3月末，烟雨江南，位于杭州的阿里巴巴总部樱花绽放，粉白花朵交映在风中。
“正是江南好风景，落花时节又逢君。”曾在日本、泰国等地现身的阿里巴巴集团创始人马云突然回国。隔日，阿里再度平地惊雷，宣布启动“1+6+N”组织变革，引爆舆论。
自此，阿里巴巴集团之下，将设立六大业务集团和多家业务公司，具备条件的业务集团和公司，都拥有独立融资和上市的可能性，阿里将再造无数个“阿里”。数字化转型网szhzxw.cn
面对外界猜测的“权力游戏”之说，阿里内部人士告诉新京报贝壳财经记者，马云此时的回归，更多是“坐镇”。此次调整后，各业务集团CEO不再直接向张勇汇报，但张勇依旧能影响各业务CEO的任免。
“敏捷”手术的尖刀深深插入阿里，指向藏在阿里各个器官里的“大公司病”，阿里自2015年以来建立的“大中台”告别时代，高管们也将告别“等、靠、要”的舒服日子，中后台将全面做轻、做薄，员工将为各自的业务而战。数字化转型网szhzxw.cn
在互联网增速见顶的时刻，阿里的破局之路或从此开始。数字化转型网szhzxw.cn
记者探访组织变革中的阿里总部园区，满园春色的背后是一次划时代的动荡。新京报贝壳财经记者程子姣/摄数字化转型网szhzxw.cn
马云归来，“削权”张勇？
一、马云此次回国，外界猜测种种。
此次组织变革的关键动作是，各业务集团分别成立董事会，实行董事会领导下的CEO负责制，各业务集团CEO将不再直接对张勇汇报，而是对各自的董事会汇报。数字化转型网szhzxw.cn
身为阿里CEO的张勇不再管理阿里的一切，马云此时回国，是“削权”的开始？
对此，新京报贝壳财经记者采访多位阿里内部人士，谈到外界猜测的“权力游戏”之说，他们表示，马云并非“削权和夺权”戏码的导演，马云此次回国更多是为了给张勇“坐镇”，毕竟这次组织调整是阿里商业史上的一次巨变。数字化转型网szhzxw.cn
3月30日，风口浪尖上的阿里就新的组织和治理结构召开面向投资者的电话会。六大业务公司上市时间表再次被提及，“准备好一个，上一个”，尽管未透露具体顺序，但已知的是，在经历24年来最重要的一次组织变革后，阿里巴巴已不是从前的“阿里巴巴”。
“1+6+N”组织变革后，阿里成为“1”，云智能集团、淘宝天猫商业集团、本地生活集团、菜鸟集团、国际数字商业集团、大文娱集团成为“6”，其他公司“N”将独立经营管理，阿里走向组织治理全新阶段。
依据全员信，张勇在担任阿里巴巴集团董事长兼CEO（首席执行官）的同时，兼任阿里云智能集团CEO；戴珊任淘宝天猫商业集团CEO；俞永福任本地生活集团CEO；万霖继续担任菜鸟集团CEO；蒋凡任国际数字商业集团CEO；樊路远任大文娱集团CEO。数字化转型网szhzxw.cn
未来，阿里将转向控股集团，运营重心也会从具体业务抽离出来，将精力更多投向投资、创新、孵化。正如张勇在阿里内网中的表述，“孩子大了，要走出去，独立面对市场，而阿里巴巴集团更像一个大底座，给他们做好支撑”。数字化转型网szhzxw.cn
阿里内部人士对新京报贝壳财经记者表示，这次变革，是从顶层着手进一步理顺阿里巴巴的组织治理关系。阿里巴巴作为一个上市公司主体，不会变化，各个业务集团、公司的业绩将继续合并报表。
同时，他还称，各业务集团CEO虽不再直接向张勇汇报，但张勇将继续作为集团董事会主席兼CEO，统管战略，且能影响各业务CEO的任免。
二、大公司病首要解决“大”问题
此次组织变革，阿里数次提到一个“薄”字。数字化转型网szhzxw.cn
巨轮转舵，能掀起惊涛，但动作“笨拙”，这不是24岁的阿里想要的结果。数字化转型网szhzxw.cn
马云卸任CEO时，阿里只有不到4万人，如今，阿里在不断发展壮大以及收购包括高鑫零售、优酷、饿了么等业务后，俨然一个庞然巨物：截至2022年12月31日，阿里的全职员工总数近24万人。经历了上一季度的减员，其人数依旧是腾讯集团的两倍之多。
和所有大公司一样，在资深员工眼里，大公司病的病灶已存于阿里大大小小的不同组织之中。前阿里资深员工告诉新京报贝壳财经记者，自从张勇从马云手中接棒后，阿里不同组织内部派系复杂，“老臣派、改革派、创新派、外资派各有领地”，而随着阿里集团的不断壮大，这些派系越来越错综复杂。
“不同的领地，不同的玩法，单独来看这些人或许都很优秀，但……”数字化转型网szhzxw.cn
他表示，当这些不同派系交织，服务不同目标，一些很明显的文化分裂、人事管理等问题，就都出来了。同时，一些常见的大公司病也普遍存在，P（阿里的职级序列）与P之间藏着的可能不是简单的级别，而是影响整体文化建立的鸿沟。数字化转型网szhzxw.cn
“如果说P8是一条线，P8及以上称之为中层，P7以下称之为基层，P7和P8及以上存在着文化差距。”多位阿里员工表示，P7相当于基层的小组长，P7这一级的文化跟P8以上的文化差距极大，“P8之间我要捧你场，你要捧我场，我要制衡你，你要制衡我，文化就这么日复一日逐渐割裂、变形，形成断层，最终影响业务的发展”。
某位阿里员工表示，大公司病的明显表征就是“每个人都在很开心地自嗨。”
进入成熟期的大集团企业往往面临着经营效率低下、创新意识不足等难题，为了推动企业高效经营，大型的企业集团往往在这一时期开始推动分拆上市。
此次组织变革后，“敏捷”手术的尖刀将深深插入阿里。按照阿里管理层理想的那样，业务全面独立经营后，员工将真正走向为自己的业务而战的道路，上述相关大公司病也将迎刃而解。
让组织变敏捷，让决策链路变短，让响应变快，是阿里本次变革的初衷和根本目的。近两年，张勇在阿里内外部多次强调，敏捷组织是实现多业务多业态超大型企业高效治理的路径。此次形成“1+6+N”组织架构，是敏捷组织理念进一步深化的自然结果。数字化转型网szhzxw.cn
自此，阿里中后台将全面做轻、做薄，这也标志着阿里“大中台”时代结束。数字化转型网szhzxw.cn
三、组织变阵高管告别“等、靠、要”
天下武功，唯快不破。数字化转型网szhzxw.cn
今天的阿里，多个业务覆盖不同的领域，有消费者业务、文娱业务、物流业务，还包括阿里云、平头哥，以及针对企业端相关业务，包括环路化新公司瓴羊等。
怎么让庞然巨物面对瞬息万变的市场环境，快速响应竞争对手的行动？是张勇接棒CEO以来，一直在求解的问题。
淘宝已经20多岁，而新的业务如夸克、瓴羊、钉钉等，分别处在不同的周期。张勇认为，这些业务很容易在市场上找到对标对象，应该按照市场逻辑来思考业务规划，而不是所有问题都围绕着是阿里集团大家庭当中的一员来展开。数字化转型网szhzxw.cn
2015年开始，张勇等提出中台战略，彼时电商行业整体增速下滑，行业天花板显现，互联网公司必须向线下渗透。在面对完全不同市场逻辑的线下市场，阿里需要的是足够的灵活自主前台和可以集中力量合理调配资源的后方，“大中台、小前台”由此而生，阿里目前很多核心能力都是基于此。
在“大中台、小前台”的基础上，2017年至2019年间，张勇引入委员会这一组织加强治理，阿里的权力体系也开始不断地集中，至2019年，阿里设立阿里经济体发展执行委员会，走向集权，成员共计13人，以张勇为首，被外界称作“阿里巴巴最有权力的13个人”。数字化转型网szhzxw.cn
据阿里内部人士透露，多年来，13人名单后虽有所调整，但张勇位置从未变过。按照原有考量，集团内部各业务负责不同目标，有业务负责贡献GMV（商品成交总额），有的业务负责增长，有的业务负责利润，最终的顶层设计和重大决策则由经济体发展执行委员会来做。
该委员会一度被视为阿里在业务层面的最高机构，后在多年执行和组织震荡后，于2020年起停止运作。2020年，张勇开始推动经营责任制改革，这也成为本次划时代组织变革的开端。
2021年12月，阿里宣布成立4个业务板块，分别由4个大总裁代表集团分管。随后，盒马、飞猪、饿了么等业务分别成为独立的环路公司，有自己单独的薪酬、福利、预算和员工期权激励机制，目前看来，上述改革都是铺垫。数字化转型网szhzxw.cn
“6个大的业务集团，从0.5层变成真正的0层组织，为自己业务负全责。同时，实行每个业务集团、业务公司董事会领导下的CEO负责制，核心班子必须更好思考怎么面对市场的问题。”张勇说道。
过去几年在经营责任制、环路治理上，阿里做了很多铺垫工作，比如，从原来的headcount（职员总数）管理，改为过去两年全面薪酬总包管理后，管理者思考方式随之改变。张勇直言，管理者要自己承担责任，自己做选择，而不是说“缺资源，问集团要”“缺这个东西，听集团的”，“等、靠、要”的思想减少，主动性才能上升。数字化转型网szhzxw.cn
多年来，张勇持续在内部推行经营责任制治理，力倡“敏捷组织”，鼓励业务拥有更独立的经营策略，根据不同市场需求，做出自己的判断。谈到为何此时正式启动这次组织变革，张勇以“水到渠成”一词作答，“孩子大了还是要走出去，要独立面对市场，这个我们来给他们做好支撑。无论是基于我们过去的积累，还是从市场客观需要，都必须要走这一步”。
四、走出昨天阿里顺“势”拆分
正如马云在卸任发言中表示，这个互联网时代给每一个人的机会，所有阵痛只能靠改变自己来完成，每个人都要走出昨天的自己。数字化转型网szhzxw.cn
去年年底至今年年初，阿里、腾讯、京东等科技公司密集对组织内部“动刀”，科技公司在互联网行业“蛰伏”期间，抓紧时间磨刀，迎接互联网人口红利见顶后的下半场“战役”。
在钱袋子被捂紧的时代，寻求高质量发展和降本增效成为各家互联网公司的发展核心。阿里也不例外，密集的组织调整也可视为阿里应对内忧外患的动作。数字化转型网szhzxw.cn
新京报贝壳财经记者梳理电商行业财报了解到，在核心电商业务上，拼多多与阿里、京东的差距正在进一步缩小。2022年第四季度，阿里营收同比增长2%，前三自然季度对应的同比增速分别为8.89%、-0.09%、3.23%；京东营收同比增速为7.1%，前三季度对应的同比增速分别为17.95%、5.44%和11.35%；拼多多同比增速则高达46%，前三季度对应的同比增速分别为7%、36%、65.1%。
尽管在总营收上，阿里远超拼多多，但在增速方面，拼多多作为电商后来者，正在狂奔。
京东于今年开启了重磅业务活动百亿补贴，定下了今年用“低价”抢回用户的决心。
今年，阿里也在此前“两纵一横”的三大业务战略背景下，试图大干一场。张勇彼时在业绩会上表示，阿里三大业务的天花板够高，他对消费赛道表示有信心，对中国未来GDP（国内生产总值）有信心。
从业绩表现来看，目前，阿里的核心电商业务面临着激烈的市场竞争，阿里云从三位数高增长降至3%，阿里的市值也从最高的将近9000亿美元缩水70%多。有业内人士表示，此次调整，能否让阿里业务重回高增长，还有待观察，但有变化就是好事情。数字化转型网szhzxw.cn
阿里一贯的打法即以生产关系的调整驱动生产力的释放，阿里历史上多次组织变革，也让阿里的业务获得了更大发展。数字化转型网szhzxw.cn
2004年，支付宝从淘宝剥离，成为一家单独的公司，之后长出了蚂蚁集团。2011年6月，淘宝网一拆为三（一淘网、淘宝网和淘宝商城），由此长出了天猫。2012年7月，阿里推出“七剑下天下”，由此长出了阿里巴巴的外部电商生态。
如今“1+6+N”变阵后，阿里也将获得更“广阔”的天花板，再造多个上市公司。
“条件成熟一个，上市一个。”那么，谁是最快成熟的那一个？
目前，阿里旗下的高鑫零售、阿里健康、阿里影业都已独立上市。新京报贝壳财经记者多方采访了解到，盒马、阿里云、Lazada（来赞达）或成为最先上市的那个“成熟孩子”。
传统巨头多元化并购时代落幕，分拆上市成为巨头企业提高竞争优势、改善公司治理的破局之路。日本工业集团东芝、百年跨国巨头通用电气、医疗器械巨头强生近年纷纷走上拆分之路。
同时，今年《政府工作报告》提出，大力发展数字经济，提升常态化监管水平，支持平台经济发展。这意味着，随着专项整改的完成，平台经济在推动经济社会高质量发展中的作用将得到进一步发挥。平台经济正式迎来春天。数字化转型网szhzxw.cn
在这样的背景下，阿里的“一拆六”顺势而生，一旦业务成功分拆上市，将提高公司运营效率，使资源向核心业务集中，为自己带来企业价值最大化，以及更好看的财务数据。数字化转型网szhzxw.cn
“胜利是最好的团建”，组织变革后的阿里等待着这一天。
翻译：
At Alibaba’s Hangzhou headquarters in southern China in late March, cherry blossoms were in full bloom, pink and white.数字化转型网szhzxw.cn
“It is the beautiful scenery in the south of the Yangtze River. Jack Ma, the founder of Alibaba Group, who has been seen in Japan, Thailand and other places, has suddenly returned home. The next day, Ali again ground thunder, announced the launch of “1+6+N” organizational reform, detonated public opinion.
Since then, Alibaba Group will set up six business groups and a number of business companies, qualified business groups and companies, all have the possibility of independent financing and listing, Ali will recreate countless “Ali”.数字化转型网szhzxw.cn
In the face of speculation about the “power game”, Ali insiders told the Beijing News shell finance reporter that Jack Ma’s return at this time is more “sitting in the seat”. After the change, the ceos of the business groups will no longer report directly to Zhang, but Zhang will still be able to influence the appointment and removal of their ceos.
The sharp knife of “agile” operation is deeply inserted into Ali, pointing to the “big company disease” hidden in the various organs of Ali. The “big middle Desk” established by Ali since 2015 will bid farewell to the era, and the senior executives will bid farewell to the comfortable days of “waiting, relying and demanding”. The middle and background will be light and thin in an all-round way, and the employees will fight for their own business.
At the peak of the Internet growth, Ali’s road to break the game or from now on.
The reporter visited the headquarters of Ali in the midst of organizational change. Behind the spring scenery is an epoch-making turmoil. Photo by Cheng Zijiao, Shell finance reporter for the Beijing News
Jack Ma Returns, ‘power stripping’ Zhang Yong?数字化转型网szhzxw.cn
Ma’s return to China, the outside world speculations.
The key action of this organizational change is that each business group will set up a board of directors and implement the CEO responsibility system under the leadership of the board of directors. The ceos of each business group will no longer report directly to Zhang Yong, but to their own boards of directors.
As the CEO of Alibaba, Zhang Yong is no longer in charge of all of Alibaba, Jack Ma’s return to China at this time, is the beginning of “power stripping”?数字化转型网szhzxw.cn
Regarding the speculation of “power play”, several Alibaba insiders were interviewed by the Beijing News Shell Finance reporter. They said that Ma was not the director of “power cutting and power seizing”, and that Ma’s return to China was more to “sit in the seat” for Zhang Yong. After all, this reorganization is a great change in Alibaba’s business history.
On March 30th Alibaba held a call with investors about its new organisation and governance structure. Once again, the timetable for the listing of the six businesses was mentioned, “Get one ready, get one up”, although the exact order was not revealed, but what is known is that after undergoing one of the most important organisational changes in 24 years, Alibaba is not the Alibaba it once was.
After the “1+6+N” organizational reform, Ali became “1”, Cloud Intelligence Group, Taobao Tmall Business Group, Local life Group, Cainiao Group, International digital Business Group, Entertainment Group became “6”, other companies “N” will operate and manage independently, Ali toward a new stage of organizational governance.数字化转型网szhzxw.cn
According to the letter, Zhang Yong is the Chairman and CEO of Alibaba Group and the CEO of Aliyun Intelligence Group. 数字化转型网szhzxw.cn
Kim is the CEO of Taobao Tmall business Group. Yu Yongfu was appointed CEO of Local Life Group. Wan Lin continues as CEO of Cainiao Group; Jiang Fan was appointed CEO of International Digital Business Group. Fan Luyuan was appointed CEO of Da Entertainment Group.
In the future, Ali will turn into a holding group, and the focus of operation will be separated from specific businesses, and more energy will be invested in investment, innovation and incubation. As Zhang Yong said on Alibaba’s Intranet, “When children grow up, they need to go out and face the market independently, and Alibaba Group is more like a big base to support them”.
Alibaba insiders told the Beijing News that this reform is to further straighten out Alibaba’s organizational and governance relations from the top. Alibaba, as a listed company, will not change. And the performance of various business groups and companies will continue to be consolidated.
The business group ceos will no longer report directly to Zhang, but Zhang will continue to oversee strategy and influence the appointment and removal of business ceos as chairman and CEO of the group, he said.数字化转型网szhzxw.cn
Big company disease first to solve the “big” problem
This organizational change, Ali several times mentioned a “thin” word.
The giant ship turns to make waves, but “clumsily,” which is not what Ali, 24, wants.
When Jack Ma stepped down as CEO, Alibaba had fewer than 40,000 employees. Today, after growing and acquiring businesses including Sun Art Retail, Youku, and Ele. me, Alibaba has grown into a behemoth: As of December 31, 2022, it had nearly 240,000 full-time employees. After last quarter’s job cuts, it still has twice as many employees as Tencent.数字化转型网szhzxw.cn
As with all big companies, in the eyes of senior employees. The disease of the big company has been found in various organizations, large and small. Former senior Alibaba employees told the Beijing News Shell Finance reporter that since Zhang took over from Jack Ma, factions within Alibaba’s different organizations have become complex. “Senior ministers, reformers, innovators and foreign investors have their own territories.” And these factions have become more complex as Alibaba Group has grown.
“Different territories, different ways of playing, individually these guys might be great, but…”
When these different factions intersect and serve different goals, he said, some obvious cultural divisions, personnel management issues, and so on, come to the fore. At the same time, some common diseases of large companies are also common. The gap between P (Ali’s rank sequence) and P may not be simple rank, but affect the overall culture.
“If P8 is a line, P8 and above is called the middle level. And P7 and below is called the bottom level. There is a cultural gap between P7 and P8 and above.” Many employees of Ali said that P7 is equivalent to a team leader at the grassroots level. And the culture at P7 is greatly different from that above P8. “Between P8, I want to praise you, you want to praise me. I want to check you, you want to check me, so the culture is gradually divided and deformed day after day, forming a fault, which ultimately affects the development of the business”.数字化转型网szhzxw.cn
The obvious sign of big company sickness, says one Alibaba employee, is that “everyone is having a good time.”
Large group enterprises in the mature stage are often faced with problems such as low operating efficiency and lack of innovation consciousness. In order to promote efficient operation of enterprises. Large enterprise groups often start to promote spin-off and listing in this period.
After this organizational change, “agile” surgery knife will be deeply inserted into Ali. In the ideal of Alibaba management, when the business is fully independent, employees will truly fight for their own business, and the related big company disease will be solved.
Making the organization more agile, making the decision link shorter and making the response faster is the original intention and fundamental purpose of this reform of Ali. In the past two years, Zhang Yong has emphasized many times inside and outside Alibaba that agile organization is the way to achieve efficient governance of super-large enterprises with multiple businesses and formats. The formation of the “1+6+N” organizational structure is a natural result of the further development of the Agile organization concept.数字化转型网szhzxw.cn
Since then, Ali in the background will be a comprehensive light, thin, which also marks the end of Ali “big middle Taiwan” era.
The organization of the change of senior executives farewell “wait, rely on, want”
The world’s martial arts, only fast not broken.
Today’s Ali has multiple businesses covering different fields, including consumer business, entertainment business, logistics business, Ali Cloud, Pingtou Brother, as well as related businesses for the enterprise side, including the new loop company Hillhouse Sheep, etc.
How to make a giant face the rapidly changing market environment, quickly respond to the actions of competitors? It is a problem that Zhang Yong has been solving since he took over as CEO.
Taobao is already more than 20 years old, while new businesses such as Quark, Hillhouse and Dingding are in different cycles. According to Zhang Yong, these businesses are easy to find targets in the market. So we should think about business planning according to market logic. Rather than focusing on being a member of the big family of Alibaba Group.数字化转型网szhzxw.cn
Since 2015, Zhang Yong et al. put forward the strategy of “Middle Taiwan”.
At that time, the overall growth rate of the e-commerce industry was declining. The ceiling of the industry appeared, and Internet companies had to penetrate offline. Facing the offline market with completely different market logic. What Ali needs is enough flexible and autonomous front desk and a rear area that can concentrate its strength and reasonably allocate resources. Thus, “large middle desk and small front desk” are born, and many core capabilities of Ali are based on this.
On the basis of “big, middle and small receptionist”, from 2017 to 2019, Zhang Yong introduced the organization of committee to strengthen governance, and Alibaba’s power system also began to be centralized. In 2019, Alibaba established the Executive Committee for the Development of Alibaba Economy, which became centralized, with a total of 13 members headed by Zhang Yong. He is known as “the 13 most powerful people in Alibaba”.
According to Alibaba insiders, although the 13-person list has been adjusted over the years, Zhang’s position has never changed. According to the original consideration, each business within the group is responsible for different objectives. Some business is responsible for contribution of GMV (gross merchandise volume), some for growth, and some for profit. The final top-level design and major decisions are made by the Executive Committee of Economic Development.
The committee, once seen as Alibaba’s top business body, ceased operations in 2020 after years of implementation and organizational turmoil. In 2020, Zhang started to promote the reform of the management responsibility system, which became the beginning of this epoch-making organizational change.
In December 2021, Alibaba announced the establishment of 4 business segments, which will be managed by 4 presidents on behalf of the group.
Subsequently, Hema, Feizhu, Ele. me and other businesses became independent loop companies respectively. With their own compensation, welfare, budget and employee option incentive mechanism. Currently, it seems that the above reform is the foundation.
“Six large business groups, from tier 0.5 to a true Tier 0 organization, take full responsibility for their own business. At the same time, we will implement the CEO responsibility system under the leadership of the board of directors of each business group and business company. And the core team must better think about how to face market problems.” “Zhang Yong said.数字化转型网szhzxw.cn
In the past few years, Ali has made a lot of groundwork in terms of management responsibility system and loop governance. For example, after changing from headcount (total number of employees) management to total compensation package management in the past two years. The way of thinking of managers has changed accordingly. Zhang Yong bluntly said that managers should take responsibility and make choices by themselves. Rather than saying “lack of resources, ask the group”, “lack of this thing, listen to the group”, “wait, rely, need” thoughts reduced, initiative can rise.
Over the years, Zhang has continued to promote management accountability internally, advocating “agile organizations” and encouraging businesses to have more independent business strategies and make their own judgments based on different market needs. When asked why this organizational change was officially launched at this time. Zhang Yong answered with the word “it comes naturally”, “Children still need to go out and face the market independently when they are old. And we will support them. Whether based on our past accumulation, or from the objective needs of the market, we must take this step.”
Out of yesterday Ali Shun “potential” split
As Jack Ma said in his resignation speech, this Internet era gives everyone the opportunity. All pain can only be completed by changing themselves, everyone has to get out of yesterday’s own.
From the end of last year to the beginning of this year, Ali, Tencent, Jingdong and other technology companies intensive internal organization “knife”, technology companies in the Internet industry “dormant” period, seize the time to sharpen the knife, to meet the Internet demographic dividend after the peak of the second half of the “battle”.
In the era of tight purse strings, seeking high-quality development and cost reduction and efficiency has become the core of the development of various Internet companies. Ali is no exception, intensive organizational adjustment can also be seen as Ali to cope with internal troubles and foreign attacks.
By combing through the financial reports of the e-commerce industry. The Beijing News reporter learned that in the core e-commerce business. The gap between Pinduoduo and Ali and JD.com is further narrowing. In the fourth quarter of 2022, Alibaba’s revenue grew by 2% year on year. While the corresponding growth rates in the first three natural quarters were 8.89%, -0.09% and 3.23%, respectively. Jd.com’s revenue growth rate was 7.1%, compared with 17.95%, 5.44% and 11.35% in the first three quarters. Pinduoduo’s year-on-year growth rate was as high as 46%, compared with 7%, 36% and 65.1% in the first three quarters.数字化转型网szhzxw.cn
Although Ali is far ahead of Pinduoduo in terms of total revenue, Pinduoduo, as a latecomer to e-commerce, is running fast in terms of growth.
Jingdong this year opened the heavy business activities of billions of subsidies, set this year with “low prices” to win back the determination of users.
This year, Alibaba is also trying to make a big play in the context of its previous three business strategies of “two vertical and one horizontal”. At the earnings conference, Zhang Yong said that the ceiling of Alibaba’s three businesses is high enough, and he expressed confidence in the consumer circuit and in China’s future GDP.
From the performance point of view, Alibaba’s core e-commerce business is facing fierce market competition at present. The growth rate of Alibaba Cloud drops from triple-digit to 3%, and the market value of Alibaba also drops by more than 70% from the peak of nearly 900 billion dollars. Some insiders said that the adjustment, whether Ali business back to high growth, remains to be seen, but change is a good thing.
Ali’s consistent approach is to drive the release of productivity through the adjustment of production relations. Many organizational changes in the history of Ali also make its business achieve greater development.
In 2004, Alipay was spun off from Taobao into a separate company that spawned Ant Group. In June 2011, Taobao split into three (Etao, Taobao.com, and Taobao Mall), giving birth to Tmall. In July 2012, Alibaba launched the “Seven Swords under the World”, thus growing Alibaba’s external e-commerce ecosystem.
Now “1+6+N” after the change, Ali will also get a more “broad” ceiling, a number of listed companies.
“When conditions are ripe, one will be listed.” So, who is the fastest to mature?
At present, Ali’s subsidiary Sun Art Retail, Ali Health, Ali Pictures have been independently listed. The Beijing News shell finance reporter learned from multiple interviews, Hema, Ali Cloud, Lazada (Lazada) or become the first listed that “mature children”.数字化转型网szhzxw.cn
The era of diversified merger and acquisition of traditional giants has come to an end. And spin-off and listing have become a way for giant enterprises to improve their competitive advantages and corporate governance. Toshiba, a Japanese industrial conglomerate, General Electric, a century-old multinational giant, and Johnson & Johnson, a medical-device giant, have all split up in recent years.
At the same time, this year’s Government Work Report calls for vigorously developing the digital economy, raising the level of regular regulation, and supporting the development of the platform economy. This means that with the completion of the special rectification. The platform economy will further play its role in promoting high-quality economic and social development. The platform economy is officially in the spring.
In this context, the “one split and six” of Alibaba is born along the trend. Once the business is successfully split and listed, the operation efficiency of the company will be improved. The resources will be concentrated to the core business. And the enterprise value will be maximized and the financial data will be better.数字化转型网szhzxw.cn
“Winning is the best team building”, after the organizational change, Ali waited for this day.
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