Core Viewpoint - McKinsey is celebrating its 100th anniversary, reflecting on its journey and the enduring value of its rigorous values system that unites employees across different countries and generations [1] Group 1: Company Values - The theme for this year's "Values Day" is "The obligations to engage and dissent," emphasizing the responsibility of employees to actively participate and voice dissent [1][3] - Marvin Bower, a key historical figure in McKinsey, advocated for the value of dissent, stating that every consultant should stand by what they believe is right [2] - The company has established the Marvin Award to recognize employees who exemplify these values, with six recipients in China this year [3] Group 2: Culture of Dissent - McKinsey employees view the "Obligation to dissent" as a core responsibility, believing that silence can eliminate opportunities [3] - The company fosters a culture of psychological safety, allowing employees to express dissent without fear of repercussions, which encourages deep discussions [5] - Examples from award recipients illustrate that even the youngest members can contribute valuable insights, breaking down hierarchical barriers [5] Group 3: Historical Context - McKinsey's values have guided its evolution from a single office in Chicago in 1926 to a global consulting giant across six continents [5]

Core Viewpoint - The article discusses the evolution of Alibaba, highlighting the shift from a mission-driven company to one focused on short-term metrics and internal competition, raising concerns about its future sustainability and values [3][4][30]. Group 1: Reasons for Alibaba's Success - The company benefited from significant economic trends, with GDP growth from $1 trillion in 1999 to an expected $18 trillion by 2024, and internet users increasing from 8.9 million in 1999 to nearly 1 billion by 2020 [6][12]. - Strategic foresight from founder Jack Ma led to successful ventures like B2B, Taobao, Alipay, and Alibaba Cloud, which were built on strong resource integration [7]. - A unique corporate culture fostered teamwork and a shared vision, allowing employees to feel valued and respected [8]. - Institutional frameworks supported employee engagement and loyalty, emphasizing customer first, employee second, and shareholder third [9]. Group 2: Signs of Decline - Since 2017, the company has experienced a slowdown in growth, with internet user growth rates dropping to single digits and expected to plateau around 1.1 billion by 2024 [12]. - Many strategic acquisitions have failed, such as the purchase of Koubei and Ele.me, which did not yield the expected market dominance [13][14]. - Internal innovation has stagnated, with few successful new ventures outside of e-commerce-related businesses [17]. Group 3: Internal Issues - Employee morale has declined, with a culture shift towards short-term results over long-term vision, leading to a lack of commitment to the company's original mission [18][19]. - There is a growing issue of "wild dog" culture, where aggressive competition for short-term gains undermines collaboration and trust among employees [20]. - Financial issues include grade inflation and unclear performance metrics, leading to a lack of transparency and accountability [21][22]. Group 4: Cultural Erosion - The company's core values have weakened, with a shift towards prioritizing individual performance over collective goals, resulting in a loss of teamwork and integrity [32][33]. - The emphasis on results has led to unethical practices, including data manipulation and a culture of mistrust [35]. - HR has failed to uphold the company's values, focusing more on performance metrics than on employee welfare and cultural integrity [38][40]. Group 5: Recommendations for Improvement - The company should restore its core values and ensure they are integrated into performance evaluations to foster a healthier work environment [43]. - HR needs to refocus on employee support and cultural preservation, reducing the emphasis on performance metrics [39][40]. - A transparent performance and promotion system should be established to eliminate favoritism and ensure accountability [44].

近日， 钉钉产研负责人元安（花名）离职时在阿里内网发表了近万字长文 ，谈及阿里的发展 历程、现存问题及相关建议。阿里创始人马云对该帖进行了回复。6月12日，#阿里离职员工 内网发帖#登上热搜。 马云在阿里内网回复称，"元安同学好，谢谢你那么长的信，写的很好。好像人的成长，阿里 的发展也有很多必然要走的路和过程，阿里巴巴在发生变化之中。祝福你，也希望经常回来 看看。" 12日，元安在社交平台发视频回应此事。他表示，因为已经离职没法回帖了，感谢马云跟无 招的祝福。"很高兴马老师能够看到，看到就有改变的希望，阿里巴巴一直是一个很独特的公 司，我们建立价值观并将它纳入我们的考核，就说明我们真的很重视它，只要我们能面对， 这些问题我们就能解决，这家公司一定会变得越来越好。" 最后他还提到了自己离职的原因，是主动走的，只是想换个生活方式，不是熬期权，也没有 财富自由。"但是我们生来不只是为了钱，应该去追寻自己的梦想"。 元安社交平台简介显示："前阿里巴巴十五年老兵，花名元安，高级产品专家移居新西兰，探 索新生活。此号跟大家分享新西兰生活。" 来源：新华网财经综合 关注" 新华网财经 "视频号 更多财经资讯等你来看 往期推 ...