Today, I dare to share with you what it is like to be a P9 of Ali?
First of all, I would like to give you a brief introductionWhat kind of level does Ali's P9 belong to? Ali p9 Chinese name is calledSenior technical expertGenerally, the team ranges from dozens of people to one or two hundred, and the specific number of people depends on the business situation, but the range is generally at least thirty or forty people, and the salary range is generally between 2.5 million and 5 million. If you got some ** before, that is, ** and added value, the range may be even larger, and it can easily exceed 5 million.
At the same time, P9 generally has the right to make the final decision on performance, the right to adjust salary, the right to allocate bonus pools and other core powers. However, with the gradual change of Alibaba's business, most of P9's salaries must have shrunk significantly, which is a later story.
Generally speaking, P9 can decide the promotion, salary adjustment and bonus of ordinary workers, which is already quite a lot of power.
p9 Our external name is generally called Technical Director, that isSecondary management, there is generally a first-level supervisor below, and it also belongs to middle-level management in Ali, and then it is the vice president and senior management level, which touches the sky.
Of course, I'm still far from Ali P9, several orders of magnitude worse, but my supervisor just happens to be an excellent P9, so I'll describe my daily observations from the identity of a subordinate, as an Ali P9, what is his core positioning? What is his value to Ali, and how does he work on a daily basis?
First of all, we must understand that different levels have completely different requirements for personal ability, that is, the jobmodel required by different levels is different, so we cannot use a linear perspective to analogy P9.
For example, for a newly graduated engineer, the most important thing for them is execution, that is, to complete the tasks assigned to you by the boss. As long as you give this task beautifully, you are qualified, and if you have done more outstanding things in addition to this assigned task, then you are excellent. Most programmers work at the executive level, and a few make it to the next level.
In addition to the front-line executive staff, the next level is the front-line supervisor. The front-line supervisor is different from the executive employee, he has actual management power, he can set performance, can promote promotion, and has the right to replace. From front-line employees to supervisors is already a qualitative leap, the scope of general supervisor management may be between a few people to dozens of people, generally according to the situation as fast as five or six years, slow as ten years to be promoted from the front-line soldier to the supervisor.
For a supervisor, the main thing is to "set goals and process results", and the goal setting is mainly to separate the goals of higher-level leaders. For a front-line leader, the most important thing is to be able to understand the goals of the organization, be able to break down the goals of the organization, and also be able to organize the teams below to be able to successfully complete the goals. If you can achieve this goal successfully, but also do a little innovation and achieve different features, then it is possible to get better results.
In many cases, the technical lead himself also needs to have a strong self-execution ability in order to set an example for the team. Therefore, when it comes to the supervisor, I still pay attention to the execution ability, but this execution is more focused on the overall execution of the team.
So for a P9 student, he is generally directly in charge of a few supervisors, and there are also students who directly lead the front line, it seems that he seems to be in charge of a large team of forty or fifty people, but basically indirect management, so he is basically unclear about the details of the front-line implementation, and it is not excluded that some P9 must do things personally. In general, this also means that a P9 should not be required to go to the front line to work in person, and a person can only sleep 24 hours a day, and it also means that P9 should not pay too much attention to local details, but should pay more attention to the core output of the whole picture.
So what is the value of the existence of P9? In our Ali phrase, it is "making something out of nothing".
P9 may go up to the top management of the organization, that is, the so-called "executives", in the top management often only set the general direction, for example, Xiaoyaozi specified "all in wireless", but not a specific strategy, how to do it, just leave it to P10 and P9 to solve.
ThereforeThe most important value of P9, that isInterpret the high-level directional strategy into a clear strategy that can be implemented, at the same timeFeed back to the top by keenly sniffing out market opportunities
In other words, in layman's terms, it is necessary to "create concepts, talk about concepts, and implement concepts" in the general direction stipulated by the organization.
Of course, many people think that they like to talk about slogans, fantasies, and draw pies very much at the top level, but they don't have the kung fu and ability to actually land. There is a big misunderstanding in this, for a high-level person in charge, it is necessary to have long-term observation. Just imagine, if a high-level person in charge is blind and has no foresight, how can he lead his soldiers to fight a battle?I think that back then, when the people of the whole country did not believe it, Ali made Alipay and Ali Cloud. Of course, it is not excluded that many parallel executives will be mixed in, which is another topic.
Therefore, a very important job of P9 is to communicate and discuss with P10 or the CEO frequently, and strive to get the most resources to complete the organization's strategy. We can often see that P9 should be very close to the company's core No. 1 position, and P9, which cannot enter the core decision-making power, will not have good development opportunities in the future, and the whole team will not get any good opportunities.
Unlike what we imagined, P9 is difficult to fish in troubled waters, but it is the most cautious character.
Taking DingTalk as an example, for example, the CEO of the company proposes a direction to be "digital", then for P9, it is necessary to interpret and understand what "digitalization" is, and then how to abstract it into specific concepts in a way that a subordinate can understand, such as "new ways of data consumption" and "data-driven business", and can decompose this concept to various teams and let different supervisors implement it.
After the concept is determined, it is necessary to fully let the team form a consensus, and it is necessary to let the supervisor understand what needs to be done through various means, whether it is through PPT, documents or brainstorm meetings, and repeatedly output their own ideas, understandings and strategies. This is the reinforcement output, and it is also the ability to "speak". Convince everyone on the team that it can be done.
Commonly known as "** to put it in an elegant way, it is called "common vision", which is a very contrasting feeling, but the Buddha and the demon are originally a thought, just like Ma Yun said, believe in the power of believing.
Finally, when the concept is decomposed clearly, it is necessary to ensure that the next level supervisors are continuously followed up to ensure that they can make the front-line students implement it in place. At the same time, in this process, we must continue to correct, focus and adjust, so that we can continue to make our own concepts landing. For example, our current P9 uses weekly supervisor meetings to synchronize the progress of our teams.
P9 synchronizes the replacement or iteration of the organization's highest goal to us in a timely manner through such weekly meetings, and can also input feedback to P9 according to the information input of our front-line execution. P9 focuses on a connection between the previous and the next, and the integrity is surprising.
In addition to meetings at the supervisor level, being a director is about building the cultural values and execution of the entire team. For our big team, we will pull all the students into a meeting in the form of a monthly meeting to do relevant information synchronization, cultural sharing, supervisor debriefing, outstanding student commendation and so on.
In this way, the whole team can understand each other, collaborate with each other and recognize each other. Through this more formal communication, I can understand what other team members are doing, what they can cooperate with me, and what kind of new chemistry they can get.
In addition, each student can perceive what the whole team encourages and what does not encourage, so that the whole team can understand the latest values and culture of the organization, and work together.
Therefore, it is often the most difficult for a P9, because at his level, his personal subjective initiative even determines the life and death and development of the entire team. A person who has a decision can be responsible for an organization, and P9 is the person who can best determine the execution of the organization in a large company, in addition to the high-quality decision-making of the CEO. P9 is a bit like the generals who went out on expeditions in ancient times, with one soldier and one bear, and this is a very obvious example.
Therefore, undertaking the high-level strategy, making something out of nothing, and achieving the organizational strategic goals through strong landing execution and large team management capabilities, constitutes the core competitiveness of a P9.
Author丨ali Lao Jiang said**丨***Ali Lao Jiang said (ID: alilaojiang) DBAPLUS community welcomes contributions from technical personnel, submission email: editor@dbapluscn