Ma Yun Talks About Finding Successors: Old Ideas Lead To Political Struggles

The annual meeting of the Yabuli entrepreneurs forum continued today. At the scene of the theme forum of "I and Lenovo 27 years", chairman and CEO Yang Yuanqing of Lenovo Group, Ma Yun was invited to share his views on finding successors.

It is important to choose a successor in a race system. It is important to use a reasonable way to let the team choose their leaders.

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Looking for successors, Ma Yun's core idea concentrates on two points.

First, we need to attach great importance to it, and consider it as early as possible when we are the youngest and the most energetic. It is like preparing to have children. Two, we should change our minds and think about successors from another angle, and we can no longer make the old way of "running horses to choose handsome".

Ma Yun's so-called change thinking means no longer regard the problem as boss's choice, but let the team find out who their leader is, and the boss is just sure.

Ma Yun explained: "the problem of traditional horse racing has been confirmed today, and the damage to the company has exceeded the imagination of everyone. As long as you choose two handsome players to choose, the two teams must succeed in having two batches of teams. The two batches of teams will eventually die from another team, and the political struggle will get up."

From "boss selection" to "employee selection leader", Ma Yun's inspiration comes from the concept of Sociology: "there are heroes in six people, and seven people are bastards", that is, you find six people in the room. After two hours, you will find that a leader will come out. In the street, you can find seven people in a room, and there will be a bad guy in the middle of two hours.

Therefore, Ma Yun's methodology of learning to apply is: "as an entrepreneur, CEO must observe who is the leader of your employees, and deliberately give him the opportunity to train and train him, and the Jockey Club will lead to the problems of GE company today. Many companies will also have similar problems."

However, Ma stressed that choosing a successor or choosing CEO is a very serious matter and needs to be very careful.

Ma Yun believes that the selection of successors must be taken as the internal assessment index for CEO three months after taking office.

"Three months later, I have to tell you which three people can be your successors. How do you train him? I have a very important question to ask him. How did you train these three people? What money did you spend and how much time did you spend? How did you train them?"

Ma Yun further explained that the essence of selecting successors is to select a succession team.

In the training of specific successors, Ma said: "if this person has been identified as CEO, I will give him a very important assessment index. Besides strategic implementation, it will be three months. At the latest, after a year, I have to tell me that if he does anything today, who can replace him and have three people's names, the three people will go with him to cultivate and explore together."

In addition, Ma also stressed that the purpose of these three people is not to PK, but to keep everyone in the board and CEO in succession. But in the end, whether these three people or the board of directors should be inspected.

But Ma also firmly believes that the mode of looking for people from outside is not based on the mode of cultural inheritance and innovation, and it is also very hard to find people from outside.

Ma Yun said that this issue had been discussed with Yan Yan, an investor of Alibaba, and that the system of selecting successors in Silicon Valley is difficult to graft in China.

Yan Yan used the actual investment case to prove Ma Yun's view.

Yan Yan said that in the peak period of Internet entrepreneurship in China in 2000, Softbank invested a group of returnees Internet Co, and at that time they all believed in the Silicon Valley model. They voted for CEO, CFO and CIO from overseas, and turned to 2001 and 2002.

After the storm, all the returnees returned to the grips were basically one hundred percent annihilated, and none of them succeeded.

Yan Yan concluded: "it was later discovered that a company would like to change a CEO in accordance with the American model. If you find it inappropriate, you want to save him, or think it can be saved, the result will be a death.

That day I talked to Ma Yun about this question. If there is such a situation, is it possible to change a CEO? Basically, we prefer not to change, or to withdraw, or to cultivate in the company, and the grafts from outside are almost unsuccessful in this land of China.