Yu: Entrepreneurship to rumble everyone can say no

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In UC, our decision-making mechanism is: everyone can say no, but there must be a person responsible for decision-making.

Journal of Entrepreneurial State/Yu

Columnist Introduction:

Yu: UC Advantage Chairman and CEO

At the beginning of 2006, I first met the two partners He Xiaopeng and Liang who were working in UC today, when I was still in Lenovo and they were looking for an investment. Received their cards, I froze a moment: Two person name card on the title how are the deputy manager?

I'll ask the general manager right away. Their answer brightened my eyes. In fact, Xiaopeng and Liang is the company's head, are printed "Deputy General Manager" has two considerations: the first is to see customers, if some problems are not on the spot, you can say "we go back to discuss with the boss." More crucially, they feel that two people are technically born, and that the future needs to find someone who is more mature in strategic planning and management and who will be the general manager.

This is one of the 500 startups I've seen in my investment career, and the first thing that entrepreneurs can think of is a big wisdom behind it.

China's technology start-up companies, there is a noticeable growth of the ceiling, more than 100 employees, income 20 million or 30 million, most of the mature enterprises are no longer big. Why? Because entrepreneurs themselves are technology and product origin, in the company management and strategic planning is not good, but China's entrepreneurial environment requires entrepreneurs "10 omnipotent." Investors who are aware of this problem often help to find a vice president to complement the team's ability. But because a lot of things still need enterprise "a bit" decision, bottleneck problem still can't complete break through.

To break through the bottleneck of growth, but also entrepreneurs have their own "rumble" consciousness. China's current entrepreneurial environment, the requirements of the start-up companies are "10 omnipotent", technology, products, management, market ... Any "short plate" will limit the amount of water in the barrel. Entrepreneurs cannot be alone, and the most efficient way to fill a short plate is to find a partner.

I to Lenovo Liu Liu always put forward the management of the three elements of "building a team, strategic, with a team" has always been borne in mind, entrepreneurship to have a big, build a good team is the foundation. For the entrepreneur, the team's premise is "like-minded", the choice of partner's core standard is the ability to complement each other, what you can't do, what your partner can do, what your partner can't do, what you can do, and everyone else "see more and more beautiful", the team will become more and more harmonious, so that the group becomes a perfect "barrel".

If an entrepreneur came to me today to talk about investing, my first question would be, "How many partner do you have?" In my opinion, three people is a better entrepreneurial team structure. A person is very easy to "Yiyantang", two people time will accumulate contradictions, the triangle is the most stable, two people have differences, you can listen to the third person's opinion.

Of course, early people have more efficiency problems, so there is the most important part of the team: the decision-making mechanism. Small companies, family businesses are usually "Yiyantang": Nobody can dour no (no one can say no), large enterprises or multinational companies tend to go to the other extreme: everybody can dour no,nobody can dour Yes (everyone can say no, no one can say it. , the typical "false democracy", everyone can say no, but when the decision, but always stay in the discussion stage, no one is willing to take responsibility.

In view of this, UC set its own decision-making mechanism as: everybody can dour no,someone can dour yes--everyone could say no, but there must be a person responsible for decision-making. For example, in the company strategy, market management, I am the UC "a bit", everyone can make comments, but the final decision must be me, and product innovation on the number one is He Xiaopeng, we can make comments, but the final decision should be him. The reason is very simple, in their respective fields, we have spent the most time to think, even if made mistakes, the tuition fee will be handed to the "number one."

Like-Minded, ability to complement, decision-making mechanism, the establishment of the team to do this three, entrepreneurial teams have the ability to "rumble", can also break through the bottleneck, go long.