Business is driven by people, so more important than business integration is the integration of people. Two people with different industry backgrounds, coming together under the umbrella of the industrial Internet, are bound to face great challenges. People have different backgrounds, different ways of doing things, and even different income levels, so the difficulty of integration can be imagined. If only from the perspective of organizational design, the team is configured with both Internet background personnel and traditional business personnel, it is just a simple physical mix, and it is difficult to generate chemical reaction between team members. Without chemistry between team members, business integration will be extremely difficult, if not impossible. Therefore, to create chemistry between people from two different backgrounds at the organizational level, both parties should be required to lower their mindsets, respect their differences, and see each other's differences as their strengths. To be specific, traditional business personnel should abandon the exclusive attitude that offline is the only core, uphold an inclusive attitude, and actively embrace the Internet. There is no doubt that after years of refinement, offline business personnel have a deep understanding of offline business. This is their great advantage if they continue to do business in the traditional way, but it is their biggest obstacle if they want to explore new convergent business forms. Humans are path-dependent and usually do things in the most familiar and least risky way, which is imprinted in our genes through evolution. Although people with Internet background may not have a deep understanding of a traditional offline business, isn't it their "ignorance" that is needed for growth? Ignorance is the only way to be fearless, and they may be able to break new ground with this energy.

And the Internet background personnel should also lower the mentality, maintain respect and awe for the traditional industry, to give up the Internet to the traditional industry condescending thinking. After so many years of development, the Internet is quite mature in our country, it is one of the few fields where the gap between us and the western developed countries is smaller and even catch up with them. In terms of salary, employees in the Internet industry also earn more than workers in most other industries. And high salaries, in turn, encourage the Internet industry to gather a pool of highly qualified people with very good backgrounds. As a result, people with Internet backgrounds sometimes exude a sense of superiority without even knowing it. In addition, Internet companies have a relatively open atmosphere and more equal discussions. Such an open and equal interaction style combined with their occasional sense of superiority may be interpreted by traditional business people as unprofessional and disrespectful to others.

Therefore, people with Internet background in industrial Internet companies must have full respect for the industry and the professionalism of offline business, and have a humble learning attitude. Another very important role that facilitates online and offline integration is the head of the business line or business execution closed-loop unit, which I will discuss separately here. A lot of people who go from Internet companies to traditional business companies end up going back to Internet companies. Many of them have such comments about the traditional business companies they have worked for: the offline atmosphere of the company is too heavy, and many things that are not in line with the traditional business thinking cannot be implemented, especially the person in charge of the company's business is deeply rooted in the offline thinking. Therefore, if the head of a business unit does not have an industrial Internet mentality, he or she will surely think that all the people with Internet background seem to be shortcomings, that they are too casual, do not understand the business, and the cost of using them is relatively high. The relatively open and casual discussion style of Internet practitioners does take some time for others to get used to, which requires efforts from both sides. But this is actually very difficult to change in the short term. It's the equivalent of taking a fancy gymnast and now letting him box, but dismissing him as too thin and unbeatable.

Business is driven by people, so more important than business integration is the integration of people. Two people with different industry backgrounds, coming together under the umbrella of the industrial Internet, are bound to face great challenges. People have different backgrounds, different ways of doing things, and even different income levels, so the difficulty of integration can be imagined. If only from the perspective of organizational design, the team is configured with both Internet background personnel and traditional business personnel, it is just a simple physical mix, and it is difficult to generate chemical reaction between team members. Without chemistry between team members, business integration will be extremely difficult, if not impossible. Therefore, to create chemistry between people from two different backgrounds at the organizational level, both parties should be required to lower their mindsets, respect their differences, and see each other's differences as their strengths. To be specific, traditional business personnel should abandon the exclusive attitude that offline is the only core, uphold an inclusive attitude, and actively embrace the Internet. There is no doubt that after years of refinement, offline business personnel have a deep understanding of offline business. This is their great advantage if they continue to do business in the traditional way, but it is their biggest obstacle if they want to explore new convergent business forms. Humans are path-dependent and usually do things in the most familiar and least risky way, which is imprinted in our genes through evolution. Although people with Internet background may not have a deep understanding of a traditional offline business, isn't it their "ignorance" that is needed for growth? Ignorance is the only way to be fearless, and they may be able to break new ground with this energy.

And the Internet background personnel should also lower the mentality, maintain respect and awe for the traditional industry, to give up the Internet to the traditional industry condescending thinking. After so many years of development, the Internet is quite mature in our country, it is one of the few fields where the gap between us and the western developed countries is smaller and even catch up with them. In terms of salary, employees in the Internet industry also earn more than workers in most other industries. And high salaries, in turn, encourage the Internet industry to gather a pool of highly qualified people with very good backgrounds. As a result, people with Internet backgrounds sometimes exude a sense of superiority without even knowing it. In addition, Internet companies have a relatively open atmosphere and more equal discussions. Such an open and equal interaction style combined with their occasional sense of superiority may be interpreted by traditional business people as unprofessional and disrespectful to others.

Therefore, people with Internet background in industrial Internet companies must have full respect for the industry and the professionalism of offline business, and have a humble learning attitude. Another very important role that facilitates online and offline integration is the head of the business line or business execution closed-loop unit, which I will discuss separately here. A lot of people who go from Internet companies to traditional business companies end up going back to Internet companies. Many of them have such comments about the traditional business companies they have worked for: the offline atmosphere of the company is too heavy, and many things that are not in line with the traditional business thinking cannot be implemented, especially the person in charge of the company's business is deeply rooted in the offline thinking. Therefore, if the head of a business unit does not have an industrial Internet mentality, he or she will surely think that all the people with Internet background seem to be shortcomings, that they are too casual, do not understand the business, and the cost of using them is relatively high. The relatively open and casual discussion style of Internet practitioners does take some time for others to get used to, which requires efforts from both sides. But this is actually very difficult to change in the short term. It's the equivalent of taking a fancy gymnast and now letting him box, but dismissing him as too thin and unbeatable.