Core Viewpoint - The article discusses the challenges faced by Alibaba, particularly the "big company disease," as highlighted by a recent internal post from a departing employee, Yuan An, which has sparked significant discussion within the company [1][2]. Group 1: Issues Identified - Yuan An identifies three main areas of concern within Alibaba: talent management, performance competition, and strategic clarity. He notes a reliance on external talent, a lack of "Alibaba spirit" among new hires, and increased collaboration costs due to ineffective performance incentives [2]. - The internal culture is suffering from issues such as grade inflation, unclear rewards and punishments, and a prevalence of short-term thinking among employees [2]. - There is a broader organizational challenge, with strategic ambiguity, a desire for multiple conflicting goals, and bureaucratic tendencies contributing to a false sense of prosperity [2]. Group 2: Recommendations for Improvement - To address these issues, Yuan An suggests a return to a culture focused on meaningful work, emphasizing customer-first values, teamwork, clear strategy, and passionate dedication [2]. - He advocates for a restructuring of the HR system, management reforms, and a reduction of redundancy in operations, alongside a push for transparency in performance evaluations and promotions [2]. - The company is encouraged to embrace the opportunities presented by AI and adapt to the changing landscape [2]. Group 3: Leadership Response - Alibaba's founder, Jack Ma, acknowledged Yuan An's post, indicating a recognition of the challenges and changes the company is undergoing [3]. - Recent discussions within Alibaba about the "big company disease" reflect a collective challenge faced by major Chinese internet firms, with calls for a return to a startup mentality [3]. - CEO Wu Yongming has expressed a commitment to rejuvenating the company by viewing it as a startup again, focusing on harnessing the potential of the AI era for new growth [3].

"好像人的成长，阿里的发展也有很多必然要走的路和过程。" 如何向"大公司病"开刀仍持续考验着大厂。 记者了解到，近日，阿里巴巴内网的一篇帖子引发热议，钉钉的产研负责人元安（花名）离职时在内网对阿里的 发展历程、存在的问题及原因作出了近万字分析，阿里巴巴创始人马云也对该帖子进行了回复。 帖子中，元安表示，阿里巴巴的辉煌来自于时代机遇、马云的战略眼光、价值观凝结和良好的制度保障等，但从 2017年起，他逐渐开始感受到阿里的疲态。在他看来，互联网整体增长的放缓、阿里外部收购业务多数失败、内 部创新少有成功等都让阿里巴巴失去了高速增长活力。他提到阿里收购或投资的口碑、饿了么、单车、支付宝、 音乐、视频、东南亚电商lazada等业务都在纳入阿里体系后失去了行业龙头地位，阿里对银泰、大润发的收购也 以亏损收场，他认为，这么多年阿里收购并运营成功的好像就高德、UC，集团内部，离开电商主营业务扶持而独 立长出的创新业务也相对稀缺，许多行业市场机会还在，但阿里难以抓住。 元安总结了自己所看到的阿里人、财、事三个方向的问题，例如迷信外部一些新秀行业或公司的人才，新人"阿里 味"不足，恶性绩效竞争和激励制度失灵下，员工合作成本变高 ...

消散的创业心气。 文丨孙海宁 编辑丨高洪浩 黄俊杰 悄无声息地，字节跳动卖掉了图虫。 对创始人沈振宇而言，图虫是自己上学时就开始酝酿的创业项目，中国最早的青年摄影师社区之一；对字 节，图虫是这家公司在 2014 年还以 "今日头条" 自称时，最早买下并维持运营至今的产品。 比起业务需要，字节跳动创始人张一鸣看中的也许更多是一个年轻人身上所展现创业精神；以及用推荐系 统匹配内容和用户的信念。这让他愿意付出千万元买下不到十人、手头只有两款小产品的团队，借收购完 成招聘。进入字节后，沈振宇迅速转向新项目 "时光相册"，设想做出一款取代手机原生相册的产品。 更早一些，陈林、张楠也循着类似的路径加入字节，关掉各自创办的项目，参与打造今日头条和抖音。 这是字节惯用的方式——招来不循规蹈矩、敢想敢做的创业者，将他们摆上前线，延缓不可避免的大公司 病。在字节早年，这样做法效果显著，这间 "App 工厂" 头五年做了几十个新产品，其中至少三个用户上 亿，抓住了智能手机和 4G 网络普及的时代红利。 但规模带来的重力最终让它变得更像另一个大厂。2018 年，沈振宇离开字节时，字节人数接近四万、有了 "大力出奇迹" 的路径依赖；等 ...