Weibo original text: Today at Giant Network's all-staff meeting, I spoke: Comfortable, Giant Network has become a rabbit hole. My primary task this time is to transform the rabbit hole into a wolf pack. Strengthen every employee's crisis awareness, keen opportunity capture, indomitable aggressiveness, and conscious team spirit. We will further improve employee compensation. Open the door wide, recruit heavily from campuses. For cadres and employees, implement a 10% bottom elimination every quarter until the rabbit hole becomes a wolf pack. Don't fear media misreading as layoffs. The following is a compilation of Shi Yuzhu's speech: This is also the 'third axe' Shi Yuzhu has wielded since officially returning to Giant. In the second half of 2015, after years of seclusion, Shi Yuzhu chose to make a comeback when Giant returned to A-share listing, vigorously pushing a series of reforms and adjustments. The 'first axe' targeted the company structure, announcing the dismissal of over a hundred cadres, reducing the six-layer bureaucratic management hierarchy to three layers, delegating power, and transforming the company from a subsidiary system to a studio system better suited to the mobile game market. The 'second axe' was a golden axe, announcing salary increases for all frontline R&D staff, averaging over 50%, and promising that producers who create quality masterpieces would become billionaires. According to announcements, Giant Network has recently been transferred to the listed company Century Cruises, marking the completion of the A-share listing. Choosing this time to implement wolf culture is not surprising to those familiar with Shi Yuzhu. Since starting his business in Zhuhai in 1989 developing Chinese character cards, Shi Yuzhu has been an entrepreneur for 27 years. During this period, he experienced three successes and one failure, and he regards Giant's return to A-shares as his fourth entrepreneurial venture. Known as a business legend, Shi Yuzhu inherently possesses entrepreneurial 'wolf nature', which has been labeled as a disruptor and agitator in products and business models in ventures like Chinese character cards, Brain Gold, and online games. Moreover, the financial market he is passionate about has a famous term called 'Wolf of Wall Street'. The following is a record of key points from Shi Yuzhu's first employee meeting in 2016, offering a glimpse into his decision to implement 'wolf culture'. No.1 Debate with Ma Yun on Whether Rabbits or Bad People Are More Harmful to the Company I discussed the issue of rabbits versus bad people with Ma Yun several times. The focus of the debate was: Are rabbits more harmful to the company, or are malicious bad people more harmful? Ultimately, I was convinced by Ma Yun that rabbits are more harmful. Because bad people exhibit bad behavior that those around them can detect, making others vigilant and cautious. With everyone on guard, they cannot cause much harm, or the harm is temporary, short-lived, and one-time, not lasting. Why are rabbits more harmful to the company? Rabbits are well-liked and popular, but they don't produce results. Rabbits love to reproduce more than anything, constantly breeding, finding similar types, and producing many little white rabbits, forming a rabbit hole that occupies positions, resources, and opportunities. If a large number of core positions are occupied by rabbits, forming a 'rabbit hole' culture, the company loses combat effectiveness and market opportunities. No.2 Why Implement 'Wolf Culture' at Giant? Wolf culture was first proposed in Chinese enterprises by Huawei. In 1989, when I was starting my business in Zhuhai, I paid attention to Huawei. I think Huawei has become so impressive today because of two core elements: first, the founder's excellent decision-making, where I have a significant personal gap with Ren Zhengfei; second, Huawei's wolf culture, which has been upheld for so many years. Successful companies may not always say it, but in their bones, most are wolf cultures, such as Samsung, Alibaba, and Tencent. They take their research and understanding of customers, combine it with their own strengths, and leverage it to the extreme. If a bunch of rabbits were making products, they wouldn't think about these things. Baidu has also begun to advocate wolf culture in recent years. So any great company has a wolf culture. A rabbit hole culture is bound to fail, especially in internet industries where competition is so fierce; without wolf culture, it's a dead end. No.3 'Wolf Culture' Has Four Major Characteristics

  1. Crisis awareness. Wolves fear starving to death; they have high energy expenditure and consumption, always worrying about starving, so their crisis awareness is particularly strong. Rapidly developing companies must have a sense of crisis. Bill Gates said, 'Microsoft is always only eighteen months away from bankruptcy.' Samsung also has a similar crisis corporate culture. But rabbits have no crisis awareness; they are happy-go-lucky, living in the grass, cute and joyful. Companies that last long have crisis awareness; those without it don't last long. A sense of security is not to be sought; only by living with crisis awareness can one truly have security.
  2. Sharp noses, keen sense of smell. Wolves are good at seeking and discovering market opportunities. Wolves sniff the wind, constantly using their sharp noses to find opportunities. If we apply this to our game development work, we should ask: Have we found the right game genre? Have we found the core gameplay? Have we found the highlights in the gameplay? Our daily work is not simply assigned by superiors; we should find our own highlights and breakthrough opportunities. Rabbits have dull noses and don't seek opportunities; they are cute, hopping around in the grass. Their eyesight is also poor, always red.
  3. Spontaneous attack, indomitable. Once they launch an attack, they don't need the alpha wolf to instruct; attacking is their instinct. They don't fear difficulties and won't stop until they achieve their goals. Rabbits are different; they have no aggressiveness, living day by day, easily satisfied, just eating grass every day, and certainly lacking indomitable spirit.
  4. Teamwork. Wolves rely on the group, the team, with tacit cooperation. When a wolf pack chases a cow, the faster ones block ahead, the left ones flank from the left, and the right ones from the right. This is not commanded by the alpha wolf; cooperation is inherent in wolf instinct. We should bring this spirit into our work, proactively cooperating and not shirking responsibility. Developing a product involves cooperation across many departments; only by cooperating like wolves can we succeed. No.4 Drive Out Rabbits, Distribute Stocks to 'New Wolves'
  5. Ideological transformation. We should not be old white rabbits; we should be alpha wolves. Those old white rabbits who cannot change, please go to other companies' rabbit holes. We need to absorb more young, creative, excellent talent, open the door wide, and recruit wolf-natured talent. At last year's employee meeting, I mentioned Supercell, a Finnish mobile game company with only 168 people and $1.2 billion in annual profit; all 168 are wolves. I also want to find many wolves, as many as possible; as for rabbits, drive out as many as possible. If we can find 168 wolves, their contribution will certainly be greater than 1680 rabbits.
  6. Healthy talent flow. A company or team should value quality over quantity; the fewer people, the better. Last time we visited Supercell, the young man demonstrating the game was under 30, and the game was made by 2 people in 2.5 months; now it ranks first globally. Mobile game development should be lightweight; if a team exceeds 7 people, it's hard to succeed. Teams of more than 7 are also less efficient and tend to shirk responsibility. I remember when 'Zheng Tu' first succeeded, there weren't many people; after success, every department liked to pile on people. Old white rabbits like to breed little white rabbits and like to keep extra staff.
  7. Link benefits to performance. With fewer people on the team, there's more room for salary increases. Use the freed-up salary to raise pay for those who stay and new wolf-natured people. I don't want to increase company profits by saving on labor costs. I want to drive out all rabbits and distribute the benefits to the 'new wolves'. 'New wolves' include old employees who transform from rabbits to wolves and new people recruited from outside. Rabbits shouldn't expect to stay for 3 years and get stocks. If you don't contribute, giving you a share is a waste. That's my basic thinking. What I'm going to do next is drive out old white rabbits and redistribute their stocks to other wolves. The core of turning a rabbit hole into a wolf pack is to closely link each wolf's interests with the company, thereby stimulating wolf nature.
  8. Enforce the bottom elimination system. Do it once a quarter until our team smells like wolves. I'm not afraid of media misreading it as layoffs. Right now, when I sniff around, I smell rabbits. I hope to increase the proportion of wolves in the team; there's no limit on the number of wolves. My standard is: wolves, not rabbits. But when there aren't enough wolves, having too many rabbits won't do. So we must strengthen mobility, open the door, bring in dynamic wolves, let many excellent young people in, survival of the fittest, 'invite wolves into the house'. Note, we are eliminating rabbits, not wolves. Rabbits are well-liked and easily kept. I will evaluate each project to ensure effective implementation. This platform will soon organize distributor friends who intend to transform into B2B platform e-commerce to visit and learn from some well-performing domestic B2B platforms. Friends who want to learn with the editor can add the editor's WeChat. When adding, please reply with the keyword: 考察 - END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and useful tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | [Long press QR code to follow]