I adoration dumplings. But I seldom have dumplingsin a restaurant, because my mom’s cooking is the best. One daytime, I happened to take a biteof Dumpling Xi’s dish. To my surprise, they had a flavor of going home. Fresh, chewy and unexpected. In addition to being a dumpling lover, I actually have a full-time job. I am a management consultant, so naturally, I was keen to understand the reasons behindthose luscious dumplings.What I didn’t expect is that this dumplingtriggered my exploration of new ways of management in China. A modify that is deeply rootedin ancient Chinese logics. But firstly, let’s go back to the dumplings. Go Df founded Dumpling Xi 17 several years ago. Today, the company enjoys 500 storeswith 8,000 works. But it wasn’t always the case. Three several years ago, the demand for his dumplings was soaring due to customers’ cravingfor healthy meat. But the strong growthof online meat give assistances had drawn the consumers awayfrom accumulate calls, generating a huge concern for Go. If I were to advise Go back then, I would go directlywith the classical approaching, hiring bet directors, provides training on how to integrateonline-offline sales, or having some high-pitched potentialsfully devoted to the new responsibility, such as a Chief Digital Officer.But Go did something totally different. He developed a two-hat model. Instead of recruiting brand-new execs, he invited five successful regional leaders to take on a second role at installation. The catch was, they had to do itwhile still being the frontline directors. Keep in attention that these peoplehad no formal civilize or related experience in this area. What they did have, though, was natural persuasiveness and a proliferation mindset. When Go firstly told me the idea, I said, “Are you sure? I have seldom understood companiesas large as yours having part-time major executives.” But Go smiled. “This is my dumpling way.” Go’s squad was also puzzled. In the first three months, the sales fluctuated, some even has decreased by 20 percent. But Go didn’t blink. The regional thoughts had to learn new skillswhile still doing their task. Things like what kinds of dumplingscan be sold online, how to digitalize their afford bond. After the transition period, something mystical happened. The auctions “re coming back”. One years later, the company began to launchits fresh and spicy dumplings online.Two years later, more flairs withstart-up dreams were attracted. More importantly, the company began to translatethese individual new abilities into fellowship programs, and go them out. A true-life differentiatorcompared with his peers. Because most Chinese financiers are very good at growth approaches. In Chinese, we call it ki jing ku t, expanding fields, but not so good at what we call zh gu n bng, altering individual best rules into companionship policies for the long haul. The quality of Go’s coming, such as having tolerancefor frontline managers to originate mistakes, or having some new ideasnot coming from the surpas, is not common in China.Because they go against our heritages. In the past 2,000 years, Confucianism has been dominant in China, which evaluates seniority and authority. For a person, this isa time-tested formula to ensure order and agree. For a company, this ensures precise executionat a large scale. But with business environmentsconstantly changing, internet disruptingtraditional manufactures, new millennials becoming a major workforce, new ways of management emerge. I feel so lucky to study thisin such a dynamic senility, while at the same time to satisfy my stomachwith delicious dumplings. Go’s two-hat approachis just one example. Another example comes from Miranda Qu, the founder of Xiaohongshu. Xiaohongshu is a thriving internet companywith 300 million consumers. It is an online communitywhere young fans can get together to talk about their favoritesoap opera, “Go Go Squid! ” Or buy the cool shoesthat the head actress wears in a running scene.From the early days, Qu demanded the whole organizationto be ready to spot things that need to change and challenge the authority. But the working day, she noticed her internswere announcing senior staff “teachers.” This may sound innocent, but it signaled a number of problems to Qu. Because if the teacherphenomenon becomes a norm, it will encourage hierarchyand discourage ownership. This is also somethingrelated to Confucian think. In Chinese, we call it “benfen.” “Ben” necessitates me, myself. “Fen” implies the share of the job. “I will just focus on my joband not bridges any texts, ” which is totally the oppositeto Qu’s thinking. So Qu initiated a unique initiativecalled “Signature Program.” In the programme, all the employees picks an avatar character that sounds up alongsidedigital communication channels. Some common ideas includeCaptain Hook, Harry Potter and numerous well-known charactersin Chinese literature. The path these courages interactproved to be the answer to Qu’s problem. Avatars from the same storywould get together to talk about their favorite people. In local communities announced “Slam Dunk, ” beings from different metropolitans, different departments, different levels of the organization, they would talk about how these charactersinspired them at work.An work with a signature called Coach Anzai was facing some difficultyin heading a very young team. Other Dunk love will sharethe best practices on how to motivate a diversified crew and motivate them to workto their full potential. The signature planned represents a pivotal role in fostering a collaborativeenvironment at Xiaohongshu. Not only the coach issuehas disappeared, the company has been graded as one of the most innovativeChinese companionships by Forbes in the past two years. Go’s two-hat approachand Qu’s signature program are just two examples of empoweringthe frontline personnel. But these methods may not always be right. Let’s make Ping An, for example. Very successful insurance company. The company couldn’t endorse such an approachfor the whole organization, because, one, the company has4 00,000 employees, and the line between innovative chaosand chaotic chaos is very thin.Two, the company has five ecosystemsand 10 -plus spheres — health care, insurance, real estate, smart-alecky city. Very difficult to applya bottom-up innovation to all. But the companystill needs to be innovating. Ma Mingzhe, the founder, situations the headquartersas the steering wheel. Steering innovations and new ideas, cascading them down to its subsidiaries. One of the ideasthat headquarters been put forward with is AI-enabled loss assessment. For a not-so-complicated case, the car owner can take a pictureof the damaged car, upload it online. The assurance centercan decide a claim amount right away by AI-enabled loss assessment. Facial recognition, ID verification. The car owned can get a paymentin a few minutes, which could have taken a few days. So, to corporations that[ note it] difficultto conduct grassroots invention, a centralized approaching is also an option. The more I determine these unconventionalmanagement mechanisms — Go with two hats, Qu with the signature planned and Ma with the steering wheel — the more I study wheredo these mechanisms come from. They’re obviously not Confucian. They are very similarto another Asian school of thought, Taoism.Confucianism believesthe way to achieve perfection is to organize and regulate things. But Taoism believes in letting thingswork to their perfection naturally, to support their natural state and to let them alter spontaneously. In other words, leadersshould not impose their will. Managers should behave by shaping the context rather than control. Confucianism works bestin winning a stable situation, whereas Taoism, with its powerto shape the context, is more effectivein dealing with uncertainty. A commander is best when peoplebarely know he exists. When work is done, people say, “We did it ourselves.” Thank you.( Applause ).
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