Chapter 350: Light Armor Aerospace Management Philosophy

For old stock investors, the A-share market is an eternal pain.

I was scared of the violent rise and the continuous decline, but I felt that I was fine again.

However, Li Xinyin is not a stock investor, she is a fund investor, and the kind of fund investor who has been trapped at the high point and has not been able to recover her investment for three years. She has been buying back as the market fell, and has accumulated millions of yuan and put it in public funds.

"We have no plans to go public for now. I think we are similar to Huawei in this regard, because our profitability has always been acceptable, so we are not in a hurry to go public.

Going public is actually a pressure for a company like ours.”

Going public is the end point for most companies, especially private enterprises. After going public, major shareholders no longer think about running the business, but how to reduce their holdings and sell the company to shareholders.

It would be ok if these major shareholders were just thinking about reducing their holdings, but what is even more terrible is that in their subconscious minds they no longer regard the company as their own, but as a fat sheep that can be sold to shareholders at any time. Naturally, they will find ways to hollow out the listed company through various operations.

Some of these operations are illegal while others are not. Even if they are illegal, the penalties imposed by regulators are nothing compared to the benefits they gain.

After these companies have been hollowed out and sold to shareholders by major shareholders, the whole ghost story has not yet been told. After the shareholders have been cut off by this wave of operations, the market makers who come to take over these companies will use various violent methods to pull up the price, distribute chips, and cut off the shareholders again.

It is precisely because they have seen too many ghost stories like this that veteran stock investors are still afraid of all violent rises. Even if Yan Jing speaks out, they will think that it is the banker distributing chips, ready to cut investors at any time.

The bigger the dealer, the stronger his ability to reap the profits.

Therefore, truly excellent companies are not in a hurry to go public.

This is the case for both Huawei and DJI.

With core technologies in hand and stable cash flow, going public is actually a shackle.

"That's right. With so many monopoly technologies, Guangjia Aerospace doesn't need to rush to go public just for the patent licensing fees.

Not to mention that if you need financing, many banks are willing to provide operating loans with super low interest rates.

Mr. Lin, during the five years that you have been managing Guangjia Aerospace, you must have seen many successful rocket launches, from reusable rockets to electromagnetic thrust rockets to composite propulsion rockets, and this time the space station.

Whether you are watching remotely through live broadcast or watching in person at the launch center, do you feel a sense of pride and feel that your efforts have paid off?" Li Xinyin asked.

On Weibo, Li Xinyin's image is not good either. She seems to be a lackey of Lin Jia. Every time she posts a video of an exclusive interview with Lin Jia, some netizens on Weibo will think that she is whitewashing Lin Jia.

This time is no exception.

After listening to this, Lin Jia thought to himself that if he said this was the reward for his hard work, there would be a huge uproar on Weibo.

"This is mainly the result of the research. I only did a small part of the work.

The management of Guangjia Aerospace is relatively easy. We have built a relatively complete system, which makes the work of all transactional managers relatively easy.

Even since last year, we have been significantly reducing the number of mid-level transactional managers, and more artificial intelligence has been involved." Lin Jia said.

Li Xiyin immediately became interested, because Huawei at least still has the so-called wolf culture, and former Huawei executives often come out to tell you about Huawei's management logic and management philosophy.

Guangjia Aerospace has never done so. Firstly, it was established not long ago and the outside world knows little about it. Secondly, Guangjia Aerospace will not take the initiative to talk about how we manage in terms of management philosophy.

All high-tech companies outside are very curious about how Guangjia Aerospace is managed, and many technology companies want to go to Guangjia Aerospace to learn their management concepts and management systems.

Just like all retailers across the country want to learn from Pang Donglai, the difference is that the boss of Pang Donglai likes to teach, while Guangjia Aerospace never accepts such requests.

So Li Xinyin naturally judged that Lin Jia personally discussing the management of Guangjia Aerospace was definitely a breaking point.

"Artificial intelligence involved in management decisions?" Li Xinyin asked.

Lin Jia shook his head: "Intervene in management but not in decision-making.

We are gradually handing over many transactional management tasks to artificial intelligence.

For example, if you want to take a leave, if your leave complies with the regulations, then you can take it, no problem.

We strictly follow relevant regulations and arrange holidays according to employees' years of service. For example, if an employee has worked for less than five years, they are entitled to five days of annual leave. If they have worked for more than five years, they are entitled to a number of days of annual leave based on the number of years they have worked, up to a maximum of 20 days.

Employees do not need approval from their supervisor to ask for leave. As long as you have leave, you can take it.

Even if you don't have any vacation time and want to take a personal leave, that's no problem. According to the regulations, as long as you can accept the consequences of being deducted money, you can take the leave.

In the past, it was necessary for his direct manager to judge whether he could be hired, but now it is no longer necessary.”

Li Xiyin asked: "For example, is it possible that the task is very tight during this period and must be completed before this day, so everyone needs to work overtime and cannot take leave?

What if such a situation happens? Or will such a situation never happen in Light Armor Aerospace? "

Lin Jia said: "Of course there will be, this involves several points.

As I said before, we are reducing the number of transactional managers. This is because transactional work, such as positions in business, personnel, finance, and administration, is highly replaceable, and there are definitely at least three people who can do the same thing.

Even if no one knows how to do it, we can temporarily transfer people from other departments to teach them on the spot according to the company's internal GPT teaching.

So it doesn’t matter. As long as you ask, we will definitely let you watch it.

For jobs in R&D and manufacturing, there will still be middle-level managers, which cannot be eliminated in a short period of time.

This will test the planning ability of middle-level managers.

They need to plan out which time periods our tasks will be very tight and which of my subordinates absolutely cannot take leave during this time period.

For example, I have four people under me, ABCD. During this period, A cannot take leave. Then I will initiate an application through the internal management system in advance, and A cannot take leave during this period. Then I need to obtain A's consent. After A agrees, if he wants to take leave during this period again, human intervention is required. "

"So it is a mechanism. Guangjia Aerospace has established a relatively complete mechanism." Li Xiyin said.

Like the company system, this is something that countless entrepreneurs have emphasized, but Lin Jia has his own opinion on this matter.

“It’s both right and wrong. All companies will emphasize that they attach importance to system construction and corporate management standards.

Almost all larger companies emphasize this point.

But my understanding of this matter and what I promote within Guangjia Aerospace are different from what most other companies emphasize. The essence of the difference here is that in most management philosophies, the system is a tool to manage subordinates, not a tool to restrain oneself.

The system must leave loopholes for people to exploit, which is the advantage of those in power.

Even the ambiguity of the rules is directly related to the power of the superior.

This is true at all times and in all countries.

America follows case law, a legal system that results in their lawyers and judges having staggering status and income.

The most important work I have done within Guangjia Aerospace in the past three years is to make all the rules clear and to avoid leaving any gray areas wherever possible.

From small matters like asking for leave to big matters like performance appraisal and promotion, everything is clearly defined through the system.

So our employees will find it particularly easy to work at Guangjia Aerospace. The reason they feel relaxed is that the rules that are formulated and enforced are a set of rules. No matter whether it is their direct leader, me, or even Yuanguang, no one will cross the line of the rules.

This management system and management philosophy is the reason why Guangjia Aerospace employees feel that working here is simple and easy, and it is also one of the fundamental driving forces for us to focus on research and development with all our strength. "

Both the continental legal system and the maritime legal system have their own flaws.

But the fundamental reason why judges and lawyers in the maritime law system have such an amazing status is that the vague space brought about by case law, which can be described in professional terms as discretion.

Anyone who studies law will understand that Guangjia Aerospace's logic is to deprive management of their discretion.

Managers who are deprived of their discretion will have no way to enjoy the pleasure of managing people, except for higher salaries.

Li Xinyin was shocked after hearing this. She also has her own media company, and she has participated in the company's development from its establishment to its current size of nearly a hundred people. She feels satisfied with having the power of life and death.

Guangjia Aerospace is a company with more than 20,000 employees and is one of the top technology companies in China and even the world. After she experienced the thrill of power, it is hard for her to imagine that anyone would voluntarily give up power.

It is easier said than done to put power in a cage.

"That's amazing! This is really hard to do," said Li Xiyin.

Lin Jia nodded: "Of course, wasn't there a saying in the past that universities should be run by the president?

I think the essence should be rules, clear rules to constrain everyone.

Even the principal has to be placed within the framework of the rules. He only has the framework given to him by the rules.”

"Mr. Lin, the example you just mentioned is a simple one, can you give us a more complicated one?
For example, the performance you just mentioned." Li Xinyin asked.

“For example, when it comes to performance, everyone’s performance is scored anonymously in a truly anonymous manner.

Each person's score will be weighted differently.

This is a very complex system, and we have a four-person AI team dedicated to it.

Not only the members of the employee group are involved in the scoring, but also other colleagues who have interactions with him. They score together and then jointly construct the employee's performance score according to each person's weight.

I can only briefly explain how we do it. At the end of the year, everyone needs to rate all your colleagues with whom you have significant interactions.

After all the scores are given, the system will then start calculating each person's weight.

That’s right, the weight can only be calculated after the scoring is completed. The weight here is related to the score you get and your job level.

After the weights are calculated, the final performance score of the employee will be calculated, and then the salary will be calculated based on the performance score.

During the whole process, neither Yuanguang nor I will interfere. Yuanguang may be better off, after all, he deals more with R&D personnel, and he can obtain some scoring power for grassroots employees. I will not be involved in the scoring of grassroots employees at all.

We have been operating the entire performance mechanism for two years, and the evaluation has been very good.

Yes, what’s even more interesting is that the entire performance algorithm team works as a whole and is scored by all employees in the entire company.

The scores given to them by all employees will show whether the algorithm is set up reasonably.

For a simple reason, it is impossible to satisfy everyone with the scoring, especially the truly anonymous scoring.

Once we make all employees trust that this is anonymous scoring, the entire scoring will become very real.

The closer your final score is to your self-perception, the closer the score you give to the performance appraisal team in the second year will be to the actual value.

The underlying logic here is that everyone has three selves: the real you, the you that the outside world knows, and the you that you think you are.

These three have similarities and differences.

The scoring is to find out how the outside world knows you, and you will give feedback based on how you think you are.

After all, there are 20,000 employees, and their collective scores will tend to be rational. What's more, it is also beneficial for them to take the power of performance away from the leaders and give it to each of them.

The scores they give to performance teams reflect certain situations.

Therefore, after the first year of operation, the performance appraisal team scored close to 8.5 points in the second year. After this score came out last year, they adjusted the entire model again, and the entire model can be continuously iterated.

The essence of this is the equal distribution of discretion. I divide the discretion equally among everyone, and each person only has one-tenth or even less. When such egalitarianism and power are too small, it will make the entire environment positive. "

After listening to this, Li Xiyin had only one thought, that is, this set of gameplay is not something that an ordinary company can learn at all.

Whether it is the determination of the management, the cost of building the entire system, or the acceptance of the employees, perhaps only Guangjia Aerospace can do it in China.

If you talk to domestic entrepreneurs about discretion, they will think that it is better for them to learn the zero-cost wolf culture.

"Very impressive, really impressive, just listening to it makes me want to work in your company.

I have talked with many entrepreneurs and read their management philosophies. Mr. Lin gave me a completely new perspective to think about problems. "

Lin Jia said calmly: "From the first day when Yuan Guang and I established Guangjia Aerospace, Yuan Guang told me the vision of Guangjia Aerospace, and I was thinking about what kind of management mechanism can match such a grand vision."

(End of this chapter)