Core Insights - The article highlights the challenges faced by Alibaba as it transitions from a phase of rapid growth to a period of stagnation, reflecting broader issues within the Chinese internet industry [2][12] Group 1: Company Issues - A recent internal post by a departing employee, Yuan An, criticized Alibaba's "big company disease," indicating a decline in innovation and an increase in bureaucratic practices since 2017 [3][4] - Yuan An pointed out that many of Alibaba's acquisitions, such as Koubei, Ele.me, Youku, and Lazada, have not met expectations, with only a few like Gaode and UC being considered successful [4][8] - The company has experienced a dilution of its core values, shifting from "customer first" to "boss first," and from "team collaboration" to a "winner takes all" mentality [5][6] Group 2: Cultural and Systemic Problems - The internal culture has deteriorated, with a focus on short-term performance metrics (KPI) overshadowing long-term strategic vision, leading to a loss of mission-driven work [8][10] - Bureaucratic inefficiencies have stifled innovation, with high coordination costs and ineffective decision-making processes becoming prevalent [10][11] - The performance evaluation system has created a toxic environment, where employees are more focused on individual gains rather than collaborative success, leading to a "wild dog culture" [10][11] Group 3: Response and Future Directions - In response to these challenges, Alibaba's leadership has begun to implement reforms, including internal restructuring and a renewed focus on core business areas such as AI and cloud services [11][12] - Yuan An proposed several reform suggestions aimed at restoring the company's values and improving its HR systems, indicating a need for significant organizational change [11] - The broader context of Alibaba's struggles reflects a collective transformation within the Chinese internet sector, as companies seek to balance management efficiency with innovation [12]

Core Viewpoint - The article discusses the internal challenges faced by Alibaba, highlighting a decline in its core values and culture, which has led to a phenomenon referred to as "big company disease" [1][38]. Group 1: Historical Success - Alibaba's past success is attributed to four main factors: the era's trends, Jack Ma's vision, strong values, and institutional support [4][39]. - The economic growth from 1999 to 2024, with GDP increasing from $1 trillion to $18 trillion, created significant opportunities for Alibaba [5]. - The rise of internet users from 8.9 million in 1999 to nearly 1 billion in 2020 facilitated the growth of Alibaba's business [5]. Group 2: Current Challenges - Since around 2017, Alibaba has shown signs of fatigue, with the growth rate of internet users declining to single digits [11][41]. - Many strategic acquisitions have failed, such as the purchase of Koubei and Ele.me, which did not yield the expected results [12][41]. - Internal innovation has been scarce since 2015, with few successful new business ventures outside of e-commerce-related initiatives [15][41]. Group 3: Internal Issues - There is a consensus among employees about increasing issues in three areas: people, finance, and operations [16][41]. - Recruitment practices have shifted towards hiring external talent, often leading to a lack of alignment with Alibaba's culture [17][41]. - Financial issues include grade inflation and unclear performance rewards, resulting in a lack of motivation among employees [19][41]. Group 4: Cultural Decline - The company's core values have weakened, with a shift towards prioritizing short-term results over long-term vision [28][41]. - HR has failed to uphold the company's values, focusing more on performance outcomes rather than cultural integrity [34][41]. - The middle management has become bloated, leading to ineffective decision-making and a lack of accountability [36][41]. Group 5: Recommendations for Improvement - The author suggests restoring core values, restructuring the HR system, and reforming management practices to enhance team effectiveness [38][41]. - Specific recommendations include making performance evaluations transparent, reducing redundancy, and focusing on genuine operational improvements [38][41].

Core Viewpoint - The recent resignation letter from a former Alibaba employee has sparked widespread attention, highlighting various issues within the company and reflecting broader challenges faced by major internet firms in China [1][2][4]. Group 1: Employee Concerns and Company Reflection - The resignation letter, authored by Yuan An, a former product research head at DingTalk, points out that Alibaba's past success was driven by market trends, strategic vision, and a unique team structure, but has shown signs of fatigue since 2017 [1]. - Yuan An specifically mentions the decline in overall market momentum, failures in external acquisitions, and a lack of successful internal innovations as indicators of this fatigue [1]. - Alibaba's founder, Jack Ma, acknowledged the letter, indicating a recognition of the company's evolving challenges and the need for change [1][5]. Group 2: Management's Response and Strategic Shifts - Alibaba's management, including key figures like Ma and CEO Wu Yongming, have publicly reflected on the company's issues, suggesting an awareness of the need for reform [5][6]. - In recent communications, Ma emphasized the importance of adapting to change and the opportunities presented by the AI and e-commerce era, indicating a belief in Alibaba's potential for transformation [6]. - The company has undergone significant restructuring, including the establishment of a new organizational framework and a renewed focus on core business areas, particularly e-commerce and AI [8][12]. Group 3: Broader Industry Context - The issues raised in the resignation letter are not unique to Alibaba, as many large internet companies are grappling with similar "big company disease" challenges, reflecting the pressures of growth and innovation [2][13]. - Other major firms, such as JD.com and ByteDance, have also expressed concerns about internal complacency and the need for a renewed entrepreneurial spirit among employees [13][14]. - The ongoing transformation within Alibaba and the broader industry highlights a collective anxiety about maintaining innovation and avoiding mediocrity as companies scale [14][15].

Core Insights - The article discusses the reflections of Yuan An, a former research and development leader at Alibaba, on the company's evolution, existing challenges, and suggestions for improvement [1][2] - Yuan An emphasizes that Alibaba's mission is to make business easier for everyone, but he notes a shift in focus towards KPIs and financial metrics over customer-centric values [1] - The article highlights a perceived decline in Alibaba's growth momentum due to external market conditions, failed acquisitions, and a lack of successful internal innovation [1] Group 1: Company Challenges - Yuan An identifies three main areas of concern within Alibaba: people, finance, and operations, citing issues such as unclear strategy, bureaucratic practices, and a focus on superficial metrics [1] - He attributes these problems to a loss of values and mission-driven focus, stating that the company has become mediocre despite its size [1] Group 2: Recommendations for Improvement - Yuan An suggests a renewed emphasis on cultural values, prioritizing customer focus, teamwork, clear strategy, and passion for work [2] - He recommends restructuring the HR system, reforming management practices, and eliminating underperforming middle management to enhance operational effectiveness [2] - The article notes that Alibaba's founder, Jack Ma, acknowledged Yuan An's insights and expressed hope for the company's evolution [2]

Core Insights - A senior employee at Alibaba, Yuan An, expressed concerns about the company's current direction and internal culture in a lengthy internal memo before his departure, highlighting a shift from the original mission of improving society to a focus on metrics and financial performance [3][4] Group 1: Company Mission and Vision - Yuan An emphasized that Alibaba's mission is to make it easier to do business globally and its vision is to become a company that lasts for 102 years, which initially inspired him to join [3] - He noted that the company has lost sight of its original dream of making positive societal changes, now prioritizing KPIs, salaries, and stock options over customer relationships [3][4] Group 2: Internal Challenges - The memo pointed out that since 2017, Alibaba has shown signs of fatigue, with declining external competitiveness and internal management issues [3][4] - Yuan An criticized the company's failed acquisitions, such as Koubei, Ele.me, and Lazada, attributing these failures to a lack of patience in product development and an overemphasis on operational data [4] - He identified problems in three areas: talent acquisition, performance management, and strategic clarity, noting issues like a lack of "Alibaba spirit" among new hires and ineffective incentive systems [4] Group 3: Recommendations for Improvement - Yuan An suggested reforms including restructuring the HR system, clarifying company strategy, and reducing bureaucratic inefficiencies to better prepare for the AI era [4] - He advocated for a focus on genuine results rather than superficial metrics, urging the company to streamline operations and eliminate redundant business units [4] Group 4: Leadership Response - In response to Yuan An's memo, Alibaba's founder, Jack Ma, acknowledged the insights shared and recognized the inevitable changes the company must undergo [5] Group 5: Organizational Structure - Despite previous restructuring efforts, Alibaba continues to struggle with "big company disease," indicating ongoing challenges in effectively managing its large organizational structure [6]

Core Viewpoint - A lengthy article by a former Alibaba employee has gained significant attention, highlighting the company's challenges and the need for organizational reform, which was acknowledged by founder Jack Ma [1][3][6] Group 1: Employee Insights - The former employee, Yuan An, discussed various issues within Alibaba, including unclear company strategy, false operational data, and bureaucratic practices, which he believes have contributed to a decline in the company's performance since 2017 [3][4] - Yuan An's observations reflect common issues faced by large corporations, such as internal competition, inflated hierarchies, and a lack of collaboration among employees [4][5] Group 2: Organizational Challenges - The article emphasizes that the problems described are manifestations of the "big company disease," which is characterized by the paradox of scale expansion leading to decreased organizational efficiency [5][6] - The need for companies to maintain agility and flatten organizational structures is highlighted as a potential solution to overcome these challenges [6][7] Group 3: Recommendations for Improvement - To address the "big company disease," it is crucial for organizations to foster open communication and transparency within their governance structures, allowing for diverse opinions to be heard [6][7] - The article suggests that companies should embrace self-reform and return to their foundational principles to enhance their longevity and effectiveness [7]

Core Viewpoint - The internal analysis by Yuan An highlights Alibaba's decline in growth and innovation since 2017, attributing it to external market slowdowns, failed acquisitions, and a lack of successful internal innovation [1][2]. Group 1: Company Challenges - Alibaba's growth has been hindered by the overall slowdown in the internet sector, with many of its acquisitions, such as Ele.me and Lazada, losing their leading positions post-integration [1]. - The company has faced significant challenges with its acquisitions of Intime and RT-Mart, which resulted in losses, indicating difficulties in successful operational integration [1]. - Internal issues include a lack of successful innovation outside the core e-commerce business, with few independent growth stories emerging within the company [1]. Group 2: Employee and Cultural Issues - Yuan An identifies problems such as reliance on external talent, a decline in the "Alibaba spirit" among new hires, and increased competition leading to higher collaboration costs [2]. - There are concerns about internal performance metrics leading to a culture of short-termism, unclear rewards and punishments, and bureaucratic inefficiencies [2]. - A call for a cultural reset emphasizes the need for a focus on customer-first values, teamwork, and clear strategic direction [2]. Group 3: Leadership and Future Directions - Jack Ma's acknowledgment of the internal challenges reflects a broader recognition of the "big company disease" affecting Alibaba, similar to issues faced by other major Chinese internet firms [4]. - CEO Wu Yongming's recent comments on "restarting" the company indicate a strategic pivot towards embracing AI and revitalizing the management team to foster a startup mentality [4]. - The ongoing organizational changes and the need for internal reform are critical for Alibaba to regain its competitive edge and adapt to the evolving market landscape [4].

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 ...