从组织的视角去看，我们需要新的意识、新的世界观和新的方式来重构组织运行，组织进入第五个阶段——共生型组织；从管理者的视角去看，获得协同共生效应，管理者必须做出改变，成为卓有成效的协同管理者。本文来自南京大学EMBA20周年庆论坛。
陈春花
今天的企业有两种，一种是数字化转型者，一种是数字化颠覆者。
数字化正影响着各个行业的发展，它可以从提供附加价值的角度去改变行业，也可能从颠覆价值链的视角去重新定义行业，或是用主导价值链的方式让行业产生出前所未有的全新价值。
数字化能力是今天企业一个非常重要的分水岭。
因此，从组织的视角去看，我们需要新的意识、新的世界观和新的方式来重构组织运行，组织进入第五个阶段——共生型组织；从管理者的视角去看，获得协同共生效应，管理者必须做出改变，成为卓有成效的协同管理者。
一、数字化穿透，带来更大顾客价值空间
今天，商业活动的数字化框架完全更新。
根据迈克尔·波特的价值链分析法，从顾客视角出发，过去企业的商业活动分为两种：
- 基本活动（前台）：直接产生价值，比如制造企业中的采购、制造、销售和售后；
- 支持性活动（后台）：服务于基本活动，间接产生价值，比如人力资源、财务、行政、研究和开发。
但是数字技术来了之后，一个非常大的变化是——所有的企业活动都直接为顾客创造价值。除了原有基本活动产生价值，支持性活动通过数字化的运营活动直接触达顾客，企业外部的产业伙伴通过产业活动给顾客创造新的可能性。
商业活动的管理系统，它的数字化带来的价值，已经由原来一个空间，转向了三个空间：
- 基本活动的业务伙伴所产生的业务价值；
- 支持性活动转化为运营活动来给顾客创造价值；
- 跟产业伙伴之间的产业活动给顾客创造新的价值。
今天非常多的企业，成长速度很快，尤其是数字企业，有几何倍数的增长。一些新兴的独角兽企业，成长速度也非常快。这是源于它为顾客创造价值的空间由原来的一个空间转换成三个空间，有非常高的价值可能性。
二、数字化重塑产业价值联动效应升维企业生态空间
根据熊彼特的观点，创新被定义为建立新的生产函数，企业家的职责是实现生产要素和生产条件的新组合。
为什么今天所有的行业都可以重新做一遍，是源于数字化的资源可以通过各种形式渗透到产业链的每个环节，产生新的产业组合，就有了全新价值的出现。
今天我们要有一个非常特殊的训练——不能站在原有的行业去看一个行业，而是要超越行业去理解。
我和廖建文老师近5年的研究，就是研究数字技术对战略如何发生影响。我们得到的基本结论是：企业环境呈现出超越行业的特征，即数字技术在硬件、数据、算法等的基础上实现了一系列的“联动效应”，使得企业的生态空间的升维成为可能。
联动效应体现在三个方面：
1.场景联通。数字技术重新定义了上下游的关系，创造了新的价值主张的空间。原有的上下游的关系是明确的供应的交易关系，但是有了数字技术之后，上下游之间的关系是价值共创的关系。
2.数据贯通。通过底层数据的分享和应用，让原本看似毫无关系的行业产生共振，它所产生新的价值，也比原有行业产生的价值要多得多。
3.价值互通。将不同场景的用户关系和数字资产进行融合，在可控成本下打造一个更加巨大磁场的价值体系。很多企业都有非常多的创新尝试，比如亚马逊的会员体系。
按照原有的行业逻辑，你会有些被动，这些联动效应的价值就离你比较远。当按照超越行业的角度去看，你会发现这三个最重要的联动效应会打造出全新的价值空间。
三、组织必须接受的四个全新的现实
“数字化正在吞噬整个有形的工业世界。”我们需要形成新的组织管理体系，才能够真正应对数字技术带来的新的变化和挑战，并转化为机会。
企业环境发生了根本性的变化，组织必须接受4个全新的现实：
现实一：我们要保持一个活的结构——跟外部保持充分的交流，跟环境之间保持完全互动、开放和交互的关系。如果我们没有活的结构，就不能真切地感受到，我们一方面深受环境的影响，同时也会影响环境。因为整个组织就在一个无限的链接里。
现实二：在动荡巨变的环境中，没有人对正在发生的、将要发生的情形有足够的了解，更大的难题来自康德的关系范畴所强调的“凡是需要认识的都要和其他事物发生作用”，动态、演化与进化对企业战略的制定与执行提出了前所未有的挑战。
现实三：企业与经营环境的关系不再是一种线性关系，经济范式也由规模经济转向范围经济。在这种新经济范式之下，相对稳定、封闭、垂直的线性模式，将走向相对开放、互动、互联的协同模式。
现实四：引用《反脆弱》作者的一段话：“当你寻求秩序，你得到的不过是表面的秩序，而当你拥抱这个随机性，你却能把握秩序，掌控局面。”
我们需要承认这四个新现实，并为此需要找到新的管理方法。
四、管理发展进入第五个阶段——共生型组织阶段
今天为什么必须选择协同共生的组织管理模式？我想从组织发展的历程来讨论。研究中我受两个方面的影响：其一是管理思想发展阶段的划分脉络；其二是管理发展过程中的局限性以及解决方法。
在管理发展阶段中，回答的核心问题是组织如何贡献效率支撑企业成长，其中很重要的就是“人”在其中如何起作用。
（1）第一个阶段——科学管理阶段
泰勒的科学管理原理强调的是通过分工以实现劳动效率最大化。此时组织效率主要源自机械效率，并没有关注人。企业得到了非常快的成长速度，但缺乏对人的关注，把人变成工具，这对人本身是很大的伤害。
（2）第二个阶段——以人为本阶段
霍桑和梅奥的实验来到人本身，称之为以人为本的人本管理，将人的价值释放变成组织管理很重要的核心。此时，组织是一个社会系统，人在其中发挥作用。以顾客为本、以人为本成为关键理论，推动企业更快速成长。
（3）第三个阶段——战略竞争阶段
分工和以人为本都停留在了组织内部，随着企业发展，企业的效率和成长也受到外部因素的影响，外部资源整合成为非常关键的部分。此时，竞争战略变成是很重要的管理思想。企业需要把内部资源和能力与外部环境和机会做组合，从而形成核心竞争力。
（4）第四个阶段——学习型组织阶段
企业遇到更大的挑战是外部的变化，企业需要有能力应对变化获得成长，学习型组织理论出现。此时，强调的是组织的学习能力要超越变化，学习能力成为企业的“大脑”。
（5）第五个阶段——共生型组织阶段
前四个阶段回答的核心问题是组织如何适应变化和环境来获取成长效率。今天的变化是完全不确定的、不可预测的，如果我们不能与变化共处，很难寻求新的可能性。同时，外部影响环境的因素也越来越多，原来不相关的因素现在可能都产生关联，甚至产生关键性的影响。
今天，不仅仅是用学习去理解和超越变化的问题，更重要的是有没有能力开放互动、进化迭代、与变化共处的问题。此时，组织被看作是自然整体的一部分，不再是一个孤立的部分。所以我提出管理发展阶段进入第五个阶段——共生型组织阶段。
五、企业新价值定位
数字化环境下，企业的价值活动在与客户相关的整个价值网络中展开，我们如何让企业价值在整个价值网络中一切共创出来？这就是我们今天要讨论「协同共生论」的原因。
组织的意义不在于组织自己，而是支撑企业的价值活动。因为企业的价值活动在变化，所以组织必须产生全新模式。
企业价值定位到底发生了什么变化？
最初企业自身决定价值创造，提供产品来满足顾客需求；随着顾客的成长，顾客要求参与到价值创造当中，所以价值创造多了一个来源——来自客户的价值。随着互联网的进入和数字技术的穿透，尤其是产业数字化进程的快速推进，企业价值创造还有一部分来自共生伙伴。
因此，企业的价值创造由三部分构成：企业价值的定位、客户价值的定位、共生伙伴价值的定位。
新的企业价值定位使得组织定位从内部和外部都发生了变化：
从组织内部看，所有企业都有管理整体论和数字化转型。组织内不再是简单分工，你必须把部门墙拿掉；你必须让整个企业有高效的内部协作；你必须有能力做数字化的转型。当企业内部的整体效率被释放出来时，这个面对数字化时代的组织，从内部的价值定位上来讲，可以支撑价值活动的变化。
一个例子是美的的全价值链协同共生架构。
美的先从驱动业务的变革开始，再通过数字技术去获得制造效率和有竞争力的总体成本，接下来跟顾客端做直接的对接，拉通业务链和产业链，最后形成创造价值。
方洪波将美的的竞争能力总结为建立在效率驱动基础上的新成本优势。以前构建成本优势，靠管理精细、内部节省可能就做到。在今天，你需要建立在效力驱动基础上的新的能力——贯穿端到端全价值链的工具和方法，才能保持成本优势。
从组织外部看，企业基本就两种状态，一种状态是创建平台（平台构建者），还有一种状态是参与平台（平台参与者）。组织在外部的价值定位是平台化和生态化。
一个案例是腾讯通过企业微信完成的战略概念——腾讯要成为一个连接者或者是连接器。
企业微信通过四个方面的尝试去做协同共生价值重构：
- 触达终端：形成更高的沟通效率和真正的信息传递；
- 集成功能：让赋能的这些企业真正获得管理效率以及更高的价值；
- 重构场景：重构应用场景、业务场景、组织办公场景、跟用户和客户之间的价值场景；
- 共生价值：人与人、人与企业、人与产业、人与顾客之间的共生价值。
无论是在内部，还是在外部，组织都必须是价值共生的协同。如果没有能力去做价值共生的协同，就无法真正支撑新的价值活动和价值空间带来的可能性。
六、组织进化的新形态：协同共生论
从现实的管理情况、管理思想的脉络梳理和领先企业的管理实践中，我们得出的结论是：协同共生论是组织进化的新形态。
我们主要讨论的还是如何支撑企业所需要的新价值活动空间：
其一，组织内共生的目标：通过组织内部协同增效实现边界内组织成长；
其二，组织外共生的目标，通过组织外部协同增效实现跨边界组织成长；
其三，组织内外共生的目标：通过组织内外协同增效实现系统自进化。
这是目标的角度。从内涵的角度看：
其一，组织内部协同共生：企业内部各个环节（生产、营销、技术、供应、财务、人力资源以及管理等）变成各自独立创造价值又协同作战的整体效应。今天很多企业最大的挑战来自外部，但是内部挑战也很大，原因在于内部的整体效应未被释放，部门墙、前后台矛盾很多。
其二，组织外部协同共生：价值网络中的相关者能够相互协同，共享资源和能力，获得比单独运作的企业更大的成长空间。
其三，组织内外的协同共生：不同行业、不同领域中的企业通过相互合作，创造出原行业或原领域从未有过的新价值。
今天，企业的价值空间不断变大，这使得企业成长速度非常快。以前不太能想象一家企业有几千亿的市值，但现在企业有万亿市值的出现，这是源于价值空间变得更多。
所以，我们要有一种新的组织形式，既让内部协同起来，也跟外部协同起来，还要有能力做组织内外的协同共生。
七、获得协同共生效应重要的是管理者做出改变
我们今天都遇到了德鲁克的这段话：
“对于未来，我们唯一知道的就是它会有所不同。企图去预测未来，就像试着在夜晚没有灯的乡间小路心怀忐忑地盯着后视镜开车。预测未来最好的方式就是去创造它。”
我们必须以新的方式面对环境，必须理解数字化带来的新价值空间的改变，必须有新的组织管理方式，这都要求管理者必须做出改变。在过去十多年的研究当中，我发现管理者自身的转变是一个特别大的挑战。
如果管理者没有能力去做自我调整，依然还是只关心自身利益，就不能真正解决问题，甚至管理者本身就是加大问题的一部分。
获得协同共生的效应，管理者到底要做出什么样的改变？
回到管理者的职责，我特别认同巴纳德对于经理人职能的界定：提供沟通的体系；发挥促进作用以便获得必要的努力；提出和界定目的。经理人最重要的职能是维持一个庞大而复杂的协作系统体系。
这意味着经理人非常重要的工作是：在一个庞大而复杂的系统中，大家协作努力的方向一致，保证整个体系围绕着为顾客创造价值、支撑企业成长、提高企业效率，真正跟价值活动完全组合在一起。
八、管理者对协同管理行为的影响
成为一个卓有成效的协同管理者，我们自身要做的改变是什么？
按照巴纳德对于经理人最重要职责的界定，我们发现管理层对协同管理行为的影响有四个方面：
1. 管理层主要假设：
管理层能否真正界定对错以及价值判断和取舍的方向。首先需要管理者高度自律。克里斯在《选择成为卓越》这本书当中提出：具备10倍领先的领导力的卓越领导者，第一个特征就是高度自律。
管理者真正帮助大家朝着一个共同目标去努力，而不是把自己摆到非常重要的位置。“最优秀的领导者并不是要求别人为他服务，而是为共同目标服务。”这是福列特关于领导理论的一个基本判断。
只有管理者在价值取向上让大家为目标服务，才能保证通过有效激励促进协同行为。激励的定义是通过一系列行为引导人们以特定的方式去做事的管理活动。很多时候企业内部整体化、部门间合作和跟外部的合作，很困难的一个重要原因，就是在管理者的主要假设中，没有做有效激励以促进协同，更多鼓励了个体成长或企业自身利益。
比如华为特别强调人力资源，认为人力资源是最重要的财富之一。在人力资源里，华为特别强调两种人，一种是奋斗者，一种是雷锋。在制度上，绝不让雷锋吃亏；在激励上，促进协同的行为。
2. 管理层的价值观
价值观决定行为选择。
今天，几乎所有的领先企业都非常在意价值观对于企业成长的影响。德鲁克称之为事业理论，即明白企业的特殊使命、企业跟外部环境之间的关系，以及实现使命所需要的核心能力。我们要去检讨企业的整个价值观是否能清晰表达这种价值取向和定位，建立信任、利他、共生的逻辑。
3. 管理层的有效沟通
有效沟通包括两个方面：内部沟通和外部沟通。
在内部视角上，跟顾客、员工走在一起，倾听一线的声音。非常糟糕的一个管理现象是，当员工需要管理者的时候，管理者离得非常远。拿破仑将失败的原因总结为一句话：“我已经很久没有和士兵一起喝汤了。”这让我们可以很清晰地看到，内部沟通对于形成协同共生和一体化效应的影响。
在外部视角上，有效沟通解决的是相互信任和合作的基础。
所以，有效沟通对管理者的要求变得更高：一方面从内部倾听一线的声音，形成内部的整体效应；另一方面不断跟外部对话和交流，建立相互的信任和合作。
4. 局部利益与整体利益
在组织管理当中，始终会有局部利益跟整体利益的矛盾。很多时候我们习惯性基于本位、基于局部的视角去看待机会或变化。在资源稀缺或竞争性关系当中，大家可能更加关注局部利益。但事实上，整体利益最大化是一个根本的追求。
如何让企业内部整体利益最大化？如何在外部环境当中形成社会整体利益最大化？对企业都是非常重要的话题。如果没有能力去讨论整体价值，局部价值再大，最终都是对整体利益的异化。
华为是20万人成为一体的一家公司，在内部解决的一个很重要的组织管理的问题，就是怎么形成企业内部的协作效应。华为对于整体的追求和彼此协作的贡献，既体现在奋斗者的文化当中，也体现在企业的整体效率当中。
九、管理者要养成卓有成效的协同管理行为
组织管理最终还是在探讨组织中行为，只有解决组织中行为，尤其是管理者行为，组织管理才会取得成效。所以，养成卓有成效的协同管理行为，是实现协同共生必须经过的一个训练。
（1）卓有成效协同管理者的特征
- 行动导向
管理者跟组织成员讨论非常多的道理和概念是有必要的，但组织成员更关注的是管理行为是否真的合作、解决问题、愿意配合及利他。
真正的信任来源于管理者自己的行动。管理者对协同共生、价值共生、赋能连接和产生新价值的强调，必须要通过自己的行动体现出来。
- 注重结果
在《激活组织》和《价值共生》这两本书当中，我跟很多管理者讨论一个话题是管理者对组织成员的赋能。真正的赋能是帮助每一个员工取得成效，否则，赋能的概念不能成立，你也不再是一个协同管理者。
数字化加速度下，组织管理模式发生很大变化，从原来的控制-命令式，转向服务-指导式，又转向今天强调的赋能-激活式。
三个不同的管理模式对管理者要求也不一样。控制-命令式，管理者权威性会很高；服务-指导式，管理者会有很高的成就感；到激活-赋能式，管理者得无我，让别人成功，这是一个非常高的挑战。
- 愿意聆听
在有效沟通和明确纪律中，管理者要学会倾听。当你能尊重他人贡献，从外部获得建议，并愿意接受建议时，你的协同性也会显现，每一个价值被肯定的组织成员，也感觉到共生的价值。
- 致力增长
协同共生一定要产生新的价值。过去有人和我说他很想跟别人共生，但跟别人共生时，得到的反而是伤害。如果你得到的是伤害，其实没有产生共生。产生更多新的价值，让彼此得到收益，得以成长，这才是共生。
- 懂得欣赏
跟别人合作，管理者首先要给自己提一个要求——欣赏别人的优点和价值创造。从人的角度来讲，我们最要求的也是渴望和肯定。如果能够渴望和肯定，彼此合作也有了一个共同的基础。
（2）卓有成效协同管理行为的培养
- 灰度管理
你能否协调各种矛盾，包容各种冲突和对立，甚至愿意让别人去试错，让别人产生新的尝试的可能性？有时我们不能协作，很重要的一个原因是我们更在意对立和冲突，更在意竞争，就很难去合作。
- 授权信任
信任是协作重要的基础。在组织管理体系当中，最大的信任就是授权。
因此，协同共生的管理行为的培养，要求企业有能力建立一套授权的系统和合作的企业文化。有些企业能够人才辈出并拥有非常强的执行效率，源于企业有能力去建立授权和信任，整体协同的能力和基础非常好。
- 激励激活
一个例子是谷歌对工程师激励激活的设计，使谷歌在协同创新上产生非常大的收益。
谷歌工程师可以拿出20%的工作时间去做与本职工作无关的事情，去做感兴趣的、创新的、有意义的这些事情。工程师们还可以跨部门去做组合，产生的价值成果。如果对公司战略和意义上都有价值，就可以确定执行该工作成果。谷
歌非常多的创新，源于20%的时间制。在20%的工作时间里，工程师可以跨部门工作，更多人协同在一起，按照自己的兴趣意愿组合产生新的可能性。
其他企业也有很多类似的激励激活的设计，包括跨部门平台的设计、任务小组和兴趣小组等。
- 技术平台
协同共生能够运用，一个很重要的原因是我们拥有技术平台。
协同的概念不是现在提出来的，组织的核心要素就是协同。组织的定义是，为了完成具体的目标，系统化的人的组合，强调了三个要件：目标、协同行为和一组人。
为什么今天特别强调协同共生？两个根本的原因：其一是现在不仅仅是内部，还有外部；其二是数字技术让协同成本更低、效率更高。
一个企业如果要形成协作的概念和效应，就必须有一个技术平台，通过数字技术让协同更具可能性。视频在线的方式也是如此，有了技术平台，就可以在不同的地方都协同在一个空间里边，共同探讨一些感兴趣的话题。
十、最大的挑战不在于技能而在于心性
（1）改变从管理者自身开始
我们清楚地知道遇到的挑战与机会、拥有的能力和面对的不确定性，我们也清楚必须要有新的可能性、新的创造和新的要求，我们对组织、市场和环境都有很高的期待，但我们更需要清楚的事情是——所有改变从我们自身改变开始，尤其是管理者要有能力去做出改变。
德鲁克写的有一篇文章《自我管理》影响特别大，也是哈佛商业评论下载量最高的一篇文章，我也推荐大家阅读。对于管理者自身来讲，改变自我实际上是非常重要的一个要求。
（2）让组织面向未来
今天的数字化不再是一维的概念，不再是从过去到现在到未来的逻辑，真正的要求是面向未来做出选择。
因此，领导者首先必须关注的是让整个公司的组织系统真正为顾客创造价值。你必须致力于消除内部的复杂性，致力于消除和组织外部合作的复杂性，让价值空间都转向为顾客创造新的价值。
对于经理人来讲，特别是管理者，你要不断致力于系统的整体效率，让复杂庞大的系统努力方向一致，让效率有价值。这就要求你跟内外部成员成为伙伴。所以你要做两个正确的决定：致力于消除复杂性，创新客户体验；致力于系统整体效率，成为伙伴。
最有效的领导者，最关心的不是自己的正确与否，而是怎么服务于顾客。这是一个很明确的要求，也需要我们真正做得到。
今天，我们最大的挑战不是技能，而在于心性。所有的数字技术、数字平台都给了我们非常大的帮助，很重要的挑战在于心性上能否真正作出改变，是否能够真正理解协同共生、价值共创和整体利益最大化的内涵。
翻译：
From the perspective of organization, we need a new consciousness, a new world view and a new way to reconstruct organizational operation. Organization has entered the fifth stage — symbiotic organization. From the perspective of managers, to achieve synergistic symbiosis effect, managers must make changes and become effective collaborative managers. This article is from the 20th anniversary forum of EMBA of Nanjing University.
Chen Chunhua
There are two types of companies today, digital transformers and digital disrupters.
Digitalization is affecting the development of various industries. It can change the industry from the perspective of providing added value, redefine the industry from the perspective of subverting the value chain, or lead the value chain to generate unprecedented new value.
Digital capability is a very important watershed for enterprises today.
Therefore, from the perspective of organization, we need a new consciousness, a new world view and a new way to reconstruct organizational operation. Organization has entered the fifth stage — symbiotic organization. From the perspective of managers, to achieve synergistic symbiosis effect, managers must make changes and become effective collaborative managers.
1. Digital penetration, bring greater customer value space
Today, the digital framework for doing business is completely updated.
According to Michael Porter’s value chain analysis method, from the perspective of customers, the business activities of enterprises in the past can be divided into two types:
Basic activities (front desk) : directly generating value, such as purchasing, manufacturing, sales and after-sales in manufacturing enterprises;
Supporting activities (back office) : Serve essential activities and indirectly generate value, such as human resources, finance, administration, research and development.
But with the advent of digital technology, a very big change is that all business activities directly create value for customers. In addition to generating value from original basic activities, supporting activities reach customers directly through digital operation activities, while external industrial partners create new possibilities for customers through industrial activities.
The management system of business activities, the value brought by its digitization, has shifted from one space to three:
The business value generated by the business partners of the underlying activities;
Transform support activities into operational activities to create value for customers;
Industrial activities with industrial partners create new value for customers.
A lot of businesses today, growing very fast, especially digital businesses, are growing exponentially. Some of the new unicorns are growing very fast. This is due to the fact that the original space of creating value for customers is transformed from one space to three Spaces, which has a very high value possibility.
2. Digital reshaping industrial value linkage effect to improve the enterprise ecological space
According to Schumpeter, innovation is defined as the establishment of new production functions, and it is the responsibility of the entrepreneur to achieve a new combination of factors and conditions of production.
The reason why all industries can be redone today is that digital resources can penetrate into every link of the industrial chain through various forms, generate new industrial combinations, and have the emergence of new values.
Today we have a very special training — not to look at an industry in terms of its original industry, but to understand beyond the industry.
In the past five years, Professor Liao Jianwen and I have been studying how digital technology affects strategy. The basic conclusion we get is that the enterprise environment presents the characteristics of surpassing the industry, that is, digital technology realizes a series of “linkage effects” on the basis of hardware, data, algorithms, etc., which makes it possible to raise the dimension of the enterprise ecological space.
The linkage effect is reflected in three aspects:
- Scene Connection. Digital technology has redefined the relationship between upstream and downstream, creating space for new value propositions. The original upstream and downstream relationship was a clear supply transaction relationship, but with the advent of digital technology, the relationship between the upstream and downstream is a value co-creation relationship.
- Data penetration. Through the sharing and application of underlying data, the industry that seems to have nothing to do with each other can generate resonance, which will generate much more new value than the original industry.
- Value sharing. User relationships and digital assets in different scenarios are integrated to create a value system with a greater magnetic field at controllable costs. Many enterprises have a lot of innovation attempts, such as Amazon’s membership system.
According to the original industry logic, you will be somewhat passive, the value of these linkage effects is far away from you. When you look beyond the industry, these three most important synergies create a whole new value space.
3. Four new realities that organizations must accept
“Digitization is swallowing up the whole tangible industrial world.” We need to form a new organizational management system, so that we can truly cope with the new changes and challenges brought by digital technology, and turn them into opportunities.
The corporate environment has fundamentally changed, and organizations must accept four new realities:
Reality 1: We want to maintain a living structure — full communication with the outside world and a fully interactive, open and interactive relationship with the environment. If we don’t have living structures, we can’t really feel that we’re being influenced by the environment, but we’re also influencing the environment. Because the whole organization is in one infinite link.
Reality 2: In an environment of upheaval and change, no one has a sufficient understanding of what is happening and what will happen. A bigger problem comes from Kant’s emphasis in the category of relationship that “everything that needs to be known must interact with other things”. Dynamics, evolution and evolution pose unprecedented challenges to the formulation and implementation of enterprise strategy.
Reality 3: The relationship between enterprises and business environment is no longer a linear relationship, and the economic paradigm has changed from economies of scale to economies of scope. Under this new economic paradigm, the relatively stable, closed and vertical linear mode will move to the relatively open, interactive and interconnected collaborative mode.
Reality 4: To quote the author of Anti-Vulnerability: “When you seek order, you get only the appearance of order. When you embrace randomness, you get order and control the situation.”
We need to acknowledge these four new realities and find new ways to manage them.
4. Management development has entered the fifth stage — the stage of symbiotic organization
Why must we choose the organization management mode of synergy and symbiosis today? I want to talk about the history of organizational development. In the research, I was influenced by two aspects: one is the division of the development stage of management thought; The second is the limitations and solutions in the process of management development.
In the stage of management development, the core question to be answered is how the organization contributes efficiency to support the growth of the enterprise, and the most important one is how “people” play a role in it.
(1) The first stage — scientific management stage
Taylor’s theory of scientific management emphasizes the maximization of labor efficiency through division of labor. At this point, organizational efficiency was mainly derived from mechanical efficiency and did not focus on people. Enterprises get a very fast growth rate, but lack of attention to people, turning people into tools, which is a great harm to the people themselves.
(2) The second stage — people-oriented stage
Hawthorne and Mayo’s experiment came to the people themselves, called the people-oriented management, the release of the value of people into an important core of organizational management. At this point, organization is a social system in which people play a role. Customer-oriented, people-oriented has become the key theory to promote the rapid growth of enterprises.
(3) The third stage — the strategic competition stage
The division of labor and people-oriented stay within the organization. With the development of enterprises, the efficiency and growth of enterprises are also affected by external factors, and the integration of external resources has become a very key part. At this point, competitive strategy becomes a very important management thought. Enterprises need to combine internal resources and capabilities with external environment and opportunities to form core competitiveness.
(4) The fourth stage — the learning organization stage
A greater challenge for enterprises is external changes. Enterprises need to be able to cope with changes and grow, and the theory of learning organization appears. At this time, the emphasis is on the organization’s learning ability to transcend change, learning ability to become the “brain” of the enterprise.
(5) The fifth stage — symbiotic tissue stage
The core question answered in the first four stages is how the organization ADAPTS to change and environment to achieve growth efficiency. Today’s changes are completely uncertain and unpredictable, and if we cannot live with them, it is difficult to seek new possibilities. At the same time, there are more and more external factors affecting the environment. Previously unrelated factors may now be related and even have a critical impact.
Today, it is not just a question of learning to understand and transcend change, but of being able to interact openly, evolve and iterate, and live with change. At this point, the organization is seen as part of the whole of nature, not as an isolated part. So I propose a fifth stage of management development — the symbiotic organization stage.
5. Enterprise’s new value orientation
In the digital environment, the enterprise’s value activities are carried out in the whole value network related to customers. How can we create the enterprise value in the whole value network? And that’s why we’re going to talk about symbiosis today.
The meaning of organization is not to organize itself, but to support the value activities of the enterprise. Because the value activities of the enterprise are changing, the organization must generate new models.
What has happened to the enterprise value proposition?
At the beginning, enterprises themselves decide to create value and provide products to meet customer needs. With the growth of customers, customers require to participate in the creation of value, so value creation has an additional source — value from customers. With the entry of the Internet and penetration of digital technology, especially the rapid advancement of industrial digitization process, a part of enterprise value creation comes from symbiotic partners.
Therefore, enterprise value creation consists of three parts: enterprise value positioning, customer value positioning, symbiotic partner value positioning.
The new enterprise value positioning changes the organizational positioning both internally and externally:
From the perspective of the organization, all enterprises have management holism and digital transformation. It’s no longer a simple division of labor, you have to take down the walls; You have to have efficient internal collaboration throughout the enterprise; You have to be able to do digital transformation. When the overall efficiency of the enterprise is released, the organization facing the digital age can support the change of value activities from the perspective of the internal value orientation.
One example is Midea’s full value chain collaborative symbiosis architecture.
Midea starts from driving business reform, then obtains manufacturing efficiency and competitive overall cost through digital technology, and then makes direct connection with customer side, connecting business chain and industrial chain, and finally forming value creation.
Fang Hongbo summed up Midea’s competitiveness as a new cost advantage based on efficiency. In the past, it was possible to build a cost advantage by careful management and internal savings. Today, you need new capabilities built on efficiency-driven tools and approaches across the entire value chain, end-to-end, to maintain cost advantage.
From the outside of the organization, the enterprise basically has two states, one is the creation of the platform (platform builder), and the other is the participation of the platform (platform participant). The organization’s external value orientation is platform and ecology.
One case is Tencent through enterprise wechat completed strategic concept – Tencent to become a connector or connector.
Enterprise wechat tries to reconstruct synergistic value through four aspects:
Reach the terminal: to form higher communication efficiency and real information transmission;
Integration function: enable these enterprises to truly obtain management efficiency and higher value;
Reconstruction scenarios: reconstruct application scenarios, service scenarios, organizational office scenarios, and value scenarios between users and customers.
Symbiotic value: the symbiotic value between people, people and enterprises, people and industry, people and customers.
No matter inside or outside, the organization must be a synergy of value symbiosis. If there is no ability to do the synergy of value symbiosis, it cannot really support the possibility brought by new value activities and value space.
6. A New form of organizational Evolution: Cooperative Symbiosis
From the actual management situation, the sequencing of management thought and the management practice of leading enterprises, we draw the conclusion that the cooperative symbiosis theory is a new form of organizational evolution.
We mainly discuss how to support the enterprise needs new value activity space:
First, the goal of endosymbiosis: to achieve intra-organizational growth through intra-organizational synergy;
Second, the goal of external symbiosis is to realize trans-boundary organizational growth through external synergies.
Third, the goal of internal and external symbiosis: realizing system self-evolution through internal and external synergies.
This is the Angle of the target. From the perspective of connotation:
First, intra-organization synergism: each link within the enterprise (production, marketing, technology, supply, finance, human resources and management, etc.) becomes the overall effect of creating value independently and coordinating operations. Today, the biggest challenge for many enterprises comes from the outside, but the internal challenge is also very big, because the overall effect of the internal has not been released, the department wall, front and back office contradictions.
Second, external collaborative symbiosis of the organization: stakeholders in the value network can cooperate with each other, share resources and capabilities, and obtain greater growth space than enterprises operating alone.
Third, collaborative symbiosis inside and outside the organization: enterprises in different industries and fields create new values that never existed in the original industry or field through mutual cooperation.
Today, the value space of enterprises is increasing, which makes the growth rate of enterprises very fast. It was hard to imagine that an enterprise had a market value of hundreds of billions before, but now it has a market value of one trillion, which is because the value space has become more.
So, we need to have a new form of organization that works both internally and externally, and also has the ability to work cooperatively with both internally and externally.
7. It is important for managers to make changes to achieve synergy and symbiosis
We’ve all come across this quote from Drucker today:
“The only thing we know about the future is that it will be different. Trying to predict the future is like trying to drive down a country road at night with no lights and staring nervously in the rearview mirror. The best way to predict the future is to create it.”
We must face the environment in a new way, we must understand the change of the new value space brought by digitalization, we must have a new way of organization management, which requires managers to make changes. In my research over the past decade or so, I have found that the transformation of managers themselves is a particular challenge.
If managers are incapable of self-adjustment and still only care about their own interests, they are not really solving the problem, or even contributing to it.
What changes should managers make to achieve synergistic and symbiotic effects?
Returning to the role of manager, I particularly agree with Barnard’s definition of the role of manager: to provide a system of communication; Play a catalytic role in order to obtain the necessary efforts; Present and define the purpose. The most important function of a manager is to maintain a large and complex system of collaboration.
This means that a manager’s very important job is to work in a large, complex system where everyone works together in the same direction,
8. The influence of managers on collaborative management behavior
What changes do we have to make to become an effective collaborative manager?
According to Barnard’s definition of the most important responsibilities of managers, we find that management’s influence on collaborative management behavior has four aspects:
Main assumptions of management:
Can management really define right and wrong and the direction of value judgments and trade-offs. First of all, a high degree of self-discipline is required. In his book “Choose to Be Exceptional”, Chris argues that the first characteristic of exceptional leaders with 10x leadership is high self-discipline.
Managers really help people work towards a common goal, rather than putting themselves in a position of importance. “The best leaders don’t ask others to serve them, they serve a common purpose.” This is a basic judgment of Follett’s leadership theory.
Only when managers make everyone serve for the goal in terms of value orientation can they ensure that effective incentives can promote collaborative behavior. Motivation is defined as management activities that induce people to do things in a certain way through a series of behaviors. In many cases, internal integration, inter-departmental cooperation and external cooperation are difficult, and one of the important reasons is that in the main assumptions of managers, there is no effective incentive to promote collaboration, but more to encourage individual growth or corporate self-interest.
For example, Huawei puts special emphasis on human resources, which it regards as one of the most important assets. In human resources, Huawei especially emphasizes two kinds of people, one is strivers, the other is Lei Feng. In the system, never let Lei Feng suffer losses; In motivation, the act of promoting synergy.
Management values
Values determine behavior choices.
Today, almost all leading companies are very concerned about the impact of values on their growth. Drucker called it career theory, which is to understand the special mission of the firm, the relationship between the firm and the external environment, and the core competencies needed to achieve the mission. We need to review whether the whole value of the enterprise can clearly express this value orientation and positioning, and establish the logic of trust, altruism and symbiosis.
Effective management communication
Effective communication includes two aspects: internal communication and external communication.
From an internal perspective, walk with customers and employees and listen to the voices on the front lines. One of the worst management phenomena is that managers are far away when employees need them. Napoleon summed up the cause of his defeat in one sentence: “It’s been a long time since I’ve had soup with my soldiers.” This allows us to clearly see the impact of internal communication on the formation of synergistic symbiosis and integration effects.
From an external perspective, effective communication addresses the basis of mutual trust and cooperation.
Therefore, effective communication requirements for managers become higher: on the one hand, listen to the voice of the front line from the inside, forming the overall effect of the inside; On the other hand, we constantly communicate with the outside world to establish mutual trust and cooperation.
Local interests and overall interests
In organizational management, there will always be a contradiction between local interests and overall interests. Many times we tend to view opportunities or changes from a standard, local perspective. In resource-scarce or competitive relationships, people may focus more on local interests. But in fact, the overall benefit maximization is a fundamental pursuit.
How to maximize the overall benefits within the enterprise? How to maximize the overall social benefits in the external environment? Are very important topics for business. Without the ability to talk about the value of the whole, however large the local value, it is ultimately a alienation of the good of the whole.
Huawei is a company with 200,000 employees. One of the most important organizational and management problems to be solved internally is how to form internal collaboration effect. Huawei’s contribution to the overall pursuit and collaboration is reflected both in the culture of strivers and in the overall efficiency of the enterprise.
9. Managers should develop effective collaborative management behavior
Organizational management is ultimately about the behavior in the organization. Only by solving the behavior in the organization, especially the behavior of the manager, can organizational management be effective. Therefore, to develop effective cooperative management behavior is a necessary training to realize cooperative symbiosis.
(1) Characteristics of effective collaborative managers
Action orientation
It is necessary for managers to discuss a lot of principles and concepts with organization members, but organization members are more concerned about whether the management behavior is really cooperative, problem-solving, willing to cooperate and altruistic.
True trust comes from the manager’s own actions. Managers’ emphasis on collaborative symbiosis, value symbiosis, enabling connection and generating new value must be reflected through their own actions.
Focus on results
One of the topics I talk to a lot of managers about in my books Activating Organizations and Value Symbiosis is how managers empower their members. True empowerment is about helping every employee be productive. Otherwise, the concept of empowerment doesn’t work and you’re no longer a collaborative manager.
Under the digital acceleration, the organizational management mode has changed a lot, from the original control-command type to service-guidance type, and to today’s emphasis on enable-activation type.
Three different management modes have different requirements for managers. Control-imperative, the manager will be very authoritative; Service-guidance, managers will have a high sense of achievement; To activation-enabler, the manager has no self to make others succeed, which is a very high challenge.
Be willing to listen
In effective communication and clear discipline, managers learn to listen. When you respect the contributions of others, get suggestions from outside, and are willing to accept suggestions, your synergy will also emerge, and every member of the organization whose value is recognized also feels the value of symbiosis.
Focus on growth
Synergistic symbiosis must produce new value. Someone told me in the past that he wanted to live with others, but when he lived with others, he got hurt instead. If you get hurt, there’s no symbiosis. Create more new value, let each other benefit, to grow, this is symbiosis.
appreciate
When working with others, managers must first set a requirement for themselves — to appreciate the strengths and value creation of others. As humans, what we need most is desire and affirmation. There is also a common ground for cooperation, if desired and affirmed.
(2) Cultivation of effective collaborative management behavior
Grayscale management
Can you reconcile all kinds of contradictions, tolerate all kinds of conflicts and antagonisms, and even be willing to let others try and make mistakes, so that others have the possibility of new attempts? Sometimes we don’t cooperate, and a very important reason is that we’re more concerned with confrontation and conflict, more concerned with competition, and it’s hard to cooperate.
Authorized trust
Trust is an important foundation for collaboration. In the organization management system, the greatest trust is authorization.
Therefore, the cultivation of cooperative management behavior requires the enterprise to be able to establish a set of authorization system and cooperative corporate culture. Some enterprises can produce a large number of talents and have very strong execution efficiency, which is due to the ability of enterprises to establish authorization and trust, and the overall coordination ability and foundation are very good.
Incentive activation
An example is Google’s design of engineer incentive activation, which enables Google to generate very large profits on collaborative innovation.
Google engineers can spend 20% of their working time doing things that are not related to their jobs. They can do things that are interesting, innovative and meaningful. Engineers can also combine across departments to produce value results. If it is strategically and meaningfully valuable to the company, the work product can be identified for implementation. The valley
The song is very innovative, from the 20% time system. In 20 percent of the time, engineers can work across departments, more people working together, according to their own interests to create new combinations of possibilities.
Other companies have similar incentive-activated designs, including cross-functional platforms, task groups, and interest groups.
Technology platform
One of the big reasons why synergism works is because we have the technology platform.
The concept of collaboration is not present, the core element of the organization is collaboration. Organization is defined as a systematic grouping of people in order to achieve specific goals, emphasizing three elements: goals, collaborative behavior, and a group of people.
Why the special emphasis on symbiosis today? Two fundamental reasons: one is that it is now not just inside, but outside; The second is that digital technology makes collaboration cheaper and more efficient.
If an enterprise is to develop the concept and effect of collaboration, it must have a technology platform that makes collaboration more possible through digital technology. The same is true of online video. With the technology platform, different places can cooperate in one space and discuss some interesting topics together.
10. The biggest challenge is not the skill but the heart
(1) Change starts with managers themselves
We clearly know the challenges and opportunities we encounter, the capabilities we have and the uncertainties we face. We also know that there must be new possibilities, new creations and new requirements. We have high expectations for the organization, the market and the environment, but what we need to know more is that all changes start from our own changes, especially the managers should have the ability to make changes.
One of Drucker’s most influential articles, “Managing Yourself,” is one of the most downloaded articles in the Harvard Business Review, and I recommend reading it. For managers themselves, changing themselves is actually a very important requirement.
(2) Make the organization future-oriented
Today’s digitalization is no longer a one-dimensional concept, no longer a logic from the past to the present to the future, the real requirement is to make choices for the future.
Therefore, leaders must first focus on making the entire organizational system of the company truly create value for customers. You have to focus on removing the complexity internally, on removing the complexity of working with the outside of the organization, so that the value space is all about creating new value for the customer.
For managers, especially managers, you have to keep working on the overall efficiency of the system, making the complex, large system work in the same direction, making efficiency worthwhile. This requires you to be partners with internal and external members. So make two good decisions: focus on eliminating complexity and innovating the customer experience; Commit to the overall efficiency of the system and become a partner.
The most effective leaders don’t care about being right, they care about serving customers. This is a very clear requirement, and it needs to be fulfilled.
Today, our greatest challenge is not skill, but heart. All the digital technologies and digital platforms have helped us a lot. The big challenge is whether we can really make a change in our mind, whether we can really understand the connotation of synergism, value co-creation and overall benefit maximization.
文章来源：https://mp.weixin.qq.com/s/vxkdDLRWDRpX-gfkfxJDKw
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