Introduction: Practicing this theory, I have a big feeling: the exploration of entrepreneurial culture is to explore the unknown world with a group of like-minded partners, and realize the process of individual and collective growth. Therefore, I am also eager to discuss and exchange with like-minded students!
The author | rock
The introduction
What problems do we often face?
People who have led technical teams in Internet companies have more or less encountered the following problems:
1. When we look up at the sky, we find that the sky has changed and cannot meet the actual needs.
2. Facing the highly competitive circuit, some of our businesses are ruthlessly overtaken by competitors, or are in a weak position in the competition, and feel it is difficult to break through;
3. There never seems to be a clear division of labor between technical teams, and no matter how the middle stage evolves, it never seems to meet business needs;
4, always feel that the efficiency of the team is very low, obviously there is no shortage of talent, is a variety of constraints, but run as fast as the start-up company; 5. The team is not interested in doing things, can neither feel the sense of business achievement, nor feel the technical content, and is far from the technical ideal. 6, when there is enthusiastic lofty technical ideal, but feel can not play out, always in the tedious things to kill time and so on.
These are the same issues that ali’s technical team faces, so we’ve been thinking about what’s going on and what we should do about it. I’m looking for clues from the background and the organization.
What kind of times are we in now?
To understand this question, we must first look at the era in which we live.
We live in a fast-changing world where knowledge boundaries are being breached and information oversaturation is breaking the temporary equilibrium. VUCA, short for Volatility, Uncertainty, Complexity and Ambiguity, sums up the mess that characterizes the post-Internet business world. It is easy for business organizations and individuals to find themselves in vexing conflicts in various fields.
— Harvard Business Review
The era of VUCA has come, and we inevitably need to face the situation of VUCA, so that we will find many situations:
1, the complexity of business logic is higher and higher, consumers, merchants, platform, partners will have appeal, and the role of factors is becoming more and more commercial link more and more long, Internet traffic dividend has reached the ceiling, only by doing a sale platform can solve the problem of time has gone, win the market the way more and more difficult;
2. The consumption trend, competition situation and market direction are all in the process of constant change. It is difficult for us to win the market through a fixed method and strategy, just like the retail format, which is constantly evolving and upgrading.
3. In the process of future-oriented business model exploration, competition participation and market pattern changes, the project is highly uncertain. There are uncertainties whether it will fail or which direction it will eventually succeed.
These characteristics of VUCA are transmitted to the technical team, if we still use the previous platform, deterministic, single thinking to fight, there will be a lot of discomfort.
What trends should we notice in organizational growth?
1, the complexity of synergy: * * * * with the expansion of the company organization, the organizational structure is also becoming more and more complex, lines of business, products, technology, functional teams, all sorts of upstream and downstream, a project operation collaborative team very much, everybody priority may not neat, cooperation of each have each goal, inevitably exist organization internal friction, each step on the foot;
2. Complexity of internal management of ** team: ** the new post-90s and post-95s gradually come onto the stage. They are more active and pursue interest and happiness in work; The new and the old cross, career appeals are not completely the same; The external information of the company is very complicated, including some negative information such as inner volume, PUA and so on. At the same time, there are many external temptations, which pose new challenges to our organizational growth.
We choose to use “entrepreneurship” to solve the challenges of technological competitiveness and organizational activation
In the context of the changing times and the new situation of organizational growth, is there a way for us to implement a new set of ideas to reactivate our team?
In this period of time of city retail business, and we have been thinking and exploring how to practice entrepreneurial culture, to resolve in the face of the construction of commercial vision and organizational skills to activate the challenge of this period of time, look at our products grew up day by day, getting more customer scale, team also is in grow day by day, now seems to have made some preliminary results. In the entrepreneurial environment culture, we also stepped on a lot of holes, but also slowly explored a set of superficial ideas to share with the industry technology colleagues.
Vision article
Have a firm belief in the direction of entrepreneurship
To get something done, founders have to ask themselves: Do you believe it can be done? If ** doesn’t believe in himself, no one can save the team. What was the key factor for tang seng and his disciples to reach the West for buddhist scriptures? The belief that it is Tang’s monk to learn sutras is very firm.
The reason why having a firm belief is so important is because of the complexity, uncertainty, and variability of entrepreneurship, it takes a strong heart to get to the end, to climb out of the mire in the face of failure and pain, and to pull the team back when it is tempted or goes astray.
Having a firm belief is the fundamental difference between non-entrepreneurial technical teams. A team without belief is a regular team that meets requirements and does projects. It can only drift with mediocre achievements.
It should be noted that firm belief is not personal YY, but orientation cognition formed after comprehensive judgment of various aspects. For example, my conclusion on the direction of our team’s entrepreneurship is based on the comprehensive analysis of the three factors: business & technology trend + corporate strategic needs + interest and growth demands of the technical team. This logic is very rigorous; Therefore, there are very high requirements for the technical Leader’s knowledge vision, technical pattern and strategic focus. “Think thoroughly, act resolutely”, is a way of doing things that I quite believe, think clearly, do it resolutely. 02
The reason why having a firm belief is so important is because of the complexity, uncertainty, and variability of entrepreneurship, it takes a strong heart to get to the end, to climb out of the mire in the face of failure and pain, and to pull the team back when it is tempted or goes astray.
In today’s complex business world, a successful startup must have a core team that strongly believes in the vision of the product. This high level of recognition is the key to entrepreneurial success! Why must the core team’s core ideas be highly agreed upon? Because the life and death of entrepreneurial projects are on the line at any time, it is necessary to rely on everyone to unite to tide over the difficulties at the critical moment, so the core team must reach a high degree of agreement on the core vision, core strategy and core values; On the contrary, if the core team is inconsistent in frequency modulation, even if one of the core students is inconsistent, it will cause turbulence and internal friction in the mentality of team members. So when the core ideas are not aligned, be sure to recognize them and sit down to understand them. When the core team is bringing in new partners, align your ideas; To be more serious, if the students do not agree with the core ideas, it is also an option to let them leave the entrepreneurial project.
What is the core concept? It is the core vision and direction, the core strategy and the core values of the startup project. I can list some of the core concepts of our team for you to feel:
1. Core direction: Adhere to the future direction of retail is the ultimate consumption experience and perfect merchant supporting services;
2. Core strategy: Adhere to the polishing of product strength; To bring real revenue to businesses, not just the size of the contract;
3. Core values: Adhere to the spirit of technological ingenuity and geek culture; Adhere to simple and transparent team communication; Other aspects, such as personality differences, competency models, and ways of working, are all inclusive, as long as they don’t involve core visions, strategies, and values.
Strategy paper
Look beyond the company to the industry
Looking beyond the company to the industry is a fundamental difference from the perspective of internal R&D teams. Its core idea is to look at the direction of entrepreneurship from the perspective of the whole industry, rather than just from the perspective of the company itself.
**1, the requirements of vision. ** Why do startup teams have to look beyond the company to the industry? Very simple, because entrepreneurship is to help the company to build a reputation, the vision can not be limited to the company’s internal; Your customers, competitors, and partners may all be outside the company. If you focus only on internal work, you’re either shutting yourself down or shutting yourself down. The so-called high dimensional low dimensional, if the perspective does not pull a higher dimension, you can not do things higher than this dimension; Instead of just looking at what the boss is thinking and what the management is thinking, go outside and see what is happening in the real industry. Managers may be better able to understand the current market pattern of the company.
**2. Break resource dependency. ** What is true entrepreneurship? Harvard Business School defines it as: “Entrepreneurship is the spirit of an individual to pursue business opportunities not based on current limited resources.” We stand on the shoulders of the company, it may be very easy to make clear is our cattle, or the company’s platform cattle, if we take ourselves out alone, will be the competition second slag? For example, when people cooperate with you, do they value the resources of the platform itself, or do your products really do well? So to create a real pattern, we must forget who we are, we must have the courage to throw away the crutch, and we can grow up step by step in the market.
So how do you do that, specifically? There are several reference points for everyone: 1, read more industry research reports, pay more attention to tiger smell, 36KR and other industry information, understand the outside world;
2, the company’s business into the big industry to see, see the overall situation clearly;
3. Make more contact with external customers and ecology, understand how they do their business and activities, and what their current actual thinking and pain points are;
4. Pay attention to what your competitors are doing and how they think about business models and customer value; What are their strengths and weaknesses, how do we outdo them;
5, when doing things, focus on product force polishing, see their own products in the absence of company resources, is still competitive?
Be your customer’s friend
Being a friend of customers is a higher requirement for customer value, which is more important in the entrepreneurial environment, and we have a very deep sense of body, which is some experience after actual combat:
**1. Don’t YY demands: ** needs to clarify what kind of real customers, what pain points and what appeals for every thing ** does; This point is particularly important, the customer’s real scene, and our logical reasoning has a great difference! After really facing customers, you will find that we rely on the ideal out of the pain point and path, the probability of accurate is very low; Be on site, when it comes to important offline deliveries, be on site, be on site, be on site! The presence of the scene makes you more aware of the difference between the real scene and the intended scene;
2, let the sun to every inch of the land: shorten each functional role for the path of pain points and requirements, breaking the usual waterfall is path, each role should realize the real customer pain points, make sure you understand the customer’s problem, the voice of the customer must let each function heard;
**3, angel customer growth: ** In the initial stage of product polishing, customers are willing to accompany you to go, is very important, must maintain a good degree of trust, and customers grow together. Good word of mouth and bad word of mouth are transmitted quickly!
**4, the response speed of customer problems is absolutely the first priority: ** For example, for toB’s product system, it is gradually explored out, there are several mechanisms particularly important: block problems day by day; Review customer issues on a weekly basis; Each customer to establish exclusive service group, business, products, open, testing are in the inside;
**5, see how customers really use our products: ** Don’t just look at the number of lines, be sure to see how businesses really use our system, their data is normal or not normal; How well our product is built, how they are using our product;
Take solid steps one by one
In big companies, people often draw big pictures, but in the entrepreneurial environment, this kind of play doesn’t work. Why?
1, because the product that can really win in the market competition must be refined and polished, and resources are always limited, the situation is too big, it means that each product is not fine. When each product fails to win the market, the venture is a failure;
2. When extremely rough products are introduced to the market, it is a negative harm to reputation and leads to the reduction of customer trust, which may need to spend multiple costs to recover; Report to the boss, write PPT, talk about how big can be, but really face the market, the market will ruthlessly take the results of the talk, all packaging will be back to its original form, all rough will be exposed. It’s a mental inertia to break through, but that’s the real world.
Therefore, facing the entrepreneurial environment, is to dare to do subtraction. Be clear about what you’re focusing on and what you’re not doing.
**1, maintain focus is very important: ** In a period of time, focus on one or two clear themes to solve, define stages for the team, such as the two months to solve the pain points of business implementation, this month to solve the challenge of fault tolerance; Make sure everything works. Make sure you do one thing at a time. At the same time, this approach is very easy to build up the confidence of the team to win the battle, do too much, things will not do well, but morale will suffer.
**2. Time line theory: ** Introduce the right products at the right time, especially do not introduce inappropriate products in the case of complete lack of customer acceptance or business conditions
Of course, one step at a time does not mean that there is no consideration of the path and direction. We still need to make sure that the thinking on the path is clear and the direction is firm, just the way the play and strategy are prioritized. 04
Anti-frailty, become strong in beating
When you know what your current priorities are, should you be perfect before you face the real challenge? Great products, technical systems, and team organizations for business environments are hammered out, not built in ivory towers.
Why is that? This is the result of the complexity, variability, and uncertainty of real-world logic. Great products, great systems, great teams, they can’t be planned and designed. People who experience tapping and build up their immune and defensive mechanisms during the tapping process will be more robust. This is the essence of anti-fragility theory, a way to benefit from uncertainty.
1. Do not assume that you have a 100% perfect system and then it is 100% perfect when facing real scenes. Face real challenges, adjust and grow in the challenges; For example, if the system does not face the real flow impact, it is impossible to really know what defects exist in logic and performance;
2, the premise of anti-vulnerability is to be able to timely repair and draw inferiorisms in the face of defects, such as the occurrence of a system problem, whether it is associated with the formation of the defense mechanism of related problems, otherwise, the efficiency is too low, completely rely on a mine a mine step, this is not called anti-vulnerability, this is called a waste of life.
We must pay attention to the reivew problem, make sure that the factors behind the problem can be analyzed, one by one, to make sure that the factors behind the problem do not make mistakes.
Technical articles
From domain construction thinking to value chain construction thinking
Domain construction thinking is a typical idea of building technology platform. To enlarge the platform based on one domain is a kind of single-point amplification thinking. From 0 to 1, a domain is gradually deepened to realize the transformation from single customer to multiple customers, from fixed logic to configuration, and then to platform.
The value chain construction thinking is more suitable for the entrepreneurial environment, because the construction of business value chain is a series of ideas, connecting various technical capabilities, for example, “the scattered pearls with a necklace”.
When facing the entrepreneurial environment, we need to build the value chain at a faster speed, so we should build our thinking from the field to the value chain. Why is that? When the authorities are limited to the field construction idea, it is likely to construct the planned technical content from the field, and there may be problems in matching with the overall value. For example, students in the inventory field certainly hope to make “inventory health” bigger, but inventory health may not be the core appeal of merchants at present. This leads to a mismatch between capabilities and needs, a bit like trying to find a nail with a hammer.
Therefore, no matter how the technology module is disassembled, we must plan technology around the value chain, which is reflected in two points:
1. Ensure that the technical closed loop corresponding to the business value chain can be formed, and deliver the value closed loop products to customers, such as satisfying the customers’ multi-channel operation, and the integrity of the business of stores, commodities, inventory, marketing, orders and performance modules is essential. If any node is missing, the delivery cannot be achieved;
2, not every field of construction need business RESEARCH and development team to do, if the Taiwan ability is possible, can consider series, this mentality must be open; For example, if the middle stage has the inventory capacity at the bottom, then the entrepreneurial team evaluation is available and can be integrated into the value chain.
Understand the technical essence behind business logic: mathematical models
Probably most of the students’ cognition of business projects is: business needs, product PRD, technology according to the implementation of the plan and code.
This is an important reason why many technical teams are dragged behind by business, because their technical logic is soulless and it is difficult to grasp the core logical abstract context, which looks like a pile of code! After a long time in the business line, I am more and more aware that there is a set of precise mathematical models behind the business. The change of business model must correspond to the change of the calculation logic or control variables of this mathematical model! This mathematical model is the essence of business logic, grasp this model, grasp the core design mode of the system.
Here are some examples:
“E-commerce GMV= user scale * category width * conversion rate * customer unit price * repurchase rate”. If we extract this formula, we can know the methods to improve e-commerce GMV, and the corresponding key points of technology construction are there.
“Operating cost = procurement cost + marketing cost + logistics cost + consumption of goods”, if we extract this formula, we can know which means to reduce cost and improve efficiency.
It is not only the above big formula, but also can be expressed by mathematical model in micro, such as: a merchantable inventory = physical inventory + in-transit inventory – safety reserve inventory – pre-occupied inventory. After Get this core mathematical model, core modeling abstraction, core logic design, expansion design, monitoring and reconciliation logic, all can be applied to solve the problem.
CTO responsibility system and decision logic of technology choice
For entrepreneurial teams, the choice of technology is a kind of “CTO responsibility system”. The CTO responsibility system here is in quotation marks, which we understand and define as: “The section leader should independently choose the technology of the section”, rather than a paper of mandatory order.
Why is that? There is a basic logic in this, that is, the head of the section is most clear about the challenges and future development of the section, and he is also responsible for the implementation of technical solutions, so he must be responsible for his choice! (Of course, the premise is that this is a qualified section leader, otherwise it is a blind decision)
Then, as a CTO of the section, how to make better technical decisions? Our experience:
1. The most critical decision consideration is to ensure that the expected business standards are met. The final product should not meet the standards required by the business due to other interference factors. For example, it is not desirable to choose an underlying capability that leads to performance and experience degradation, or to choose a technology that leads to an important product defect that does not meet business requirements. Therefore, the person in charge must be clear about the business requirements of what he does. The general judgment order is: functionality, experience and performance, security and compliance, scalability;
2. To quickly get the “know-how” of the section I am in charge of, the most important two points are: ** what is the core essence and logic of this matter, and what can’t be stepped on in this matter. How can ** get? I usually read ATA (Intranet technology blog) articles in the company first, and articles in the industry outside the company, and then further find people who know this line to talk, and add their own analysis and understanding, you can gradually master the essence of it;
**3. Time line theory: Make choices based on current business maturity and technology development stage. ** Let’s take an example, for example, to improve the efficiency of retail operation in a digital way. Many students may directly associate with helping businesses make analysis decisions through automated data algorithms. But in fact, our experience runs down, the business maturity required for automated business decisions, the amount of information collection is strongly related, the probability of failure is very high! Therefore, we later concluded the key life cycle of improving business efficiency: * instrumentalization (no brain, by operation) – expert experience (spread operation experience) – regularization (based on simple rule judgment) – intelligence (intelligent decision making). ** This inside, each kind of play has a suitable scene! It’s important to note that technical excellence is not the criterion of choice, and it’s important to keep that in mind in an entrepreneurial environment.
How to decide the cooperation between line of business technology and Taiwan technology
Most entrepreneurial projects will consider how to do based on the Central Taiwan, how to cooperate with the Central Taiwan? Zhongtai and what kind of cooperation model should be provided, has been repeatedly discussed the topic, because I have done both zhongtai and business, or have more experience.
Based on the CTO responsibility system and whether or not China and Taiwan should cooperate and how to cooperate, the section leader makes a comprehensive decision considering business demands, capability status, technology cost, future iteration and maintenance cost. That is, there is no logic of must use or must not use; There is no logic that a certain way of technical cooperation must be used, and even different modules can adopt different decisions; However, cTOS also need to bear the consequences of such decisions, so often how to make decisions is a very complex subject, which requires long-term exploration of experience.
Based on the cooperation between China and Taiwan, there are generally five types of modes, which are illustrated in the table:
The table provides suggestions on which mode to use.
How to do better architectural governance in fast running
Can we sacrifice architectural quality in the rush of a startup project? This topic is always a controversial one.
Our team’s experience is that governance of the ** technology architecture remains a factor that must be considered. Rapid business development VS technology architecture governance, should not be 10:0, that is, it should never be pollution first, treatment later! Technical architecture governance should be a long-term and patient thing, even if it does not take up a large proportion, it can not be interrupted, otherwise it will bring irreversible consequences! ** For example, for the most important logic and transactions, there should be a solution in the process; For extensibility, there should be proper reservation in the business requirements for the most likely extensibility; This approach prevents the system architecture from rotting out of control, leading to a huge amount of refactoring that can affect business growth.
In terms of the objectives of system architecture governance, it can be divided into three levels: robustness, business scalability and support scale, and the focus of governance is different in different periods. Let’s share a set of practices that our team has explored.
1. Robustness should be the first thing to be managed, because the robustness of software can greatly reduce the cost of problems, and actually reduce the time consumed by the team to deal with problems. The effect will be significant, so as long as there is a little spare power, improving the robustness of the system must be worth investing; Robustness focuses on transaction and data consistency, logical rigor, monitoring, disaster recovery and backup of the system, etc.
Research and development effectiveness in an entrepreneurial environment
Research and development efficiency is very important for the entrepreneurial team, but there are all kinds of lofty means to improve the efficiency of research and development, all kinds of systematic measures, we climb to roll out, there are several key points: 1, reduce the formatting process, but for the core important nodes, ** can be simplified but must not be omitted. ** For example, the acceptance process is very important;
2. Shortening the path from first-line demand to R&D is a good way to improve efficiency;
3. Automation is a very important tool to improve test efficiency;
4, the root of the problem is a good way to improve the efficiency of research and development, a lot of time is consumed in the treatment of repeated problems;
5. TL is sensitive to issues that affect R&D efficiency, such as deployment environment, chaotic architecture, strategic efficiency, etc., freeing front-line R&D from the mire.
Construction of technology culture in entrepreneurial environment
In the entrepreneurial environment, the construction of technological culture is still a very important thing. No matter how it serves the business, technicians still have to find their interests and pursuits. Why is that? Because entrepreneurship must have enthusiasm, and technology culture is the most primitive power to mobilize the enthusiasm of technical people!
Our more experienced body sense:
1. The technical Leader should be a fanatical technician, which is a basic principle. The preference of the Leader is absolutely a very strong influence on a team.
2. Geek spirit is the technical culture that technologists should most maintain. In the process of entrepreneurship, we can still strive for excellence in code optimization, system design, domain model and logic design.
* * to do in the process of 3, from be born, * * entrepreneurial process are very busy, but the technical culture construction in fact do not need to be very regular process, but can be implemented to the subtleties of the team, and to enjoy every time a piece of code written, every brain storm and argumentation, every code review in the collision and discussion, this is a kind of love from the heart; There should be retention of technical involvement at all levels;
4. Attach great importance to the growth of technical ability of the team, and pay attention to the growth of students’ technical ability and thinking mode; Do not treat your classmates as “resources”, they are all technical idealists, hoping to become gods one day! So no matter how busy the business is, there must be a technical atmosphere;
5. See the most bitter technical students: TL must encourage recognition and respect for those students who do not quietly optimize the underlying technology under the spotlight;
For the technical content of the mining to adhere to! There is a mistake is the business entrepreneurship link used technology without technical content! I don’t agree with that. At a certain point in technology, it’s important to realize that technology is the ultimate means of understanding and constructing the world.
A lot of business level problem analysis and diagnosis ideas, business logic construction ideas, in essence is the comprehensive use of technical ability, including: logical reasoning and deduction ability, mathematical modeling ability, analysis and induction ability, abstract representation to see the essence of the ability, the ability to expand the use of the scene, here the technical content is very deep! Technical thinking is a very important training dimension.
Mentality article
Learn to race your opponent
Now we live in a commercial age where it’s hard to have a track that doesn’t have competition. We often look at internal development without actually thinking much about competition; But now you have to think about it; Because the competition is real.
On the other hand, when there are competitors, we are not lonely. When there are other competitors on the track, we also verify our choice. So from the mentality of the need to get used to having rivals running together.
The key to a competitive attitude is: 1. Be in awe, but also be confident. 2. Awe is because we can’t ignore our competitors, or we will be too arrogant and lose to them in speed and key decisions. 3. Full confidence does not mean blind confidence. It comes from our deep thinking about the industry and customers to ensure that we are one step ahead of our competitors in business model design, customer value and product technical ability.
Learn to face the unknown
Entrepreneurship, as the name suggests, is to create a business that didn’t exist before; It’s both fun and risky, because the biggest fear of exploring the unknown is uncertainty, uncertainty about whether the project will die one day, uncertainty about what path the project will take in the future.
Facing the unknown world, it is the best time for the team to practice. Our experience is humility, optimism and cognitive iteration.
1. Be humble. ** Be humble in the face of the unknown world, because you may not understand the real market and customer demands, and do things behind closed doors, especially in large companies with platform inertia, in a fast iterative business model, death can happen at any time;
2. Staying optimistic is also very important. In the face of the unknown world, the way to break fear comes from our judgment and analysis of the future trend, the pursuit of vision, and the self-iteration of learning and change. Only by grasping these points well, is to find certainty in the uncertainty, and fear will become the driving force for upward growth.
**3. Keep iterating cognitively. ** Although the entrepreneurial vision is unchanged, the market situation, customer needs, team capabilities and status are constantly changing, so the team must maintain continuous cognitive iteration, especially to reflect on the current situation and make adjustments in time. For example, is there a logic in our team that should be adjusted?
Culture paper
What kind of team culture should we maintain in an entrepreneurial environment that is stressful and demanding? There are different ways to build a team, but there are a few things that are particularly important to our startup team:
1, pragmatic: problem driven, directly hit the lifeblood, less detour, less packaging, because the entrepreneurial environment is facing real competition and challenges, do not allow false, must be steadfast return to business problems, customer demands and technical ability!
2. Autonomy: I prefer the idea of “everyone is a CTO”, adopt the CTO responsibility system, and be responsible for their own sector; Let everyone understand the things they are responsible for as a business, can become the engine to push things forward; This is important because you need to motivate your team members
; 3. Transparency: To ensure that everyone can communicate boldly and face up to problems, and the management is flat. The Leader sees the details of the first line and the vision of the team.
4, justice: this truth is very simple, work more, work more, let the most efforts of the students get the greatest return;
5, happy: entrepreneurship is by no means a one-way increase in work pressure, 996 or even 007, in fact, this is not the case, the team must pay attention to the combination of work and rest, find a way to relax the team, happy team, everyone’s mentality is happy, will be more efficient to do things.
conclusion
Technical teams have a lot of problems in terms of development, from combat capability to excitement to growth, because we are in the era of VUCA and facing more complex management challenges. We chose to use the entrepreneurial team to try to solve this problem, and achieved some preliminary results and experience. The more important lessons are:
- Entrepreneurship should first have a firm belief in the direction of entrepreneurship, and train a core team with a high degree of recognition of the core concept;
- In terms of strategy, jump out of the company to look at the industry, do the customer’s friend, one foot one footprint solid, and become strong in the beating;
- In terms of technology, change the field construction thinking to value chain construction thinking, use mathematical model to look at business logic, CTO responsibility system in technical decision-making, and grind the cooperation path with Taiwan, adhere to code and architecture governance in the fast running, and improve the research and development efficiency in the entrepreneurial environment, adhere to the technical culture;
- In terms of mentality, we need to learn to race with rivals, learn to face the unknown, be humble, optimistic and cognitive iteration;
- Team culture, to create pragmatic, independent, transparent, fair and happy team culture;
While practicing this theory, I have a big feeling: the exploration of entrepreneurial culture is to explore the unknown world with a group of like-minded partners and realize the process of individual and collective growth. Therefore, I am also eager to discuss and exchange with like-minded students!
The authors introduce
Yan Dong: Senior technical expert of Alibaba Group, explorer of technology geek spirit and growth of technical team.
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