Back then, LeEco's employees were caught up in a unique sauce jar culture. Everyone compares their overtime hours with each other, and in order to show their efforts, there are almost no people who leave work before 10 p.m. However, most of this overtime has no practical meaning and is only used to satisfy vanity within the company. This is not uncommon in the Chinese workplace, where companies require employees to act like "actors" who are constantly busy and struggling. And the employees with the best benefits in the end are often the "actors" who can most cleverly hide their actual working hours. However, after Jia's accountant Runmei, LeEco gradually got rid of the control of the boss, and the employees organized an autonomous management team. The team took charge of the day-to-day operations of the company, and the results were impressive – LeEco was profitable. Employees rely on income from copyright distribution, with an average annual salary of 270,000 yuan. Today, LeEco's employees no longer need to work overtime, hold meetings, and make endless PPTs, their jobs are more stable, and everyone has their own clear responsibilities. Compared with the employees of major factories such as Alibaba and Tencent, LeEco's employees actually receive similar remuneration to them by virtue of their directly distributed income. All this tells us that the quality of the company is not directly related, and the hard work of employees is just to earn money for the boss.
After Runmei, LETV employees demonstrated their organizational skills and wisdom and set up an employee autonomous management team. The members of this team are some of the most talented employees in the company who have volunteered to take on management responsibilities. Under this new system, LeEco employees work more orderly and efficiently. Everyone is clear about their work and responsibilities, and they work together with each other. No more unnecessary overtime and unnecessary meetings, employees can simply meet their deadlines. They are more focused on their work and don't need to make up busy scenes to show their efforts. The enthusiasm and creativity of LeEco's employee team were fully utilized, and the company's turnover gradually increased, and finally it became profitable. This successful transformation proves that the quality of a company does not depend solely on top management, but on the efforts and contributions of ordinary employees. Instead of being forced to conform to a vanity corporate culture, they work well through self-management and cooperation.
In the past, Suning's employees had to attend a large number of meetings every day, which were often scheduled after hours, resulting in employees not having the opportunity to leave work on time, so Suning was jokingly called "**This situation is mainly due to the addition of an executive from Alibaba." Although this executive is good at making PPTs and telling advanced Internet terms, he lacks practical ability. In order to make his presence felt in the company, he had to launch a new project every month, but a year later, these projects did not bring any profit to the company, but cost hundreds of millions of dollars. At the end of the year, the boss asked him why he had invested so much money but it didn't work, and he just replied that it was an "internet thinking". Now, with the decline of Suning, these so-called Ali elites have left. And the employees who stayed believe that Suning is now more pleasant. First of all, there are no additional marketing expenses, so they can focus on what they do and leave work on time. Veteran employees who have worked 996 overtime for a long time in the past lamented that now they have an extra half-day vacation and have more time to do what they like. Second, the collapse of the company has made employees no longer have a comparison mentality, no longer fighting each other for promotions and salary increases, and a more peaceful mentality. There is no longer a situation of attacking each other for the benefit of the department. The most important thing is that the salaries of the employees are still paid on time and have not decreased. With the exception of executives, the salaries of ordinary employees have not changed. Although in the past, overtime, volume PPT, etc. would bring higher revenue to the company, the actual income did not correspond to this. Therefore, Suning's employees gradually found that the company's quality has little to do with their work, and their efforts are only to help the boss make money.
In Suning's transformation, employees have gradually realized that the company's success is not determined by their efforts and overtime hours, but by the company's decision-making and management's ability. After a long period of 996 overtime, the white-collar class found that Suning is now more pleasant for them. First, without endless meetings and additional marketing expenses, employees can focus on their jobs and leave work on time. Employees who have missed family time to work overtime report that they now have more time to spend with their families and that their quality of life has improved significantly. Second, the collapse of the company has made employees no longer have a comparison mentality and no longer fight for promotions and salary increases. Employees are more peaceful about their work, and no longer slander each other for the interests of some departments and personal gains and losses. In the end, salaries were still paid on time, and the salaries of ordinary employees, except for executives, did not decrease. They found that the income brought by overtime and PPT in the past did not correspond to this. To sum up, Suning's employees gradually realized that the company's quality is not directly related to their own efforts, and their efforts during the day are just to receive a salary.
1.The quality of a company is not directly related to the efforts of its employees. Employees work overtime to satisfy the company's superficial needs and vanity, and can't really make a difference to the company's operations.
2.The success of the company has a lot to do with the autonomy and cooperation of its employees. When employees are able to organize their own autonomous teams, clarify their responsibilities, and work collaboratively and efficiently, the company's operations improve.
3.The quality of a company depends on the decision-making and management ability of top management. An effective management team can lead a company to success, on the contrary, irrational decision-making and management mistakes can lead to a company's decline.
4.Employees work not only to earn money for their bosses, but also for their own life and development. Employees should focus more on the actual work and not strive for superficial busyness and vanity.
5.The quality of the company is not only reflected in the economic interests, but more importantly, the working environment and welfare of employees. Employees should prioritize their own happiness and quality of life, rather than just pursuing money and promotions.
In the workplace, employees are often forced into overtime, competition, and superficial busyness, ignoring the value of their work and personal well-being. The cases of LeEco and Suning tell us that the quality of a company does not only depend on the dedication and efforts of employees, but more importantly, the company's decision-making and management's ability. Employees should be clear about their work goals, arrange their working hours reasonably, and pay attention to their career development and personal well-being. Only in this way can we achieve better development and achievements in the company.