萬科的事業合夥人組織再造
楊惟雯
在企業組織做互聯網化轉型案例中，中國有兩家傳統企業動作比較大，一家是海爾，一家即是萬科。
而企業組織做互聯網轉型，最棘手的是牽涉產品轉型、服務轉型、到使用者轉型的整體轉型戰略。
一、海爾的組織再造模式
海爾的企業組織網路化轉型自2013年開始。整個海爾集團現在已變成了一個自商業體集群。
海爾透過將市場化機制引入到組織內部，將在冊員工變為線上員工。不少海爾員工成為“小微業主”，通過“官兵互選”機制搭建起“小微團隊”（簡稱“小微”或“海爾小微”）。
海爾張瑞敏砍掉中間管理層，海爾沒有了上下級關係。
在海爾只有三類人：平臺主、小微主、創客。
平臺主做創業平臺，不是領導，平臺主為大家都能夠在他這個平臺上面成功地創業服務。
小微主是海爾小微的負責人，一個海爾小微通常不超過8個人。
創客就是創業的員工。
現在海爾的改革已經覆蓋了研發、生產、供應鏈、通路、售後服務等所有方面。由此，海爾小微就是一個一個“產品–服務–使用者”的自商業體。從方向上完全符合互聯網時代的大型企業變為自商業集群的必然趨勢。
二、萬科的組織再造模式
作為中國房地產領頭羊的萬科集團，2014年也開始了企業組織的互聯網轉型。
萬科在轉型前，由CEO郁亮帶領管理團隊密集地訪問了阿里巴巴、騰訊、海爾、百度等公司。在系統地思考怎麼讓使用者從“買房子”到“用房子”的過程中，萬科也開始了企業組織的轉型。
為了有效調動員工的個體能量，成為企業互聯網轉型的動能，萬科的轉型分以下3個層面:
第一個層面是骨幹層。
增強股權激勵，將骨幹員工變為萬科事業合夥人。
用滾動留存下來的集體獎金，委託協力廠商公司（深圳盈安財務顧問企業）從二級市場買來萬科股票，按績效授予2500多名萬科骨幹員工。這一部分已經占到萬科股本的4%，量級上已經是萬科第二大股東。
第二個層面是項目層。
項目執行團隊必須施行專案跟投制度。
除舊城改造和特殊項目外，項目執行團隊必須自己出資跟投，員工可以自願跟投，也可以跟投不是自己參與的項目。從萬科公開的資料上看，員工初始跟投份額不超過項目峰值的5%。
第三個層面是執行層。
打破部門間邊界，實施事件合夥人辦法。
這個辦法很像在互聯網公司採取的“關小黑屋”的做法，一些需要協同的工作就臨時組織事件合夥人，工作完成再解散回各自部門。
除了這三個層面，萬科還大大縮編了集團總部的人員編制。與轉型前相比，萬科總部人員縮編了一半，控制在200人以內。更多的職工下放到區域事業部，原先區域總經理到銷售人員有6個層級，轉型後也縮編到3層。
三、萬科的組織再造模式的特色
對比海爾來看，萬科第一層面的股權激勵辦法，在海爾是沒有的，而股權激勵在互聯網公司基本成了標配。
客觀來講，互聯網公司的員工期權激勵使員工真正受益的非常少。除非阿里巴巴、百度、騰訊這樣的公司，這類寡頭類互聯網公司在IPO前的規模並不過於引人注目，絕大多數互聯網公司都熬不到IPO，員工期權常化為泡影，即使互聯網公司被收購，員工通過期權也獲益甚微。員工行權需要繳納的手續費、稅費等成本還占去了獲益的大部分。即使阿里巴巴、百度、騰訊在IPO後，被媒體哄炒的誕生多少百萬、千萬富翁的新聞也多是無稽之談。簡而言之，員工期權是一個風險極大的對賭，現在已經有越來越多的人意識到期權和股權並不能給予員工有效的激勵。
第二層面的事業跟投機制跟海爾的小微自商業體有異曲同工之妙。
萬科的項目跟投，非常適合萬科地產類專案的模式，這類模式跟會計事務所、律師事務所很像，這類業務有獨特的“封裝性”。這類模式側重執行。
而海爾的小微自商業體沒有業務的“封裝性”，任何業務職能都可以組成一個小微。他們的共性是都作為一個獨立核算的財務主體。
第三層面的事件合夥人，最符合互聯網組織特徵。員工不再束縛在部門，而是根據需要隨時“線上”等待協同的召喚。
海爾小微在推進產品落地，為與型號小微、線體小微、市場小微的協同，也是隨時“線上”。
在萬科的組織轉型中，第一個層面員工持股起到的作用有限，對企業整體起到的作用也有限；第二個層面的專案跟投主要作用於企業中層，基層多無能力做投資；第三個層面的事件合夥人是一種企業工作文化，這種文化的深入演化有可能變為組織管理的“環島”。
傳統企業組織管理是一個正三角。不少企業到互聯網公司考察後聽到一個叫“扁平化”的詞，於是著手減少企業組織的層級，但再扁平這還是一個三角。
海爾提出了“倒三角”管理，華為提出了“讓聽得見槍炮聲的人做決策”，海爾和華為的做法依賴於它們各自長期的執行文化。沒有這種長期積累的執行文化，所謂的“倒三角”和“扁平化”不但會成為空談，而且會促使企業轉型的過早失敗。
海爾在逐步深入組織轉型前，已經部分實現了“倒三角管理”，在之前是“人單合一”，再早是“日清日高”。可以這樣講，海爾做組織網路化轉型是自然演化的結果。如果企業的傳統管理問題還比較多，只是為了轉型而做出改變，必然要承受削足適履之痛。
四、阿里巴巴的“政委”體系
值一提，在萬科訪問過的阿里巴巴公司中，有一個獨具特色的做法。這就是阿里巴巴一度打造的“政委”體系。
“政委”是阿里巴巴的HR（人力資源）員工。傳統的HR員工要做組織規劃、招聘、培訓、薪酬、績效、勞動關係等工作，阿里巴巴的“政委”的常規HR工作很少，“政委”大量的工作在員工訪談上。
阿里巴巴的“政委”對業務的瞭解和掌握不比職能部門的負責人少。“政委”與各級負責人搭檔共同管理各層組織，負責人管事，“政委”管人（價值觀）。這種方式有力地保證了阿里巴巴在快速增長期的效能。
阿里巴巴在發展的早期，其賴以發展的B2B業務主要通過傳統銷售在做，從形式上看跟傳統的保險銷售差別不大。早期的阿里巴巴基本不是一個互聯網化的組織，只是做互聯網廣告業務，沒有也不可能實現“環島式”管理。
但互聯網化的基因卻使其具有一種趨向“環島式”管理的張力，阿里巴巴搭建的“政委”體系是“交警式”管理與“環島式”管理的複合體。
其實，阿里巴巴的“政委”體系並不是馬雲先生獨創的，在西方主流的企業管理科學中就有這樣的角色，而且已經有了很多的實踐。這便是HRBP，譯為中文叫人力資源企業夥伴（HR Business Partner）。包括IBM、HP、輝瑞製藥、Oracle等所有的外資公司都有HRBP，中國的華為、騰訊、海爾、百度等公司也有HRBP，但各自的差別大相徑庭。其原因便是各自企業文化不同，企業文化的背後是創始人的價值觀。
五、跋
企業組織的轉型，本質是企業領導人價值觀的調整，關鍵是調整後價值觀的落地。只有這些做到了，才走上了“環島式”管理的正確方向。
企業組織的轉型與企業互聯網轉型沒有先後關係，在產品轉型、服務轉型、使用者轉型的同時伴隨著組織轉型。
從一定程度上講，企業組織轉型永遠在路上。
本文摘自:《互聯網+2.0：供給側改革與企業轉型升級路線圖》
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