With the rapid development of the Internet industry, the flow of talents between large and small factories is becoming more and more frequent. In recent years, many employees who have been "optimized" by large factories have turned around and stepped into small and medium-sized factories with N+1 compensation and become new management. However, this kind of mobility is not a simple job change, but more of a cultural collision and integration. When the management style and corporate culture of a large factory are brought into a small factory, what kind of chemical reaction will it produce?
First, the spillover of Dachang culture.
Taking Alibaba as an example, its strong corporate culture and management style have a profound impact on the industry. However, when this culture was brought into the small factory, many employees felt the pressure like never before. Weekly newspapers, 996 work system, and a strong "PUA" culture are typical representatives of Ali flavor. For employees who are accustomed to the relaxed atmosphere of a small factory, this transformation is undoubtedly huge.
Second, the friction between the Airborne Forces and small factories.
Airborne troops, especially those from large factories, often carry their own sense of superiority and inherent work patterns. They are trying to replicate the success of the big factories by implementing the management methods of the big factories in the small factories. However, every business has its own unique culture and ecology, and it is often counterproductive. For example, some airborne troops are keen to develop various workflows and norms, but ignore the flexibility and innovation of small factories. This friction not only affects the team's productivity, but also dampens the motivation of employees.
Third, the popularity of "black words" in large factories.
With the turnover of employees in large factories, some "black words" unique to large factories have also spread among small factories. These "black words" are often full of lofty words and concepts, such as "empowerment", "potential energy", etc. However, for employees who do not have a background in a large factory, these words are often difficult to understand and even offensive. This linguistic barrier further exacerbates the cultural conflict between large and small factories.
Fourth, the misalignment of the aura of the platform and the individual's ability.
Many employees from large factories mistakenly regard the aura of the platform as their own ability. They enjoy abundant resources and support in large factories, but ignore the real value behind these resources. When they come to a small factory, they often feel at a loss in the face of limited budget and traffic support. This psychological gap not only affects their work performance, but also makes them question the culture and values of the small factory.
Fifth, the dilemma of the pseudo-middle-level.
In large factories, there is a category of people called "pseudo-middle-level". They hold management positions in large factories, but they don't really have the decision-making power and management ability. Their daily work is mainly to take inventory and coordinate resources, control the project time nodes, and report and review the projects. When they come to small factories, they are often faced with the dilemma of losing their front-line business capabilities and decision-making and management capabilities. They try to replicate the management model and workflow of a large factory in a small factory, but they often get bogged down because they lack the actual execution experience and flexibility.
6. Cultural integration and innovation.
Although there is a cultural conflict and friction between large and small factories, it does not mean that the two cannot be integrated and innovated. In fact, many successful small and medium-sized factories innovate and develop by absorbing the management experience and corporate culture of large factories and combining their own actual conditions. The key is how to find the right balance and development path for yourself. For small factories, they can learn from the management experience and corporate culture of large factories, but they also need to maintain their own flexibility and innovation;For employees of large factories, they need to put down their stature and sense of superiority, and truly integrate into the team and culture of small factories.
VII. Conclusion. In today's increasingly mature Internet industry, talent mobility has become the norm. The cultural collision and integration between large factories and small factories will also continue. In this process, we need to keep an open mind and a positive attitude to face challenges and opportunities. Both large and small factories need to find their own development path in the change, and continue to innovate and progress in order to be invincible in this highly competitive market.
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