Hu Xiu·2025-06-12 11:44Core Viewpoint - The article discusses the culture of silence in large organizations, particularly in Alibaba, where employees feel compelled to only express their true opinions upon leaving the company, highlighting systemic issues within the organization [2][6][41]. Group 1: Organizational Issues - A long farewell post by a former Alibaba employee, "Yuan An," reveals systemic problems in the company's strategy, culture, and organization, emphasizing that employees often only speak the truth when they leave [6][7]. - The post reflects a broader sentiment among employees in large companies, where criticism of strategy is often discouraged, leading to a culture of silence [3][4][11]. - The article points out that many strategic decisions made by companies like Alibaba have resulted in failed acquisitions and projects, indicating a disconnect between decision-makers and frontline employees [14][15]. Group 2: Leadership and Communication - The article suggests that CEOs often remain unaware of the real issues within their organizations due to a lack of open communication and feedback mechanisms [12][13]. - It highlights the importance of allowing employees to voice concerns about strategy, arguing that a culture that suppresses feedback can lead to organizational decline [34][42]. - The response from Alibaba's founder, Jack Ma, to Yuan An's post indicates a recognition of the need for change, but raises questions about why such discussions only occur after an employee's departure [7][41]. Group 3: Market Dynamics and Product Success - The article argues that many successful products are not the result of strategic brilliance but rather a confluence of favorable market conditions and timing [19][20][23]. - It critiques the notion that past successes guarantee future performance, suggesting that organizations often fail to adapt and learn from their mistakes [25][27]. - The piece emphasizes that true product success relies on user feedback and a collaborative organizational culture, rather than a rigid hierarchy [26][40]. Group 4: The Role of Feedback in Strategy - The article posits that strategy should not be the exclusive domain of upper management but should involve input from all levels of the organization [34][36]. - It advocates for a culture where employee feedback is valued and integrated into strategic decision-making processes [38][39]. - The failure to create an environment where employees can express concerns about strategy can lead to a disconnect between management and market realities, ultimately harming the organization [29][43].