原标题：巨人在行动：阿里巴巴组织架构升级点评Giant in Action: comments on the upgrading of Alibaba's organizational structure 来源：互联网怪盗团
2021年7月2日，阿里巴巴董事长兼CEO张勇（逍遥子）发表了题为《让组织更敏捷，让我们行动起来！》的全员信，宣布了一系列的人员调整及组织升级：
原天猫超市负责人李永和（老鼎）接管本地生活服务。原本地生活CEO王磊（昆阳）卸任回到集团，另有任用。
本地生活、高德地图、飞猪三大基于地理位置的业务，形成了「生活服务板块」，由俞永福（永福）分管，对逍遥子汇报。
天猫超市不再归属同城零售事业群，与天猫进出口合并为新的「天猫超市与进出口事业群」，由刘鹏（奥文）主管，对逍遥子汇报。同城零售事业群旗下的淘鲜达、本地生活新零售业务继续由李永和（老鼎）主管。
为了提升中台效率和用户体验，集团首席风险官郑俊芳（师太）将同时担任客户体验事业群（CCO）一号位。
上述调整当中，最引人注目的是：阿里不仅要继续加大对本地生活服务的投入，而且要改变打法，以多业务协同寻求制胜之道。自从2018年饿了么并入阿里、本地生活服务公司成立以来，虽然饿了么的用户和收入在增长，但是市场份额一直被美团压制着。资本市场早已对阿里本地生活不抱太大希望，在阿里内网上随处可见对本地生活业务的吐槽，就连本地生活服务公司的员工也处于士气低落状态。按照大部分人的观点，阿里应该对本地生活收缩投入乃至战略放弃；但是逍遥子决定继续打下去，并赋予更高的战略优先级——这是非常正确的！我表示完全赞同！
阿里对本地生活服务（更时髦的说法是「身边经济」）的持续投入，让我想到了1942-1943年，苏军对德军中央集团军群所盘踞的勒热夫突出部的一波又一波进攻，无论在当时还是在战后初期，这些进攻都是饱受争议的：
苏军对勒热夫的进攻几乎全部以失败告终，战损比也很难看，消耗了大量资源。哪怕是朱可夫亲自指挥的「火星行动」，也打了个虎头蛇尾。
在此期间，苏德战场的决定性战役在于南线（乌克兰、南俄罗斯），斯大林格勒、哈尔科夫、库尔斯克三大会战均在南线打响，苏军艰难地夺回了战略主动权，1943年下半年遂开始了一连串成功的进攻战役。
在南线苏军高歌猛进之时，中部苏军却只取得了有限的成功。勒热夫、奥廖尔等重镇都是德军主动放弃的；在1944年以前，苏军始终未能在这个方向上打出漂亮的胜利。
是不是让你想到了阿里与各路竞争对手的旷日持久的交锋？在核心电商战场（相当于苏德战场的南线），淘宝/天猫与竞争对手打得有来有往，淘特在与拼多多的对线中取得了一些战果，天猫618吸引了前所未有的25万商家参与。但是，在本地生活战场（相当于苏德战场的中部），饿了么对美团一直没打出什么漂亮仗，只能维持代价巨大的消耗战。在这种情况下，集团管理层还要在此投入更多资源，并且将高德地图、飞猪与本地生活结合为「生活服务板块」——这是不是把宝贵的资源投错了方向呢？这就像是斯大林格勒会战正酣之际，苏军最高统帅部却把大批预备队派到了勒热夫方向，打一场既不好看、也不占便宜的战役。
问题在于，从战略上看，如果阿里放弃本地生活，后果将不堪设想。假设按照某些聪明的投资人与自媒体的观点，阿里对饿了么停止投入，也不去组建生活服务板块，那么很快会导致如下连锁反应：
美团可以腾出手来，加强对买菜、闪送、社区团购的投入。这样，阿里的淘鲜达、天猫超市、盒马鲜生等新零售业务将承受巨大的压力，受到威胁的业务反而更多了。
阿里将失去一个高频的、基于地理位置的O2O电商入口，只能依托淘宝/天猫等传统电商入口去做新零售。这相当于低频打高频，很难打开局面。
高德地图将失去战略价值，支付宝的富余流量也将失去一个很好的出口，此前由饿了么APP承载的超市便利、买药、医美也将成为无源之水。阿里的新零售布局将出现一个巨大的空洞。
换句话说：苏军可以放弃对勒热夫突出部的进攻，但是这将解放一大批德军，使他们能够增援任何一个战场；同时让自己的战线中心放空，失去调兵遣将的主动权。战争不是数字游戏，有人吃肉就要有人啃骨头。在1942-43年的苏德战场，勒热夫的苏军就是啃骨头的；现在阿里本地生活也是啃骨头的。不能因为骨头难啃就不去啃了，因为不愿意啃骨头的人，总有一天也会吃不到肉！
我们可以观察到：逍遥子对阿里的未来有一个清晰的愿景，那就是「无所不包的大零售」：极速达的饿了么、淘鲜达，次日达的天猫超市、盒马集市，多日达的淘宝、天猫，旅行服务的飞猪，文娱服务的淘票票、大麦网，共同构成了满足消费者一切需求的电商服务矩阵。本地生活服务不但不能缺席这个矩阵，而且必须起到支点作用，与其他板块形成互补和反哺关系。
有人会说：这个道理虽然不错，但是饿了么过去几年一直没打过美团，今后还能有什么起色呢？这是个好问题，而且阿里已经找到了一部分答案：避免同质化竞争，依靠体系的力量（或曰协同的力量）去取得竞争优势。换句话说，不要模仿对手的打法，要选择最适合自己的打法，最大限度地发挥自己的优势。
举个例子，自从俞永福首次执掌高德地图至今，高德地图的DAU已经从不足1000万飙升至1亿以上。在高德地图上，你能找到加油、打车、订酒店、景区门票等多种本地生活服务入口。从两年前开始，高德与饿了么合作，用户可以在高德地图一键直达饿了么门店，享受排号、外卖、预定自提等服务。2021年3月，饿了么买药服务又与高德联合推出了「地图找药」。可以想象，在饿了么、高德地图、飞猪联合组建「生活服务板块」之后，三方之间的交叉服务会更加丰富而便捷。
玩过《王者荣耀》或《英雄联盟》的人都知道，我方的中单、射手或打野无法单挑打败敌人并不可怕；只要团战能赢，就有希望打爆敌方水晶。这次阿里组织升级，就是希望把饿了么VS美团、飞猪VS携程之间的「单挑」，升级为生态系统之间的团战。对于资源丰富、技术储备雄厚、业务覆盖面广的阿里而言，打这种团战的胜率显然更高。
如果你去读二战德军老兵的回忆录，就会发现：他们总是抱怨苏军的援军太多、补给太充足，就算德军能取得一个又一个战术胜利，仍然只能把战略主动权拱手让出。可是谁规定战争必须是在同等兵力、同等资源下的单挑呢？整个1943年，苏军在中部战线的大部分进攻，战损比都不太好看，但是后退的一方却是德军。
附带说一句，等到1944年6月，中部战线的苏军就终于可以扬眉吐气了：通过「巴格拉季昂行动」这个二战史上最大的进攻作战，苏军四个方面军彻底粉碎了德军中央集团军群，收复了整个白俄罗斯，并且在战损比方面第一次占据了优势。整场战争的结局就在那一刻决定了，苏军过去两年不遗余力的「啃骨头」换来了一场酣畅淋漓的「吃肉」。
本次阿里的人事调整也颇耐人寻味：李永和在天猫超市做的非常成功，天猫超市也成为了阿里迄今最成功的新零售业务，如今由他负责更广阔的本地生活服务。俞永福此前曾掌管UC、高德地图和大文娱，尤其是在UC做的非常成功；在短暂的主管阿里游戏业务之后，他受命分管新成立的生活服务板块。这是阿里目前最拿得出手的精兵强将了，依靠他们是有可能打赢关键会战的。
无论如何，从这次组织升级当中，我看到阿里巴巴这个庞大的商业组织还具备着极强的自我革新能力；阿里的决策层也清楚地知道现在该打什么仗、该怎么打。至于究竟能否打赢、以什么代价打赢，就要到战场上见真章了。
编辑/Anita
On July 2, 2021, Chairman Alibaba and CEO Zhang Yong (Xiaoyaozi) published a speech entitled "make the organization more agile, let's take action!" "announced a series of personnel adjustments and organizational upgrades:
Li Yonghe (Lao Ding), the former head of Tmall supermarket, took over the local life service. The original life CEO Wang Lei (Kunyang) left office and returned to the group with another appointment.
Local Life, Amap, and Flying Pig's three location-based businesses have formed a "life service plate", which is in charge of Yu Yongfu (Yongfu) and reports to Xiaoyaozi.
Tmall supermarket no longer belongs to the same city retail business group, and Tmall import and export merged into a new "Tmall supermarket and import and export business group", which was headed by Liu Peng (Aowen) and reported to Xiaoyaozi. Li Yonghe (Lao Ding) continues to be in charge of the new retail business of Taoxianda and local life, which are owned by the retail industry group in the same city.
In order to improve the efficiency and user experience of Zhongtai, Zheng Junfang, the Group's chief risk officer, will also serve as the No. 1 position in the customer experience Business Group (CCO).
Among the above adjustments, the most striking ones are:Ali should not only continue to increase investment in local life services, but also change the style of play to find a way to win with multi-business cooperation.Since ele.me was incorporated into Ali and the local life service company was founded in 2018, although ele.me 's users and income have been growing, its market share has been suppressed by Meituan. The capital market has long given up much hope for Ali's local life. Complaints about the local life business can be seen everywhere on Ali, and even the employees of the local life service company are in a state of low morale. From the point of view of most people, Ali should retrench or even give up strategically on local life, but Xiaoyaozi decided to continue to fight and give it a higher strategic priority-which is very right! I totally agree!
Ali's continued investment in local life services (or, in more fashionable terms, the "economy around") reminds me of the wave after wave of Soviet attacks on the Legev bulge occupied by the German Central Army Group in 1942-1943. these attacks were controversial both at that time and in the early postwar period:
Almost all the Soviet attacks on Larev ended in failure, and the battle damage ratio was ugly, consuming a lot of resources. Even Operation Mars, directed by Zhukov himself, came to a dead end.
During this period, the decisive battle of the Soviet-German battlefield was on the southern front (Ukraine and South Russia). The three battles of Stalingrad, Kharkov and Kursk all started on the southern front, and the Soviet army struggled to regain the strategic initiative. a series of successful offensive campaigns began in the second half of 1943.
When the Soviet army advanced by leaps and bounds on the southern front, the Soviet army in the central part achieved only limited success. Major towns such as Larev and Olior were abandoned by the Germans; before 1944, the Soviets had failed to win a beautiful victory in this direction.
Does it remind you of Ali's protracted confrontation with various competitors? In the core e-commerce battlefield (equivalent to the southern front of the Soviet Union and Germany battlefield), Taobao / Tmall played back and forth with competitors, Taote achieved some results in the match with Puduo, and Tmall attracted an unprecedented 250000 merchants to participate. However, in the battlefield of local life (equivalent to the middle of the Soviet-German battlefield), ele.me never fought a beautiful battle against Meituan, only to maintain a costly war of attrition. Under such circumstances, the group management has to invest more resources here, and combine Amap, Flying Pig and local life into a "life service plate"-is this putting valuable resources in the wrong direction? It was as if at the height of the Battle of Stalingrad, the Soviet High Command sent a large number of reserves to Larev to fight a battle that was neither good-looking nor advantageous.
The problem isStrategically, if Ali gives up local life, the consequences will be unimaginable.。Assuming that, from the point of view of some smart investors and self-media, Ali stops investing in ele.me and does not set up a life service section, it will soon lead to the following chain reaction:
Meituan can free up his hands and strengthen his investment in buying food, flash delivery and community group buying. In this way, Ali's Taoxianda, Tmall supermarket, box Ma Xiansheng and other new retail business will be under tremendous pressure, but more business will be threatened.
Alibaba will lose a high-frequency, location-based O2O e-commerce entrance and can only rely on traditional e-commerce entrances such as Taobao / Tmall to do new retail. This is equivalent to low frequency and high frequency, and it is difficult to open up the situation.
Amap will lose its strategic value, and the surplus flow of Alipay will also lose a good exit. Previously, supermarket convenience, medicine and medical beauty carried by ele.me APP will also become water without a source. There will be a huge hole in Ali's new retail layout.
In other words: the Soviets could give up the attack on the Legev bulge, but it would liberate a large number of Germans and enable them to reinforce any battlefield, while emptying the center of their battle lines and losing the initiative to deploy troops. War is not a numbers game. If someone eats meat, someone will eat bones. In the Soviet-German battlefield of 1942-43, the Soviets of Larev were gnawing at the bones; now Ali's local life is also gnawing at the bones. You can't stop eating bones just because they are difficult to eat, because people who don't want to eat bones will not be able to eat meat one day!
We can observe that Xiaoyaozi has a clear vision for Ali's future, that is"all-inclusive retail":The extremely fast ele.me and Taoxianda, the Tmall supermarket and box horse bazaar that arrived the next day, Taobao and Tmall that arrived for many days, the flying pigs of travel services, Taobao tickets and barley networks of cultural and entertainment services, together constitute an e-commerce service matrix that meets all the needs of consumers. Local life services not only cannot be absent from this matrix, but must also act as a fulcrum to form a complementary and back-feeding relationship with other sectors.
Some people will say: although this is good, but ele.me has not played Meituan in the past few years, what can be improved in the future? This is a good question, and Ali has found part of the answer: avoid homogenized competition and rely on the strength of the system (or synergy) to gain competitive advantage. In other words, do not imitate the opponent's style of play, to choose the most suitable for their own style of play, to maximize their own advantages.
For example, since Yu Yongfu first took the helm of Amap, Amap's DAU has soared from less than 10 million to more than 100m. On Amap, you can find the entrance to a variety of local life services, such as refueling, taxi hailing, hotel booking, scenic spot tickets and so on. Since two years ago, Gao de has cooperated with ele.me. Users can go directly to ele.me stores in Amap to enjoy ranking, takeout, booking pick-up and other services. In March 2021, the ele.me medicine purchase service and Gaode jointly launched the "map medicine search". It is conceivable that after ele.me, Amap and flying pig jointly form a "life service plate", the cross-service between the three parties will be more rich and convenient.
Anyone who has played "Arena of Valor" or "League of Legends" knows that it is not terrible for our Chinese singles, shooters, or outfielders to defeat the enemy alone; as long as the group battle can be won, there is hope to blow out the enemy crystal. The purpose of this Ali organization upgrade is to escalate the "one-on-one fight" between ele.me VS Meituan and flying pig VS Ctrip into a group war between ecosystems. For Ali, which is rich in resources, strong technical reserves and wide business coverage, the winning rate of this kind of regiment war is obviously higher.
If you read the memoirs of German veterans in World War II, you will find that they always complain that there are too many Soviet reinforcements and supplies, and even if the Germans can win one tactical victory after another, they can only cede the strategic initiative. But who stipulates that a war must be an one-on-one fight with the same forces and resources? Throughout 1943, most of the Soviet attacks on the central front did not look good, but the Germans retreated.
Incidentally, by June 1944, the Soviets on the central front were finally able to raise their eyebrows: through Operation Bagration, the largest offensive in the history of World War II, the four front armies of the Soviet army completely smashed the German Central Army Group, recaptured the whole of Belarus, and gained an advantage in terms of war damage ratio for the first time. The outcome of the whole war was decided at that moment, and the Soviet army spared no effort to "gnaw the bone" over the past two years in exchange for a sound "meat eating".
Ali's personnel reshuffle is also intriguing: Li Yonghe has been very successful at Tmall supermarket, and Tmall supermarket has become Ali's most successful new retail business to date, and he is now in charge of a wider range of local life services. Yu Yongfu was previously in charge of UC, Amap and Grand Entertainment, especially at UC, where he was very successful; after a brief stint in charge of Ali games, he was assigned to take charge of the new life services division. These are the best soldiers Ali can show at present, and it is possible to win key battles by relying on them.
In any case, from this organizational upgrade, I can see that Alibaba, a huge business organization, still has a strong ability of self-innovation; Ali's decision-makers also know clearly what war to fight and how to fight it. As to whether we can win and at what cost, we will see the real chapter on the battlefield.
Edit / Anita
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