SourceCryptogamingmetaverseBeijing Business Daily

Big factories can not escape the disease of big enterprises, and JD.com is no exception.

Recently, founder Liu Qiangdong stressed at the JD.com senior management meeting that employees who did not perform well and did not work hard were not brothers, revealing their dissatisfaction with the current management situation. This is also another merciless reflection on his own problems after Liu Qiangdong shouted "We must change" at the end of last year.

In view of the recent problem that employees have formed an industrial chain for signing in, JD.com 's internal investigation shows that 1.Cryptogamingmetaverse. 40,000 people find someone to sign in for you. Liu Qiangdong even said at the senior management meeting, "those who do not perform well for a long time and never work hard are not my brothers."

The tense "June 18" is a battlefield both inside and outside JD.com.

Internally, it is oriented to loose management, the overall organizational efficiency is inefficient, and the group's strategy is out of focus, while externally, it is oriented to the failure of e-commerce, the traditional promotion shows fatigue, and the plight of established e-commerce from dominant to participants.

Someone did an account for JD.com. JD.com 's financial results in the past three years show that its total number of employees increased from 390000 to 520000 from 2021 to 2023, while the per capita annual income of its employees dropped from 2.4694 million yuan to 2.0976 million yuan, a drop of about 371800 yuan in two years.

Numbers may not represent everything, but at least some of the "underperforming and unstruggling employees" are not true brothers.

In fact, not only JD.com, in recent years, Ali, byte, Tencent and other Internet companies have also ushered in the reflection and adjustment of the company's development after rapid expansion.

The last time Liu Qiangdong spoke on the intranet, he had similarities and differences with Jack Ma. It was the front-line employees who questioned the current situation of the company's development, which led to the end of the founder's post.

Founders are not shy about their own problems, and they have repeatedly made public the anxiety of big companies in the face of big enterprise disease.

Inertia, mediocrity, large plates, loss of sense of crisis, lack of sensitivity. It is not so much that big factories cannot escape the disease of big enterprises, it is better to say that every big factory has to fight against the "oneself" when they grow up.

Now that they have grown up, it is impossible to rely solely on the efforts of Liu Qiangdong and Liang Rubo to "strengthen their sense of crisis, always start a business, and escape the gravity of mediocrity."

Shouting and reflection are not enough to pry a big factory, not to mention turning around, not even looking back. Every big factory has experienced its own growth curve when it can become a big one.

The curved growth curve not only gives them the pleasure and satisfaction of rushing to the top, but also accumulates and hides numerous problems, laying the groundwork for future twists and turns.

No matter the earlier Ali, JD.com, or the rising star, big enterprise disease has always been accompanied by shadow, deeply bound with the anxiety of development, and will be magnified at some special moments.

For example, pinduoduo once surpassed Ali in market capitalization, and byte beat not only surpassed Tencent in terms of revenue, but also changed from 10, 000 to 100, 000.

In short, the problem has been exposed, the new king has emerged, and the disease of big enterprises will be even more difficult to hide.

Therefore, what is more important than shouting is to recognize yourself, and more important than to recognize yourself is to talk about consistent reform. This "self" is not only the current situation, situation, future strategy and development path, but also the opportunity to know yourself and the enemy.

Recognizing that you have decided where the problem lies, starting reform determines whether you can "prescribe the right remedy to the case", and it is meaningful to distinguish between real brothers and false brothers.

On April 10, one year after Ali launched the "1x 6N" reform and reorganization, Ma Yun wrote on the intranet to affirm the change, and summed up the change in one year: "not to catch up with KPI, but to recognize yourself and return to the track of customer value."

Big companies once wanted to conquer everything with borderless ambition. After growing up faster than ever before, how to conquer the inescapable disease of big enterprises is also a must-answer.

Tao Feng, commentator of Beijing Business Daily