The biggest bottleneck in the company--ceo

In fact, a company's biggest bottleneck is actually the CEO himself, if the company CEO himself can not grow, then he can not lead the company to a broader world. But it's not enough to have CEO growth. Join the team did not keep up with the pace, then there must be business collapse. Therefore, the CEO's management method appears especially important. However, the management of internet companies is not like the traditional production line management, internet companies in the company's management requires everyone's goals must be very clear.

Let's start with a classic battle.

On the eve of liberation there was a three major battles at the time when the Kuomintang and the Communist Party clashed in the Liao Shen. The northeast near the Soviet Union, the Industrial Foundation is good, therefore has the important strategic significance. So the CCP and the Kuomintang sent all the elite to the northeast. And the Chinese Communists think: After two battles, Shenyang, Changchun are nearly occupied. Therefore, the northeast became the first Chinese Communist Party in the country to form a local war forces, so we just fight a battle, that can liberate the whole northeast, so that we can liberate the country.

Lin Biao in the soldiers dozen Changchun and Shenyang, Changchun played six months did not hit down. And Jinzhou, Shenyang, Changchun this gleam is very famous Guan Ning Kam line. Since the Ming Dynasty, both sides of this line are actually mountains, only Jinzhou is the only entry mark. Lin Biao was going to fight from the big city, and finally rushed into the open. However, the use of this approach will leave the Kuomintang defenders with the opportunity to flee back to Peiping.

Mao Zedong request Lin Biao Direct cut into Jinzhou, first to Jinzhou, then take the northeast, and finally kill all the Kuomintang forces, the liberation of all China. However, it is very difficult to attack Jinzhou. Jinzhou has a city called Yingkou, the Kuomintang can land in Yingkou, directly reinforced Jinzhou. At the same time, the Fu Regiment in north China can also attack Jinzhou directly from the Great Wall coast, and the Kuomintang has 500,000 troops waiting in Peiping. If Jinzhou did not lay, and so on both sides of the Kuomintang reinforcements, Shenyang again top up, the CCP is likely to be surrounded.

Lin Biao is known for his life of prudence, not to fight the battle of the uncertain, Jinzhou war, he was very hesitant. Later, Mao Zedong sent him more than 10 telegrams, ordered must fight, otherwise the Northeast battle cannot be solved. Later, Lin Biao was forced to attack Jinzhou, took all the troops Qingchaoerchu, took off Jinzhou. As soon as Jinzhou was taken away, two cities in Shenyang and Changchun fell apart, and the national liberation time was shortened from five to two years. In fact, this is a place that solves all of China's battles.

I think over and over again, where is the gap between Lin and Mao?

Lin Biao is also a world-class marshal. I think the gap lies in the simple goal of not playing Jinzhou. This point seems simple, but it is very difficult to dare to make this decision. As a commander-in-chief, it is important that you find the "Jinzhou" on your product, find it, set it up, and try your best to fight.

Look at another battle.

In World War II, Stalin Counter-revolutionaries, in order to dissidents, after the rise of the Soviet Union as high as 80% of the senior officers killed all, the group of the head of the army was basically killed. Hitler was so excited to give Stalin the Iron Cross. Because of an army war, even if the senior generals in the war to lead the enemy, the death rate can not be as high as 80%. At that time Hitler said a word: The Soviet Union is "no Lion steel Giants", is a cowardly steel giants.

Later, when Germany and the Soviets fought, the Soviets promoted many war heroes because most of the army was killed. One of the heroes was the head of the army, and within a year he rose five to become the commander of the Corps. This hero is a key leader, arguably as army commander, must be the first time to find a breakthrough, but he is not. When his army was surrounded by more than 700,000 people, the first thing he did was smash the radio to prevent the enemy from stealing it. When the radio was smashed, 700,000 people could not find him, no orders. At last he picked up the explosives and rushed to the enemy tanks, the explosives rang and the group captains shattered. He's dead. The key 700,000 armies surrendered as if they were headless flies.

Therefore, the German March so fast, in addition to the Soviet Union is not ready, and its lack of senior generals, no strategic goals have a very big relationship.

Lei has a very good point, he said, "You don't use tactical diligence to cover up the laziness of strategy." Sometimes we spend too little time thinking about our goals. It's hard to think about goals, we don't want to think about it, we blindly work. In fact, we just use tactical diligence to conceal the laziness of strategy.

Back to the management of Internet companies. It is different from the traditional industry. Traditional companies are relatively static, a post can be 10 years, the basic work is unchanged. As long as the position is not promoted, the job responsibilities are almost unchanged. CEO batch of documents, year-end budget, a look at the end of the 10% growth, we are very happy. This is a traditional company. The management of Internet companies requires us to actively comb our goals. Think about different goals from the different levels you are at, rather than using the traditional approach of execution as the core.

You have to think clearly about your goals before you can win.

"Target" to be minimalist, focus

I remember, 2012 we started to do Cheetah browser, spent so much effort, finally found a ticket to the most effective, in fact, this is a very important goal. But the situation is often that it is difficult to establish a goal. What to do?

First of all, this goal is as simple as possible, simple enough to say that idiots can understand, this is the goal. In fact, finding this point is very, very difficult. Especially at the company level, making several important simple goals is harder than you might think.

Second, the goal must be focused, knowing that the target is not focused, and neither path nor resources are focused.

Although Internet companies emphasize group, the premise of the group is the focus of the goal. Around a goal to start a team, after a good goal, around this goal to plan a series of paths. In this path, set up each group, that is, your resources. Just like the decision to play Jinzhou, know where to cloth a column to conquer, where to play backup to attack the city wall.

All focus is on the target, and it is impossible to focus without knowing the goal. What is the most feared result? Every place has a little insurance. This is how I feel about communicating with a lot of people.

Everyone thought maybe we could try it out. Please give up this fantasy, try is not to come out. You can't figure it out yourself, how can you try it out on a few people? It is the most important responsibility of the manager to find the opportunity in the movement, to discover the prairie in all kinds of sparks. Otherwise it will grow into towering trees, but also you to manage why. Early touch the direction of time, allow a certain attempt, but to find the target point as soon as possible to achieve the path, resource focus.

If the above methods have tried, or confused, do not worry. I have a headache every time I think about my goals. A mobile phone is so large, it is not possible to make a truck, relatively easy to focus, but a tool software is often copied by competitors, make a big head. Later, I found that the focus of my goal is not enough, is not enough to the user's origin.

I often say that to have faith like religion, to find the source of matter, to find the origin of the product, and this is the user's needs. Find the need for this core point and set the goal.

Death knock "path", Layer peel bamboo Shoots

Most of the time, our thinking mode is "because of this, so". I've heard a lot of things like this: because it used to be, so it is now; I tell you, this thinking path is wrong. This path is not based on the goal, is based on the past habits, this is not a goal of performance.

Back to the cheetah to rob tickets. We did a lot of work the year before last, not as much as a ticket. In fact, we should continue to fight a commanding battle around the ticket. However, no matter whether the PC cheetah or the handset cheetah, the implementation is not enough. For example, users use the software, why no pop-up message told me that need to rob tickets. So, don't be afraid of annoying, don't be afraid of visual impact.

After you think about your goal, the path will come out naturally.

There was a middle-year meeting, and I announced that I had to cast 200 people to the Cheetah Cleanup Master team. At that time, the Cheetah clean-up master this product just started soon, many people in the heart of the bottom. I talk about how many people to vote, the staff at the bottom advised me to say that do not need, do not, can not fit, plug in.

That's why? I think, it's that they don't decompose the path enough. You want to follow the target to dissect the path, like Sunding, the path to achieve the goal of a knife layer of anatomy. If you don't know where the joints are, you're not spending enough time.

For example, Jinshan mobile phone assistant to add a physical examination function, speed is not very important? Under the goal of speed, there are various subprojects, and then you can decompose many of the child goals, each of which is more focused. Another example is the Cheetah Cleanup Master has a garbage scan, although the mobile phone scans the garbage will be more and more, and larger, and speed is still a key goal. We need to reduce the average scan speed from 20 seconds to 10 seconds, and eventually establish it as a target.

Follow the target, we have to do a lot of strategy, and the strategy of decomposition. For example, after the goal of establishing a physical examination, you may need to work on interactive design and user awareness points, and even think about how to simplify the function of physical examination and so on, these are the path. Only by combining the goal to think deeply about each path, to comb the path clearly, the resources are worthy.

For the user, the scanning speed from 20 seconds to 10 seconds, reduce the waiting, the experience is very cool. This goal is achieved, and the retention rate naturally comes up. Instead of starting with the goal of a retention rate or the number of times users use this function every time, because this is not what the user really needs, the user really needs to use the time "cool" feeling.

If you think a point is too simple to throw into the resource, be sure to be vigilant, you probably haven't figured out the path yet. It is difficult to make fruitful work without thinking clearly of the path and not being voted in.

These words seem to be very round, but the logic is thorough.

Pour its "resources"

We have a tool to clean up the mobile phone garbage is called Cheetah clean-up Master, it is in the Google Play tool list ranked the world's first, overseas already have hundreds of millions of users.

Many people in the country may not know this software, because early we did not promote in the country. What it has achieved abroad today is one of the best proofs of our "goal, path, and resources" perfect synergy.

We used almost all the power we could use to do the software. At first, the Cheetah Master was just a spark that not the towering trees on the market. But we thought over and over and thought we had to do this kind of cleaning software. There are three reasons: first, cleaning is a point to be able to play in depth, and secondly, the future security essence is to clean up; third, overseas is our "Northeast Battlefield". We can in the "Northeast Battlefield" to the "Kuomintang army" mercilessly eat, establish a greater advantage of the local battlefield, and finally achieve complete victory.

When we decided to do our best to do the Cheetah Cleanup Master, we began to think about the path and the resources that could be put into this goal. We're not thinking of turning 4 buttons into 50 buttons or adding a few more features. Instead, the target of the Cheetah Cleanup Master was decomposed and refined, and finally concentrated on a core point-"cleanup".

Along the "cleanup" target, we combed through a few key paths: cleaning up garbage size, cleaning efficiency, and memory footprint. After that, we put all the people that we can put in and see and do our best to make this point.

Many colleagues told me that in the history of Jinshan, never seen a product can be such a "three-vote"-VP, cast staff, cast external resources, the other groups have been separated, or even suspend some business. Is there no difficulty in the whole process? Do not make a lot of people's psychological pressure? But your goal is decided and everyone will know it's right.

Over the past year, the Cheetah Master has gained strong growth on all fronts. Many people do not believe that a small broom can change the world. But I have to ask: so many security vendors who can take out more than 100 people to make a small broom? Who can turn the more than 10-year antivirus engine into an app-type engine quickly?

No one can concentrate on almost all the energy of the company, which is called the real threshold. And from the essence: we simply think of a very simple goal point, comb the path clearly, at each point are invested in resources, and eventually cast a commanding heights.

When the goal is simple enough, it will be narrow enough, what will it bring? It is that you are so invested that others have no chance to catch up, because there is no way beyond.

I often talk about this example at an internal meeting.

Those who have not lived through battles, who have not fought hard, and who have not really lived from 0 to 1, are always looking to MBA textbooks or materials to learn the so-called management without thinking about the nature of management.

I think that the essence of management is to establish a core business, with all the staff and organizational structure to go forward, rather than to build a well-organized organization, so that all the business orderly.

Today, the entire internet is returning to its origins. It makes an explosion of a previously seemingly simple point, not a huge system.

China has an idiom called "solve", must think over the word repeatedly.

What is the blade? As a company, high growth is the blade. The company's growth rate up, is this blade, the blade found, many problems solved, including people's problems, ideas of the problem, a sense of achievement, all solved.

As a leader, we must find this blade. Although the blade is thin, the problem will be solved once the point is established.

Looking around, all the products that make a big career are because it's very simple. Accumulate enough resources on a minimalist blade, and once that barrier is erected, it is as impenetrable as a cliff. When the cliff is up, you go again and the whole pattern comes out.

The reason why I spend so much time talking about this is because I use this principle repeatedly in the management of my business-"goals, paths, resources", which is the three-paragraph theory of management.

I have always believed that all things do not always derive from luck, once in a while, but in a flash, the last big one is often the rule.