Decentralization of Tencent

Recently, it has been reported that the pace of double 11 is approaching, and the e-commerce platform's "preparation" strategy for the next year's most important national shopping festival has graally surfaced

on October 17, Jingdong group held the launch conference of "Jingdong retail innovation strategy and 11.11 global good things Festival" in Beijing. In addition to launching China's first online and offline integrated unbounded retail solution for brands, Jingdong group also created many black technology procts with "nobody" as the core keyword for consumers, and comprehensively promoted this year's double 11 game to a new height

it is more worth mentioning that the "Jingteng unbounded retail" solution will also be committed to realizing the output of wechat applet + Jingdong retail technology molarization, continuously optimizing the decentralized mobile Internet business experience, realizing the deep integration of brand side, Jingdong and Tencent, and creating a real-time rights and interests exchange, full scene promotion Complete closed loop of the whole platform transaction

The vice president of Tencent is always Zhang Xiaolong

Zhang Xiaolong, born in Dongkou County, Shaoyang City, Hunan Province on December 3, 1969, is the founder of Foxmail, the founder of wechat and the senior vice president of Tencent

Zhang Xiaolong graated from the Department of telecommunications of Huazhong University of science and technology with bachelor's degree and master's degree respectively. He developed Foxmail, a domestic e-mail client, and developed Tencent wechat after joining Tencent. He was praised as the "father of wechat" and "2012 Chinese innovative figure" by the Wall Street Journal

mainly responsible for the management of Tencent's Guangzhou R & D department, and participate in the management and evaluation of Tencent's major innovation projects

extended information:

as the founder of wechat, Zhang Xiaolong is known as the father of wechat, but he is low-key and rarely appears in public. Ma Huateng's evaluation of him is that he "learned Internet thinking: from heavy to light"

Zhang Xiaolong recently elaborated eight principles for the future development of wechat. He said that wechat is an open platform dedicated to providing users with valuable services to help people eliminate geographical restrictions and intermediaries. Wechat should build a decentralized and dynamic ecosystem

Zhang Xiaolong especially used a metaphor to emphasize the openness of wechat, "we hope to build a forest instead of a palace of our own. We hope to cultivate an environment in which all animals and plants can grow freely in the forest instead of us building it."

After 18 years of leapfrog development, Tencent has become the company with the highest market value in Asia, with a total market value of HK $2 trillion and a total return of an astonishing 19801%. Ma Huateng also ranks 12th in the "2016 global 50 Greatest Leaders" list published by fortune, becoming the only Chinese business leader on the list. So, what makes Tencent successful? What experience does founder Ma Huateng have for us to learn

[2] the future is unimaginable. If you focus on your special field, miracles will happen

from college to work, I started to support myself by writing code. I'm a typical programmer. At that time, I wanted to be a proct more than a company or a leader. Even my parents didn't expect that I could still start a company as a nerd. Now think about it. If I had started a company by myself, I would not have gone far. I think the first step to go right at that time was to find some partners who could make up for my shortcomings

in our earliest entrepreneurial team, four of them are my classmates from high school or university. They all know the root and the bottom, and they are very complementary to each other. For example, I'm good at procts. I know what I want and how to achieve it. I think about it clearly; Zhang Zhidong (the former chief technology officer of Tencent) is a student bully with strong technical ability; Chen Yidan (the former chief executive officer of Tencent) came out of the government department. Although he is not technically strong, he is good at forming a team and has great experience in administration, law and government reception. Because we are not all rounders, we need to complement each other. This also brings about Tencent's more democratic style. If we discuss something together, there is no "one talk" situation

later, the style of Tencent was the same. It was more democratic and diversified, and let different voices come out. I think this is a good thing. Yes, it's still better at the critical moment. For example, it doesn't make sense. We have to do it. Now, this style helps us to avoid the situation of being alone, and also enables many talents who join in the middle of the way to grow up in the company with the mentality of the founder. Tencent now has a thick echelon of high-level and middle-level talents, which has a certain relationship with the early formation

[3]: starting a business requires a group of people to complement each other's strengths and weaknesses. Don't go it alone

if you want to start a business, you'd better not do it alone. We should give full play to our strengths and find partners to do it together, so as to make up for our shortcomings. In this process, we should respect each other's different voices and seek complementarity and consensus. This is especially true after the development of enterprises. In order to maintain an open and cooperative attitude and find partners to develop together, it is difficult for a lonely tree to become a forest. Only by focusing on its own advantages and giving others to partners can we really make the business ecological and gain more development space

innovation starts from solving users' pain points. Innovating for the sake of innovation is easy to transform the work. Sometimes it's more effective to take a quick step and focus on solving a user's pain point. A lot of innovation is often bottom-up, always at the edge of the unexpected place. Companies often need some rendancy, tolerate failure, allow moderate waste, and encourage internal competition and trial and error. Innovation often means great uncertainty. It is difficult to obtain real innovation without creating various possibilities

pay attention to crossover. It's very difficult to enter a mature instry and challenge the original enterprises, because the instry is heavily guarded. It's a red sea, but the junction and cross-border part of the two red seas may be a blue sea. Just like I chose to do QQ in the cross-border field of Internet and traditional communication, few people were optimistic about it at that time, But now it's actually a huge blue ocean. Future innovation and transformation of many traditional instries may often be carried out through cross-border. Many instries are not immutable. If we seize the opportunity, it will be a good direction for entrepreneurship

[4] wechat is developed based on the prototype of fast SMS

there was a big background at that time, which was the transformation from PC Internet to mobile Internet. For Tencent, a big problem to be solved at that time was how to play from PC to mobile. At that time, we said that everyone wanted to grab the "tickets" of the mobile era for fear that they would fall behind and not be able to catch the ship. Because the migration of users to smart phones is very amazing. I remember that Nokia's market share was 70% and 80% in the previous year, but it fell down one year later and was quickly replaced by Android and apple. Internet companies can only survive if they react, but die if they don't. this is a real critical moment

more importantly, Sina Weibo was up at that time, and even began to shift from social media to social networks. For example, some schools use Weibo to communicate between classes, which is a real challenge for us. The first reaction at that time was that we should also do microblogging. But it's very difficult. The same proct can't beat the opponent. You can only solve this problem by finding a different angle to break through and meet the needs of mobile communication on smart phones

at that time, we had three internal teams sign up to make this proct called "wechat", and they didn't tell each other the progress of R & D. This includes the team of the wireless business group at that time, as well as the team of Zhang Xiaolong. Zhang Xiaolong, they were responsible for QQ email before. At that time, the company's executives used blackberries to collect mobile e-mail. This team was responsible for developing a mobile e-mail, with the original intention of making it easy for every employee to use mobile e-mail. Because they have this experience, they later joined the wechat project. The team quickly developed a new proct. Today's wechat is actually based on the prototype of fast SMS

after wechat came out, it iterated continuously and launched many innovative functions, such as voice, "people nearby", "shake" and so on. At the same time, it makes the interface and operation very simple and clear, and the user experience is very good. After wechat's strong endogenous growth ability is shown, we also import QQ user relationship chain, which makes it gain more rapid user growth. In fact, wechat also had a very fierce competition with other competitors, such as michiao, Yixin, etc., and finally got a firm foothold in the field of mobile IM (Intelligent Manufacturing) and got a valuable "ticket"

[5] good internal competition mechanism gives the team the opportunity to try and make mistakes

in fact, this is also the experience we have slowly explored and summed up. Some benign internal competition is very necessary. Only by "beating" ourselves can we work harder and not lose some big strategic opportunities. Because if you don't do it, there will always be people in this instry who will come forward and make a proct to seize the opportunity. Because wechat stands out from the internal competition, it is strong enough to stand up in the external competition

our experience is that we often need some rendancy within the company, tolerate failure, allow moderate waste, and encourage internal competition and trial and error. Innovation often means great uncertainty. Without creating various possibilities, it is difficult to obtain real innovation. Sometimes, innovation for innovation will make the innovation action change

we have also gone through a detour. In the past, we set up a research and development center, and we really said that you would do innovation. As a result, we found that what we did was repetitive proct work, and we didn't do real innovation. When we look back afterwards, many innovative points are not that we set up an innovation department. You can make innovation only by doing innovation. Do other departments not innovate? The reality is not like this. A lot of innovations are often bottom-up and always appear on the edge. For example, wechat was not born in the mature wireless business. Instead, it was born in Guangzhou R & D center, which used to be a mailbox. This year, we have a game that is very popular with users, called "King glory", which is made by Cheng team which is not very popular. If an enterprise is completely top-down and says it is optimistic about which way to go, it is often lifeless and rigid, especially in the instry where the Internet is changing very fast

[6] the combination of top-down and bottom-up, mature business and new business

I like a metaphor called "brothers climb the mountain". We try to see who runs to the top of the mountain first. Because it's a bit like the way we compete internally. In the trial and error stage, in principle, everyone is encouraged to try, as mentioned in the bottom-up approach. There is an objective criterion for judging the trial and error results, that is, users and the market has the final say. Of course, Tencent is often a combination of bottom-up and top-down. For mature businesses, we adopt a more robust management approach, but for emerging fuzzy areas, we need to encourage bottom-up trial and error. Once the emerging business is mature, it can not be completely out of control. We will help the immature business through the mature business. For example, once wechat takes shape, Tencent will support wechat with the strength of the whole company, including the core QQ relationship chain, various marketing resources, and the linkage with other procts and businesses of the company

open source collaboration: in order to break the internal barriers, Tencent has a very deep thinking on open source collaboration at the group decision-making level; Lu Shan, senior executive vice president of Tencent and President of Technology Engineering Group, said: to propose open source collaboration is to use open source to improve the problems of poor collaboration in the past. Referring to the organization mode of open source community, different technical teams of similar projects are gathered together to build open source. Of course, it's good to be able to cooperate, but it's also good to exchange what you need if you can't. open source is honest with each other and accepts users' natural selection. From the perspective of Tencent technology development, open source collaboration is also a natural result