If we're going to hire people who know the traditional business, we're going to hire them in the traditional business, not from Internet companies. The reason we hire from Internet companies is definitely not their familiarity with the traditional business, but their expertise in the Internet space. So their lack of familiarity with offline business should have been anticipated from the outset and should be seen as a strength, not a weakness. But that certainly doesn't excuse people with Internet backgrounds from learning traditional business. It is in the process of learning traditional business that people with Internet background can burst out unexpected sparks and promote the emergence of new business forms. However, the person in charge of the business unit should let the people with Internet background know that their lack of familiarity with traditional business is just their advantage, and they should not have a psychological burden. There are two mainstream ways of thinking about creating a chemical reaction in the organization while keeping the risks relatively controllable. Either you have the same people doing things in different ways, or you have business leaders who have grown up in traditional businesses change their thinking. You can either have different people do things the same way, you can have people with Internet backgrounds do things the way traditional businesses do things. Well, there's another way to think about it: get different people to do things differently.

But this approach is too risky and suitable only for small, localized tests. The first of the two main ideas, which involves having the same people do things in different ways, is very difficult to implement because of people's path-dependent inertia. It's easier to get different people to do things the same way. Therefore, the head of the line of business does not have to be someone familiar with the traditional business. Of course, if a traditional company only has a relatively single business, it is less risky to have the traditional business people in charge. But even so, in the geographical and other dimensions that can relatively form a closed loop of business, some people with Internet background are also needed to be a leader.

For example, in the dimension of cities, if a business can form a relatively closed loop, then the head of these cities can actually be done by people with Internet background. Especially in some cities where the scale of the business is not so large, its success or failure does not affect the whole company so much, and people with Internet background should be allowed to take charge of it alone. That's the idea behind user growth. How can you grow without testing? Everyone is focused on the most certain thing, so having someone who knows the traditional business at the top is the most certain thing, but there's not much room for innovation. In order to achieve sustainable growth and explore new forms of business in the era of industrial Internet, it is necessary to be compatible and inclusive in organization, and provide the soil for people from different backgrounds to bloom. Without giving them a chance to bloom, how can we know which flower is the most beautiful?

If we're going to hire people who know the traditional business, we're going to hire them in the traditional business, not from Internet companies. The reason we hire from Internet companies is definitely not their familiarity with the traditional business, but their expertise in the Internet space. So their lack of familiarity with offline business should have been anticipated from the outset and should be seen as a strength, not a weakness. But that certainly doesn't excuse people with Internet backgrounds from learning traditional business. It is in the process of learning traditional business that people with Internet background can burst out unexpected sparks and promote the emergence of new business forms. However, the person in charge of the business unit should let the people with Internet background know that their lack of familiarity with traditional business is just their advantage, and they should not have a psychological burden. There are two mainstream ways of thinking about creating a chemical reaction in the organization while keeping the risks relatively controllable. Either you have the same people doing things in different ways, or you have business leaders who have grown up in traditional businesses change their thinking. You can either have different people do things the same way, you can have people with Internet backgrounds do things the way traditional businesses do things. Well, there's another way to think about it: get different people to do things differently.

But this approach is too risky and suitable only for small, localized tests. The first of the two main ideas, which involves having the same people do things in different ways, is very difficult to implement because of people's path-dependent inertia. It's easier to get different people to do things the same way. Therefore, the head of the line of business does not have to be someone familiar with the traditional business. Of course, if a traditional company only has a relatively single business, it is less risky to have the traditional business people in charge. But even so, in the geographical and other dimensions that can relatively form a closed loop of business, some people with Internet background are also needed to be a leader.

For example, in the dimension of cities, if a business can form a relatively closed loop, then the head of these cities can actually be done by people with Internet background. Especially in some cities where the scale of the business is not so large, its success or failure does not affect the whole company so much, and people with Internet background should be allowed to take charge of it alone. That's the idea behind user growth. How can you grow without testing? Everyone is focused on the most certain thing, so having someone who knows the traditional business at the top is the most certain thing, but there's not much room for innovation. In order to achieve sustainable growth and explore new forms of business in the era of industrial Internet, it is necessary to be compatible and inclusive in organization, and provide the soil for people from different backgrounds to bloom. Without giving them a chance to bloom, how can we know which flower is the most beautiful?