even take the initiative to leave, because they have the confidence to find better opportunities, and all kinds of Latin America relations seeking leadership to stay, often because they can not find a better job than this.

This is the reverse elimination we always see in the company's downsizing, as the bad currency expels good money, there are many excellent people will stay, there are many non-inflow will be cut off, but this has never changed the mainstream trend.

And because Ms eventually "one does not stay" extermination, those who eventually had to find their way out of the harmful flora and fauna began to find those who have been in other companies rooted in relatives, after the collapse of Nokia to continue to harm other companies ...

Steve Jobs said: "Never recruit a second-rate talent because they will then recruit three people."

In my opinion, second-rate talent is second-rate, on the one hand lies in quality, on the other hand is the character.

A man who has a will is not to be overtaken, and a man of virtue is not afraid to be overtaken.

My first boss at Nokia talked to us about his idea of being a boss, how to evaluate a boss's quality, and whether his subordinates would be better off in the future--and no matter what his level was, at least it was good.

And then I look at Nokia, if I can find out 7 qualified manager from inside, we can be forgiven? Too bad I couldn't find it-so we were doomed to ruin.

Now look back to the years of Nokia's expansion, although we turned off the Southwood, shut down the Copenhagen, and even shut down the most efficient research and development facility in Europe, Ulm, but the total number continues to grow, and Beijing expands from a product center to an all-encompassing universal center- But have the managers really calculated or reflected on them? Do we really need that many people? Did we find a qualified person? If not, should we have the courage to do subtraction?

No, they don't. Perhaps they have thought about it, but they must not say that they are wrong, but also not to the obvious redundancy of the killer, because the king needs their own authority, princes also need their own sovereignty, their first consideration is whether they will affect their own interests, but "behind me it floods monstrous"!

This is the fate of the "Modern enterprise": when we have the money, all the hormones are stimulated, we are desperately expanding, without fear of a mixed-up-----------------------------; When we start to slide to the bottom, all the stupidity will come out, pays top academics--the inability to cause collapse.

After all this I finally understand that this is actually fate, even if someone is awake to watch all this, even if someone willing to risk death shouting warning, also eventually escape fate.

You can never wake up a man who sleeps.

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You're never going to wake up a guy pretending to be sleeping.