曾经被认为与现代企业管理制度有些冲突的“家文化”，正在重新抬头。
企业给员工的感觉，究竟应该是不是像“家”一样？这个问题，不同时代的企业管理者有不同的结论，不过在过去的很长一段时间内，随着互联网大厂的高薪诱惑，企业管理文化也愈发走向高冷。这从不久前百度前副总裁的发言风波中可见一斑。 数字化转型网（www.szhzxw.cn）
在一段不长的视频里，前百度原公关副总裁璩静以极快的语速，强调员工与男友吵架提出离职她会秒批，因为她既不是“妈妈”，“也不是婆婆”。其实很多在大厂工作的人私下表示，这话其实挺符合事实，大厂真正执行起来，大多有过之无不及。但是，璩静因此去职。
去职风波的背后，其实是过去态度高冷的大厂，在职场文化方面也终于感受到了民意汹涌，开始放下那副“你不干有的是人抢着干”的态度。毕竟在2024年，一家总是强调要让基层员工开心，为此不惜缩短营业时间，春节给员工放假的叫胖东来的公司，正红得发紫。
这种风向转变，在另外两家头部企业也有体现。京东创始人刘强东因为着急公司业绩，最近公开强调“凡是长期业绩不好，不拼搏的人，不是我兄弟”。于是，“兄弟”两个字怎么理解，开始引发了媒体半认真半调侃的连篇解读。而不久前去世的娃哈哈创始人宗庆后，因为不肯裁掉公司超过45岁的老员工等家长式的关爱，在互联网上获得了空前的身后赞誉。
企业的管理风格或者说企业文化，客观的讲，确实因不同行业不同企业不能一概而论，但是风向确实正在变化。那就是曾经被认为与现代企业管理制度有些冲突的“家文化”，正在重新抬头。而这种变化的源起和走向，值得探究。 数字化转型网（www.szhzxw.cn）
一、相信人还是约束人
互联网大厂对员工的严苛要求，离不开KPI这个外来的管理工具。KPI构成了对员工言行乃至业绩的清晰颗粒度的考核尺度。
但是到了2016年，业内也开始了对KPI的反思。
2016年，雷军在小米年会上提出了“去KPI，开心就好”的口号，从此开始，各大互联网大厂便刮起了一股“去KPI”之风。 数字化转型网（www.szhzxw.cn）
对于KPI 的刻板，给了OKR机会。很多公司后来又纷纷学习起了起源于硅谷，曾经被腾讯、阿里、小米、百度等一众互联网大厂倍加推崇的管理模式OKR（Objectives and Key Results，目标与关键结果）。
但是，后来OKR也没能逃脱被唾弃的命运。从2021年开始，字节跳动内部专门研究公司OKR使用情况的字节管理研究院“OKR提高部”改变了相关制度，不再强制要求本部门员工设定OKR。2023年2月，字节跳动发布全员信，把双月OKR改为季度OKR。
据知名付费科技报道网站The Information报道，2022年谷歌绩效改革之前，将近一半（47％）的谷歌员工认为绩效评估系统浪费了时间。为此，最先推崇OKR的谷歌放弃了OKR，推出了GRAD系统（Google Reviews and Development，即关注员工影响力的评价）。
不仅仅是KPI和OKR，包括价值观考核，花名、弹性工作制、人才盘点在内的众多互联网大厂管理神器都已经丧失了光环，并遭到了大规模的反噬与吐槽。
其实复盘来看，互联网公司所依赖的这些复杂的管理工具，可以说是基于一个心理学或者社会学的假设，即“人性皆懒”。不能说人性本恶，但是起码对于人性的自律是持有怀疑态度。
从管理学角度看，其实还有相反的做法，那就是相信人的自驱力和创造力。而企业管理者的作用，更多是提供保障和空间。这可以说是一种广义的“家文化”。
至少从网友的反馈看，普通打工狗对于这种家文化，是推崇甚至怀念的。
比如网民们对宗庆后的集体缅怀——他会为员工解决住房问题，把员工宿舍修建在杭州城市的中心地段。他从来不辞退45岁以上的员工，并且欢迎曾经离开娃哈哈的员工重新复职回到娃哈哈……宗庆后的离世，引发了人们对于他和他那个年代的追思。 数字化转型网（www.szhzxw.cn）
而对于当下正热的胖东来，这家公司从管理学上带来的启发，甚至远大于它带给零售业技术层面的启发。
在“员工不想上班，请假不允许不批假”等热搜的带动下，胖东来已经成为了现代职场人心中的桃花源。受此影响，今年春节期间的4天时间里，胖东来旗下3家商场共接待总客流量超过140万人次，赶超河南游客接待量排名第一的景区，被网友戏称为没有淡季的“6A级景区”。
在一拉一踩之间，暗藏着传统和现代企业管理模式之间的冲突与碰撞。
网上历来有“00后开始整顿职场”的说法，其实这种说法并非玩笑。对于这些成长于富足年代的年轻人来说，物质不再稀缺，不会轻易“被钱收买”，更谈不上“为钱卖命”。他们反而对自主性、掌控力和意义感等非物质利益有着极大的渴求。可以说，打工对于有些00后就像打游戏，高兴就打几把挣几个金币，不高兴直接关机走人。
其次，在如今这个极度透明的互联网时代，消费者权利的崛起也极大的影响着市场走向。如果一个企业或品牌不能构建良好的价值观层面，就会遭到消费者的抛弃。这种外部压力，也迫使一些企业开始调整身段。 数字化转型网（www.szhzxw.cn）
但这仅仅是一次简单的思想回潮吗？
但商业观察作者和企业顾问李阳林不这么觉得。在她看来，过去的KPI模式下，老板的权威来自于其极强的战力，相当于市场初级阶段，创一代们当然是很厉害的。
但如今，市场越来越成熟，大家的鉴别力越来越强，这样的神话已经破灭。单靠个人的力量，已经很难应对市场带来的全新挑战了。
越是在KPI和OKR上折磨员工的公司，越说明这个公司的业务和认知存在巨大问题。大家并不是简单的反对KPI和OKR，反对的是没有抓住“人和事”实质的狼性文化，不仅无法实现个人心目中的理想，更无法实现老板们的业绩目标。 数字化转型网（www.szhzxw.cn）
在李阳林心目中，运行得好的企业，其本质都是一样的，都是首先找到了业务的核心和取胜的关键。并基于业务逻辑建立了一套企业文化，再利用KPI或者OKR工具，推动业务的前进。这里面需要有大量的水墨功夫，不是简单粗暴模式就可以做到的，真正要实现眼到、心到、手到、神到，并且要持之以恒。
二、组织形态的迭代，谁才是最优解
“不知何故，几乎所有人都意识到，如今的组织运作方式已经不再管用了。这套体系已经过度运作以至超出它的极限了。有时候，感觉每个人好像都像是行尸走肉一样在组织中生存着。”在由费雷德里克·莱卢撰写的《重塑组织》一书中，曾经对如今的企业运作方式进行了深入反思，并对组织管理模式的发展进程做过如下的回溯总结——
首先，是红色组织-冲动型的世界观。在这一组织的世界观里，“权力”是审视万物的唯一视角，要么你极力地变得更为强大，让别人臣服于你的力量和权威；要么你就接受自己的弱小，向你的头领表示顺从与忠诚，以换取对你的保护。 数字化转型网（www.szhzxw.cn）
随后，便进化到了琥珀色组织-服从型的世界观。在这个世界观下，只要遵守规则，就可以“活下来”并成为组织的一分子；藐视规则，则将被永远的被抛弃、逐出。
而随时时代和技术的进步，第三个阶段的组织形式诞生了，即橙色组织-成就型的世界观。
这便来到了科学和工业革命的世界观时代。在这个层次下，人们开始可以探索并理解世界内部的运作方式和自然规律。如果一个人在理解和操纵世界方面比其他人更快、更聪明、更具创新性，即将获得更多的成功、财富、利润、市场份额或任何想要的东西。
这个世界观在过去两个世纪里深刻地改变了人类社会，这种世界观主导着今天的商业管理界的思想；它是贯穿全世界商学院课程的（通常是无意识的）主流观点，并且深刻地影响着当代的管理实践。
“成就型-橙色”的思想模式将组织视为机器—“单位与阶层、投入与产出、效率与效能、拉动杠杆和移动针头、信息流和瓶颈、架构重组和精简规模”。在这一思路的引领下，“机器化”的“橙色”组织的优势是极为显著的，充满了组织化的创新能力、明确的目标管理能力、赏罚分明的管理体系、优胜劣汰的公平竞争机制。 数字化转型网（www.szhzxw.cn）
但随着市场经济的发展变化，橙色组织的阴暗面，也开始逐渐显露了出来。
第一个负面影响是“走火入魔式的创新”，企业们进入了为了增长而追逐增长的怪圈中，难以自拔；第二个负面影响则是空虚，在仅仅用金钱和荣誉感来衡量成功的机制下，一切价值都归结为目标、数字、里程碑，只有攀上顶峰的人才能算做成功的价值观下，大部分人都只会感到空虚。而人们对意义的渴望，以及对追求人生更高愿景的渴望，却变得遥不可及。
在向光可持续发展学院院长、领教工坊联合创始人朱小斌看来，橙色组织就是近100年来，世界上绝大部分企业的主流形态。特别是跨国企业，他们非常注重战略、机制和绩效，关注细致的目标管理体系，并且以各种各样的事业部职能结构，来匹配这种发展策略。
这个过程中，中国的互联公司经过对世界级的跨国公司的学习模仿，形成了各具特色的管理模式，但大部分仍然没有脱离橙色组织的范畴。
而相较之下，在朱小斌的理解中，追究胖东来模式的火热，根本在于其不同于常见的橙色或红色组织，而是一种具备完善制度化管理能力和生命力的青色组织——作为目前组织进化的最高阶段的组织形态，青色组织是一个有机生命体，它提倡自主管理、灵活进化，驱动每个人的真实自我不断成长。组织中的每一个成员在各自的角色上也是一个完整的有机体。相比其他几个组织类型，青色组织具备三大优势特点：身心完整、进化目标、自我管理。 数字化转型网（www.szhzxw.cn）
从公开信息来看，胖东来已经具备了部分青色组织的雏形。
一方面，胖东来有着健全的薪酬激励系统机制。在于东来所著的《美好之路》一书中，他透露胖东来员工薪酬体系大概是，店长月薪5万元，店助4万元，处长2.5万元，处长助理1.8万元，课长1.2-1.3万元，一线员工（保洁、收银等）平均月工资为5500元。每名员工每周工作时长是40-42小时，一年还有一个月带薪年假。
此外，根据网上流传着的一张胖东来的薪资结构图显示，除了底薪、绩效等薪资收入，胖东来还设十余种福利项目，比如每年带薪休假40天、婚假陪产假丧假和年假工资奖金照发、老员工有贡献奖现金或汽车等。
而与之对应，有趣的是，胖东来的内部管理惩罚制度，也可以说是极为细致且严格。根据媒报道，胖东来在管理上采用军事化的打分制，员工满分100分，工作服务的每个环节都要标准化为表格，每一项有问题都要扣分。 数字化转型网（www.szhzxw.cn）
例如商品管理当中，商品包装内附带物品不齐全或者未送给顾客，扣2分；活动商品有缺货，扣10分；加工类商品出现杂质，扣50分。顾客投诉中的扣分更严格，顾客在试吃、试戴、试穿过多商品时，出现言语、动作不耐烦，直接降级学习重新考核转正，一年累计两次则直接解除劳动合同；如果主管未按照《胖东来客诉处理标准》处理，造成顾客二次投诉，对当事处理的主管扣100分。
于东来曾表示，在他的心里，胖东来压根就不是一个企业，而是建立一种系统性、高标准社会精神文化的布道平台。换句话说，胖东来既有家文化温馨的一面，也有过去KPI精细化管理的影子。
“他其实是把文化和制度完美的结合到了企业的日常管理中，这种方式既有情感又有制度。”在朱小斌看来，现在大众对于KPI模式的反感，一方面来自于情感部分的缺乏；另一方面，则源于不少企业的KPI质量不高，甚至没有理解KPI的精髓，才让大家认为这并不是一个真正的健康组织。橙色组织在提升效率的同时，丧失了感情温度，很多的企业文化往往浮于表面，实际执行过程中，还是会让位于商业的目的。
这也是青色组织备受推崇，却也难以大规模实践的难点所在。在朱小斌看来，目前很多具备扁平化、自我管理特质的公益组织，很容易实现青色组织的管理形态；而商业组织虽然都很想效仿，但在实践过程中，却充满了重重阻碍。 数字化转型网（www.szhzxw.cn）
三、家长式管理的内核与机遇
那么，与执行起来困难重重的青色组织相比，侧重感情和权威的传统大家长式管理模式，会给现代企业带去更多解题思路吗？ 数字化转型网（www.szhzxw.cn）
“过去，互联网公司活得太好了，机会也太多了，大家没空去想这些。
而如今，靠大家多努力加班就能获得增长的时代过去了。”中欧国际工商学院管理学副教授王安智发现，无论是互联网公司，还是发展了几十年的传统企业，大都面临着极大的焦虑。这其中，那些曾经不断追逐风口的企业，是最焦虑的。因为如今的市场，已经很难通过简单的追逐外部机会而获得增长了。
值得思考的是，公司内部为什么需要赛马机制？为什么一定要末位淘汰？仅靠内部的内卷竞争，就能让所有人的价值发挥到最大吗？淘汰了末位的人，就能获得持续的增长吗？找一个咨询公司，花几个月时间，就能梳理出更好的制度吗？这个制度能用上10年，甚至是50年吗？
在市场和环境都面临着较为重大的冲击和变化时，在企业无法继续快速增长的时候，在生存远比做大做强还要重要时，大家就开始了向内、传统化的求索。
而管理模式的争论背后，其实是文化基因的显化和探索。
在王安智看来，从原本对员工工作层面的照顾，延伸到对员工生活层面的照顾。这也成为了胖东来近年来持续受到市场关注的根本原因。“虽然有人会觉得他们管得太多，把生活跟工作混到了一起，但是这其实是中国传统的管理模式中，最典型的做法。”
在中国人的语境下，当老板要照顾一个员工的生活时，就是在释放一个重要的信号——你不再是陌生人了，大家是自己人了。这是一种几乎能让每个中国人心领神会的话语体系，通过对自己在人际网络中的位置，领取各自的剧本，扮演各自的角色。
而站在领导的角度，则需要通过“恩、威、德”三元模式的建立，形成有效的管理。王安智认为，中国人始终生活在一个追求高效的、紧密的社会系统中。这种系统最在乎的是集体成本最佳，沟通过程高效且迅速，“最好是仅需要一个眼神就懂了，所有人都按照剧本走，形成融合且自洽的人际关系模式”。
但这种模式的弊病也是显著的，即带头人的能力决定了这个组织的天花板。当外部时间面临巨大动荡和变革时，一旦带头人的经验不再能够适应外部潮流变化，无法再做出准确的判断，不能带领组织走出停滞困境时，就会遭遇严重的生存挑战。这时，就需要一个透明化的机制，让有创新和探求能力的人，脱颖而出，掌握更多资源，成为下一个带领组织前行的英雄。
但是英雄太少了，能够主动禅让的带头人也太少了。也正因如此，传统的家长式管理模式同样有瑕疵与增长阻碍。 数字化转型网（www.szhzxw.cn）
虽然宗庆后充满人情味的管理风格，受到了众人的缅怀，但不得不承认的是，从企业长期发展的角度来看，娃哈哈和胖东来的管理模式仍旧各有隐忧。其中共同的问题就是当充满东方智慧的人治无法完全制度化后，以后怎么办？
宗庆后的人情味，来源于中国改革开放第一代企业对于中国社会人情世故的深刻理解，但是后来者面对今天的世界，是否能够找到合适的迭代版本？胖东来虽然备受赞誉，但一代创始人仍然活跃在前台，接班是一个问题。此外，胖东来的管理是以不做规模化扩张为前提。所以这种管理在规模化大连锁企业的适用性存在疑问。
四、从创始人到制度化
很多伟大的品牌都有过一个强势或者伟大的创始人，这本身并不是错误，关键是想要实现基业常青，需要建立有效的制度化管理。
这方面，成功并购了百事可乐中国的康师傅，大概可以成为一个将传统中国式管理形成制度化管理模式的学习参考模板。 数字化转型网（www.szhzxw.cn）
在并购百事可乐中国的过程中，康师傅管理模式的接入曾经遭到了大量员工的反对甚至是罢工威胁。按照官方的数据，百事可乐中国共计约1.5万员工，约有6%的原百事员工选择领取补偿后离开。但根据部分媒体报道，最终这1.5万人中，有超过1万人选择了离开。
但这并未阻挡康师傅的步伐。
通过产能调配，可以让资源利用率最大化，压低成本；物料采购成本的降低，也可以带来效益提高。此外，通过统一账目，让80个工厂使用同一套ERP系统，进行统一的结账，并进行信息收集反映市场需求。既改变了过去分散的管理模式，也优化了一切管理都通过全球百事总部反馈的漫长流程。
一系列举措下来，给百事可乐中国带来了一系列业绩改观。虽然经历了联盟初期的人才断层和销售额下降。但在康百联盟的第二年，百事可乐中国就从原来的亏损1.76亿美金，转而实现了盈亏平衡，并在第三年开始盈利。 数字化转型网（www.szhzxw.cn）
截至2021年，百事可乐在国内碳酸饮料市场的份额达到了32.2%，仅次于第一名可口可乐的53.4%。而2010年，百事可乐的市场份额名列第四，份额为5.5%。
“康师傅的管理逻辑还是很华人式的，但他们已经把这个东西输出出来，形成了一套华人的管理制度，这也成为其并购百事可乐，与星巴克、迪士尼等全球化企业合作的基础。”在王安智看来，当企业进入比较成熟的制度化管理模式时，所谓的“恩、威、德”这一套东方管理模式也可以进行一定程度的简化。企业不再需要一个英明的领导者，不再需要创始人经常出来鼓舞人心，人们看到的就是一套华人管理制度，真正实现了无为而治的管理梦想。
在与康师傅接触的过程中，王安智发现，他们身上没有大多数公司的焦虑。虽然不同于西方教科书上的理论，但过去几十年时间里完善的制度化建设，以及对企业正在做的每个动作都有着清晰的认知，成为了他们充足的底气来源。
但这也并非是一个孰优孰劣的问题，而是发展阶段的不同。越是早期的、没有经历过迭代或重大挫折的企业，其“人治”的成分就会更多。越是进入需要大规模复制扩张的阶段，就越需要更多的制度化建设。“很多企业之所以焦虑，是因为过去他们都在盯着外部机会，而没有时间反思自己了。”
回溯过往的商业发展历程，无论是国内企业还是世界500强都曾经历过在橙色组织和青色组织之间的反复过程。 数字化转型网（www.szhzxw.cn）
以星巴克为例，在创始人舒尔茨退出管理体系的过程，星巴克在职业经理人的管理下，也一度滑向了橙色组织形态，直至舒尔茨重新执掌CEO，才又恢复了青色组织的面貌。
而作为具有极强青色组织潜力的互联网公司，也未能幸免。从谷歌、亚马逊到微软，很多互联网企业在创立之初，都非常崇尚自由平等的工作氛围，但随着体量不断变大，业绩指标越拉越高，就使得组织形态愈发重视投入产出比和效能，逐步变为橙色组织。
“青色组织对掌舵人的要求太高了，创始人在其中扮演着非常关键的角色。”根据朱小斌的观察，职业经理人往往需要对自己的KPI负责，在这一标准之下，想要维持青色组织的状态都很难，就会不自觉的走向橙色组织模式。 数字化转型网（www.szhzxw.cn）
在这个充满动荡和变化的时代，每一个企业都不得不面对内外多重力量的冲击与拉扯。在时代和观念的变化下，企业管理制度也被推到了变化和改革的十字路口之上。
在朱小斌看来，除了内在迭代的动因外，新生代员工和有价值观的消费者的崛起也将成为一股巨大的社会力量，冲击传统的红色组织和橙色组织，当他们意识到长此以往会遭到员工和消费者的抛弃时，就必然会做出改变。胖东来不是一个不可复制的孤例，国内也有很多同样在向着青色组织转型的公司，这些公司将凭借其截然不同的竞争力，成为带动未来管理模式转型迭代的关键一环。
而站在管理学的角度，王安智则认为管理学本就是一个从西方兴起的学科，只有梳理出适合中国市场和本土文化的管理模式时，无论是管理制度还是接班人的传承，都将不再是困惑。“所以，再等个10年甚至是15年，是否会诞生出真正属于中国本土的管理模式？我们仍需拭目以待。”
（本文首发于钛媒体APP） 数字化转型网（www.szhzxw.cn）
翻译：
Questioned Wolf sex culture and sought after “fat east people”, who is the destination of workers?
The “family culture,” once considered to be in conflict with modern corporate management, is making a comeback.
The feeling that the enterprise gives the employee should be like “home”? This problem, different times of business managers have different conclusions, but in the past a long period of time, with the temptation of high salaries in the Internet factory, corporate management culture has become more and more high and cold. This can be seen from the recent speech of the former vice president of Baidu.
In a short video, the former vice president of public relations of Baidu, Jade Jing, speaks at a very fast pace, emphasizing that she will criticize employees for quarreling with their boyfriends and proposing to quit, because she is neither “mother” nor “mother-in-law”. In fact, many people who work in Dachang privately said that this is actually quite in line with the facts, and most of them have been unsurpassed when the Dachang is really implemented. However, Jade Jing resigned as a result.
Behind the storm of dismissal, in fact, is the past attitude of the high cold factory, the workplace culture has finally felt the surge of public opinion, began to put down the attitude of “you do not do some people grab the dry”. After all, in 2024, a company that always emphasizes making grass-roots employees happy, even shorting business hours and giving employees a holiday during the Spring Festival, called Fat East, is booming. 数字化转型网（www.szhzxw.cn）
This shift in the wind is also reflected in two other leading companies. Liu Qiangdong, the founder of Jingdong, recently stressed publicly that “those who have poor long-term performance and do not work hard are not my brothers.” As a result, how to understand the two words “brother” began to trigger a series of semi-serious and semi-teasing interpretations by the media. And Zong Qinghou, the founder of Wahaha who died recently, won unprecedented posthumous praise on the Internet for his paternalistic care, such as refusing to lay off employees over the age of 45.
Enterprise management style or corporate culture, objectively speaking, it is true that different industries and different enterprises can not be generalized, but the wind is indeed changing. Family culture, once considered to be in conflict with modern corporate management, is making a comeback. The origin and direction of this change are worth exploring. 数字化转型网（www.szhzxw.cn）
1. Trust people or constrain people
The strict requirements of the employees of the Internet manufacturer cannot be separated from the external management tool KPI. KPI constitutes a clear granular assessment scale of employees’ words and deeds and even performance.
But in 2016, the industry also began to rethink KPIs.
In 2016, Lei Jun put forward the slogan of “Go to KPI, be happy” at the annual meeting of Xiaomi, and since then, the major Internet manufacturers have blown up a wind of “go to KPI”.
The rigidity of KPIs gives OKR opportunities. Many companies have since learned from the Silicon Valley, once Tencent, Ali, millet, Baidu and other Internet giants doubly respected management model OKR (Objectives and Key Results, objectives and key results).
However, OKR did not escape the fate of being spurned later. Starting in 2021, the “OKR Improvement Department” of the Byte Management Research Institute within ByteDance, which specializes in studying the use of the company’s OKR, has changed the relevant system and no longer requires employees in the department to set OKR. In February 2023, Bytedance issued an all-staff letter, changing the bimonthly OKR to a quarterly OKR. 数字化转型网（www.szhzxw.cn）
According to The Information, before the 2022 Google performance reform, nearly half (47%) of Google employees thought the performance review system was a waste of time. To this end, Google, which was the first to advocate OKR, abandoned OKR and launched GRAD system (Google Reviews and Development, which focuses on employee influence evaluation).
Not only KPI and OKR, but also many Internet management artifacts including value assessment, name, flexible work system, and talent inventory have lost their aura, and have been subjected to large-scale backlash and ridicule. 数字化转型网（www.szhzxw.cn）
In fact, the complex management tools that Internet companies rely on can be said to be based on a psychological or sociological assumption that “human nature is lazy.” We cannot say that human nature is inherently evil, but at least we have doubts about the self-discipline of human nature.
From a management point of view, there is actually the opposite approach, which is to believe in people’s self-drive and creativity. The role of enterprise managers is more to provide security and space. This can be said to be a broad sense of “family culture”. 数字化转型网（www.szhzxw.cn）
At least from the feedback of netizens, ordinary working dogs respect and even miss this family culture.
For example, netizens have paid tribute to Zong Qinghou, who would solve the housing problem for his employees and build their dormitories in the center of Hangzhou city. He never dismisses employees over the age of 45, and welcomes employees who have left Wahaha to return to Wahaha… Zong Qinghou’s death caused people to reminisce about him and his era.
For the current hot fat Donglai, the inspiration brought by this company from management is even greater than the inspiration it brings to the technical level of retail.
Driven by hot searches such as “employees do not want to go to work, leave is not allowed to not approve leave”, fat East has become the peach garden in the hearts of modern workplaces. Affected by this, during the four days of the Spring Festival this year, the three shopping malls under the Fat East received a total passenger flow of more than 1.4 million people, catching up with Henan tourist reception ranked first scenic spot, which was dubbed by netizens as “6A scenic spot” without off-season.
Between a pull and a step, there are hidden conflicts and collisions between traditional and modern enterprise management modes. 数字化转型网（www.szhzxw.cn）
There has always been a saying on the Internet that “the post-00 generation began to rectify the workplace”, in fact, this statement is not a joke. For these young people who grew up in the age of abundance, material is no longer scarce, and will not be easily “bought by money”, let alone “work for money”. Instead, they crave non-material benefits such as autonomy, control, and a sense of meaning. It can be said that working for some post-00 is like playing a game, happy to play a few to earn a few gold coins, not happy directly shut down and leave.
Second, in today’s ultra-transparent Internet era, the rise of consumer rights has also greatly influenced the direction of the market. If a company or brand cannot build a good value layer, it will be abandoned by consumers. This external pressure has also forced some companies to adjust their positions.
But is this simply a return of the mind? 数字化转型网（www.szhzxw.cn）
But Li Yanglin, a business observer author and corporate consultant, disagrees. In her view, in the past KPI mode, the authority of the boss comes from its strong strength, which is equivalent to the initial stage of the market, and the generation is of course very powerful.
But now that the market is maturing and people are becoming more discerning, that myth has been shattered. It is difficult to deal with the new challenges brought by the market by one person alone.
The more a company tortures its employees on KPIs and OKRs, the more it shows that the company has a huge problem with its business and perception. We are not simply against KPI and OKR, but against the Wolf culture that does not grasp the essence of “people and things”, which not only fails to achieve personal ideals, but also fails to achieve the performance goals of the bosses.
In Li Yanglin’s mind, the essence of well-run enterprises is the same, and they are the first to find the core of the business and the key to win. And establish a corporate culture based on business logic, using KPIs or OKR tools to drive the business forward. There needs to be a lot of ink painting kung fu, which can not be done in a simple and rough mode, but really need to achieve eye, heart, hand, and spirit, and we must persevere. 数字化转型网（www.szhzxw.cn）
2. The iteration of organizational form, who is the best solution
“Somehow, almost everyone realized that the way organizations operate today doesn’t work anymore. The system has overworked its limits. Sometimes it feels like everyone is walking around the organization like they’re walking dead.” In the book “Reinventing the Organization” written by Frederic Lelu, there has been an in-depth reflection on the way businesses operate today, and the development process of the organizational management model has made the following retrospective summary
First, there is the red organization-impulsive worldview. In the organization’s worldview, “power” is the only lens through which to view everything, either you strive to become more powerful and make others submit to your power and authority; Or you accept your weakness and show obedience and loyalty to your leader in exchange for your protection.
It then evolved into an amber organization-obedience worldview. In this world view, as long as you follow the rules, you can “survive” and become part of the organization; Flouting the rules will result in permanent abandonment and expulsion. 数字化转型网（www.szhzxw.cn）
With the progress of The Times and technology, the third stage of organizational form was born, that is, the orange organization – the achievement world view.
This brings us to the worldview of science and the Industrial Revolution. At this level, people can begin to explore and understand the inner workings of the world and the laws of nature. If one person is faster, smarter, and more innovative than others in understanding and manipulating the world, they are about to achieve more success, wealth, profits, market share, or whatever is desired.
This worldview has profoundly changed human society over the past two centuries, and it dominates the thinking of business management today; It is a dominant (often unconscious) view that runs through business school curricula around the world and profoundly influences contemporary management practice.
The “achievement-orange” mindset sees organizations as machines – “units and hierarchies, inputs and outputs, efficiency and effectiveness, pulling levers and moving needles, information flows and bottlenecks, restructuring and downsizing.” Under the guidance of this idea, the advantages of the “machine” “orange” organization are extremely significant, full of organizational innovation ability, clear target management ability, reward and punishment management system, and fair competition mechanism of survival of the fittest. 数字化转型网（www.szhzxw.cn）
However, with the development and change of the market economy, the dark side of the Orange organization began to gradually reveal itself.
The first negative impact is the “crazy innovation”, enterprises into the growth for the sake of growth and chasing growth cycle, difficult to extricate themselves; The second negative effect is emptiness. Under a system that measures success only in terms of money and honor, where all values are reduced to goals, numbers, milestones, and only those who reach the top can count as success, most people will only feel emptiness. And the desire for meaning and the pursuit of a higher vision of life becomes out of reach.
In the view of Zhu Xiaobin, dean of Xiangguang Sustainable Development College and co-founder of Experience Workshop, Orange organization is the mainstream form of most enterprises in the world in the past 100 years. In particular, multinational enterprises attach great importance to strategy, mechanism and performance, pay attention to detailed management by objectives system, and match this development strategy with various functional structures of business units.
In this process, Chinese Internet companies have learned and imitated world-class multinational companies and formed their own management models, but most of them are still not out of the category of orange organizations. 数字化转型网（www.szhzxw.cn）
In contrast, in Zhu Xiaobin’s understanding, the fervour of the fat Donglai model lies in the fact that it is different from the common orange or red organizations, but a Cyan organization with perfect institutionalized management ability and vitality – as the highest stage of organizational evolution, Cyan organization is an organic living body, which advocates independent management and flexible evolution. Drive each person’s true self to grow. Each member of the organization is also a complete organism in their respective roles. Compared with other types of organizations, cyan organizations have three advantages: physical and mental integrity, evolutionary goals, and self-management.
From the public information point of view, fat east has already had part of the embryonic form of the blue organization. 数字化转型网（www.szhzxw.cn）
On the one hand, Fat Donglai has a sound salary incentive system mechanism. In Yu Donglai’s book “The Good Road”, he revealed that the fat Donglai staff salary system is about 50,000 yuan per month, shop assistant 40,000 yuan, director 25,000 yuan, director assistant 18,000 yuan, section chief 12,000 to 13,000 yuan, and the average monthly salary of front-line employees (cleaning, cashier, etc.) is 5,500 yuan. Each employee works 40 to 42 hours a week, plus one month of paid vacation a year.
In addition, according to a fat Donglai salary structure chart circulating on the Internet, in addition to basic salary, performance and other salary income, fat Donglai also set up more than 10 kinds of welfare projects, such as 40 days of paid leave per year, marriage leave, paternity leave, funeral leave and annual leave salary bonus, old employees have contribution awards cash or cars.
Correspondingly, it is interesting that fat East’s internal management punishment system can also be said to be extremely meticulous and strict. According to media reports, fat Donglai adopts a militarized scoring system in management, where employees score 100 points out of 100, each link of work service should be standardized into a table, and points should be deducted for each problem.
For example, in the product management, the items attached to the product packaging are not complete or not sent to the customer, deduct 2 points; If the goods are out of stock, 10 points will be deducted. If impurities appear in processed goods, 50 points will be deducted. The penalty points in customer complaints are more strict. When customers try, try, and try on too many products, their words and actions are impatient, and they are directly downgraded, studied and re-evaluated for promotion. If they accumulate two times a year, the labor contract is directly terminated. If the supervisor fails to handle the complaint in accordance with the “Fat East Customer Complaint handling Standards” and causes the customer to complain twice, the supervisor who handles the case will be deducted 100 points.
Yu Donglai has said that in his heart, Fat Donglai is not an enterprise at all, but a preaching platform to establish a systematic and high-standard social spiritual culture. In other words, Fat East has both the warm side of home culture and the shadow of refined KPI management in the past.
“He actually integrates culture and system perfectly into the day-to-day management of the company in a way that is both emotional and institutional.” In Zhu Xiaobin’s opinion, the public’s aversion to KPI model comes from the lack of emotion on the one hand; On the other hand, the KPI quality of many enterprises is not high, and they do not even understand the essence of KPI, so that everyone thinks that this is not a real health organization. Orange organizations in improving efficiency at the same time, the loss of emotional temperature, a lot of corporate culture is often floating on the surface, the actual implementation process, or will give way to commercial purposes.
This is also a highly respected Cyan organization, but it is difficult to large-scale practice the difficulty. In Zhu Xiaobin’s view, at present, many public welfare organizations with flat and self-management characteristics can easily achieve the management form of Cyan organizations; Although commercial organizations are eager to follow suit, in the practice process, it is full of obstacles.
3. The kernel and opportunity of paternalistic management
So, compared with the difficult implementation of the blue organization, the traditional paternalistic management model focusing on emotion and authority will bring more ideas to the modern enterprise?
“In the past, Internet companies lived too well and there were too many opportunities for people to think about. 数字化转型网（www.szhzxw.cn）
The days when growth could be achieved by people working hard and working overtime are over.” Wang Anzhi, associate professor of management at China Europe International Business School, found that both Internet companies and traditional enterprises that have developed for decades are facing great anxiety. Among them, those who have been constantly chasing the tuyere enterprises are the most anxious. Because in today’s market, it is difficult to grow simply by chasing external opportunities.
It’s worth thinking about why you need a horse racing mechanism inside the company. Why does it have to be last? Can internal competition alone maximize the value of everyone? Can you get sustained growth if you eliminate the people at the bottom? Find a consulting firm, spend a few months, and tease out a better system? Will the system last 10 years, or even 50?
When the market and the environment are facing relatively major shocks and changes, when the enterprise can not continue to grow rapidly, when survival is far more important than becoming bigger and stronger, we began to seek inward and traditional.
Behind the debate of management mode is actually the manifestation and exploration of cultural genes.
In Wang Anzhi’s view, from the original care of employees at the work level, extended to the care of employees at the life level. This has also become the fundamental reason why fat East has continued to receive market attention in recent years. “Although some people may think that they control too much and mix life and work, this is actually the most typical approach in the traditional Chinese management model.” 数字化转型网（www.szhzxw.cn）
In the Chinese context, when a boss takes care of an employee’s life, it sends an important signal – you are no longer a stranger, you are one of us. This is a discourse system that almost every Chinese can understand, through their own place in the human network, receive their own script, play their own role.
From the perspective of leadership, it is necessary to form effective management through the establishment of the three-way model of “grace, virtue and virtue”. Wang Anzhi believes that Chinese people have always lived in an efficient and tight social system. The most important thing about this system is the best collective cost, the communication process is efficient and rapid, “it is best to only need a look to understand, everyone follows the script, and the formation of a fusion and self-consistent pattern of interpersonal relations.”
But the downside of this model is also significant: the ability of the leader determines the ceiling of the organization. When the external time is faced with great turbulence and change, once the leader’s experience is no longer able to adapt to the changes of the external trend, can no longer make accurate judgments, and can not lead the organization out of the stagnation dilemma, it will encounter serious survival challenges. At this point, a transparent mechanism is needed to allow people with the ability to innovate and explore to stand out, master more resources, and become the next hero to lead the organization forward. 数字化转型网（www.szhzxw.cn）
But there are too few heroes, too few leaders who can take the initiative to make concessions. For this reason, the traditional paternalistic management model is also flawed and impedes growth.
Although Zong Qinghou full of human management style, by the memory of the people, but have to admit that from the perspective of long-term development of enterprises, Wahaha and fat Donglai management mode still have hidden worries. The common question is what to do when the rule of man, full of Oriental wisdom, cannot be fully institutionalized?
Zong Qinghou’s human touch comes from the profound understanding of Chinese society and the world of the first generation of enterprises in China’s reform and opening up, but can the later generations find a suitable iterative version in today’s world? Although Fat Donglai has been praised, a generation of founders is still active in the foreground, and succession is a problem. In addition, the management of fat East is based on the premise of not doing large-scale expansion. So the applicability of this kind of management in large-scale chain enterprises is questionable.
4. From the founder to institutionalization
Many great brands have had a strong or great founder, which is not a mistake in itself, the key is to achieve evergreen, need to establish effective institutional management.
In this regard, Master Kong, which successfully acquired PepsiCo China, may become a learning reference template for institutionalizing traditional Chinese management.
In the process of the merger and acquisition of Pepsi China, Tingyi’s access to the management model was once opposed by a large number of employees and even threatened with strike. According to official data, Pepsi China has a total of about 15,000 employees, and about 6% of the former Pepsi employees chose to leave after receiving compensation. But according to some media reports, in the end, more than 10,000 of these 15,000 people chose to leave. 数字化转型网（www.szhzxw.cn）
But that hasn’t stopped Master Kong.
Through capacity allocation, it can maximize resource utilization and reduce costs; The reduction of material procurement costs can also bring about improved benefits. In addition, through unified accounts, 80 factories use the same set of ERP system to conduct unified closing, and collect information to reflect market demand. It has changed the decentralized management model of the past and optimized the lengthy process in which all management is fed back through the global Pepsi headquarters. 数字化转型网（www.szhzxw.cn）
A series of initiatives have brought a series of performance improvements to Pepsi China. Despite the alliance’s initial talent gap and declining sales. But in the second year of the CCB alliance, Pepsi China went from a loss of $176 million to break-even, and began to turn a profit in the third year.
As of 2021, Pepsi’s share of the domestic carbonated beverage market has reached 32.2%, second only to the first place Coca-Cola’s 53.4%. In 2010, Pepsi ranked fourth with a 5.5% share.
“Tingyi’s management logic is still very Chinese, but they have exported it to form a Chinese management system, which has become the basis for its acquisition of Pepsi and cooperation with global companies such as Starbucks and Disney.” In Wang Anzhi’s view, when enterprises enter a more mature institutionalized management model, the so-called “grace, virtue,” this set of eastern management model can also be simplified to a certain extent. Enterprises no longer need a wise leader, no longer need the founder often come out to inspire, people see is a set of Chinese management system, truly realize the management dream of non-governance. 数字化转型网（www.szhzxw.cn）
In the process of contact with Master Kang, Wang Anzhi found that they did not have the anxiety of most companies. Although different from the theories in Western textbooks, the perfect institutional construction in the past few decades, as well as the clear cognition of every action that the enterprise is doing, has become a sufficient source of confidence for them.
But this is not a matter of superiority or inferiority, but of different stages of development. The earlier the company, the one that has not experienced iterations or major setbacks, the more “people rule” there will be. The more we enter the stage of large-scale replication and expansion, the more we need more institutionalization. “A lot of companies are anxious because in the past they were looking at external opportunities and didn’t have time to reflect on themselves.”
Looking back on the past business development process, both domestic enterprises and the world’s top 500 companies have experienced the repeated process between the orange organization and the blue organization. 数字化转型网（www.szhzxw.cn）
Take Starbucks as an example, in the process of founder Schultz’s withdrawal from the management system, Starbucks once slipped into the orange organizational form under the management of professional managers, until Schultz returned to the helm of the CEO, and then restored the face of the blue organization.
As a strong green organization potential of the Internet company, is not immune. From Google, Amazon to Microsoft, many Internet companies advocate a free and equal working atmosphere at the beginning of their establishment, but as the volume continues to grow, the performance indicators become higher and higher, making the organizational form pay more attention to the input-output ratio and efficiency, and gradually become orange organizations. 数字化转型网（www.szhzxw.cn）
“Cyan demands too much from the person at the helm, and the founder plays a very critical role.” According to Zhu Xiaobin’s observation, professional managers often need to be responsible for their own KPI, under this standard, it is difficult to maintain the state of the blue organization, and they will unconsciously move to the orange organization model.
In this era full of turbulence and change, every enterprise has to face the impact and pull of multiple forces inside and outside. Under the change of times and ideas, the enterprise management system has also been pushed to the crossroads of change and reform.
In Zhu Xiaobin’s view, in addition to the motivation of internal iteration, the rise of the new generation of employees and consumers with values will also become a huge social force, impacting the traditional red and orange organizations. When they realize that they will be abandoned by employees and consumers in the long run, they will inevitably make changes. Fat East is not an isolated example that can not be copied, there are many companies in the same transformation toward the green organization, these companies will rely on their distinct competitiveness, become a key part of the transformation of the future management model iteration.
From the perspective of management, Wang Anzhi believes that management is a discipline that arose from the West, and only when a management model suitable for the Chinese market and local culture is sorted out, neither the management system nor the succession of successors will be confused. “So, wait another 10 or even 15 years, will there be a real Chinese local management model?” We will have to wait and see.” 数字化转型网（www.szhzxw.cn）
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