Each case has undergone in-depth information search, sorting and summary, striving to review the overall operational starting point and strategy. It doesn’t represent all the truth, but I hope you can gain something from it. Unlike general positions, working in operations in different companies is a completely different experience. Operational means, management methods, development stages, budgets and resources affect the content and busyness of operational work, as well as the ultimate growth and insights. The development and bubble of the industry have made our choices more helpless and our paths have forked. Today I want to talk about the differences between operating in a large company and a small company, and how to better balance this difference.Changes in the industry landscape The impact of industry development on operations has gone through several stages. Those who entered the industry around 2006 have about 10 years of experience so far. At that time, BAT, Shanda, NetEase, Tianya Mop and other companies were the largest, and e-commerce , community, content and game operations were booming. Because there were not many new opportunities in the industry, many of these predecessors had stayed in a company for more than 5 years and had profound operational skills. Around 2011, vertical e-commerce, group buying, and WeChat and Weibo emerged. Operators who entered the industry during this period had more choices, enjoyed the excitement of the industry war, and inherited the basic operational skills. Most people stay in a company for no more than three years, and their operational skills have been well developed, and the growth of unicorns gives them better opportunities. In 2014, mobile entrepreneurship exploded, and the recruitment threshold of giant companies was raised, and more newcomers to the industry flocked to start-ups. As competition and bubbles intensify, only a few people have the ability to stand on their own. Another group of people are forced to move to new options due to the wave of bankruptcies and layoffs. The growth trajectory determines that most of them will not have the opportunity to join the BAT oligopoly camp again, and can only wander around and look forward to better entrepreneurial opportunities. One can't help but wonder whether many of the current operators will be able to understand the operations and business systems as thoroughly as their predecessors in five years, or whether they will just become skilled operators and can talk about the development of the industry. The differences between the different stages include both passivity and helplessness, as well as inner expansion. Different employment requirements When it comes to fresh graduates, large companies still have strict interview processes and requirements. Except for specific positions, most operational positions do not have clear skill requirements because there is a complete rotation and training system. Communication skills, plasticity, values, etc. are more important. Of course, if you have internship experience in similar companies or projects, you will have a better grasp of the situation. Currently, the attitude of start-ups towards fresh graduates is somewhat "ambiguous". With the reduction of HC in large companies and the independence of personality, more fresh graduates are seeking challenges in small companies. On the one hand, small companies lower the threshold to recruit a large number of cheap promotion personnel. On the other hand, core operation positions require practical experience and divergent thinking, who can immediately take responsibility and contribute imaginative operation ideas. In social recruitment, in addition to strict work experience requirements, large companies also require extensive operational experience and success cases in a single operational field, such as categories and marketing . This is also why it is difficult to meet the standards of a large company when operating in a turbulent startup. Apart from helplessness, how to prepare to become a good operator is a more rational topic. The demands of opportunity are so clear, yet so confusing. Different growth environment1. Training system First of all, it is reflected in training. On-the-job training helps you quickly understand the company's business system and development history. Just like in love, mutual understanding is the basis of love. Team-building training allows employees in the same positions to exchange training and communication, thereby enhancing cross-departmental relationships and the possibility of cooperation. In addition, there are irregular operational skills training and case sharing sessions. Besides that, there is also extensive documentation. Including historical business documents, data indicator descriptions, various system usage documents, etc., every detail is documented. For a small company, it is important to have a good leader who can teach you step by step and to have self-driven learning capabilities. The rapid changes in business make the timeliness of documents very low. Conversely, you may be the one who sets all requirements and systems rather than being a passive recipient.2. Work Standards In terms of standardization, this is one of the great values that large companies provide to newcomers. It is of great help to operations in business communication, project management and self-reflection, and can be regarded as a standard for operational advancement. 1. Email culture. Every large company has its own email standards, especially when it comes to external and cross-departmental collaboration. Email is the most effective document that can clearly explain the progress of the business, problems that arise and solutions. 2. Weekly culture. Weekly report culture is one of the best ways to manage and summarize oneself. Summarize your work content, results, problems, solutions, and personal thinking and growth for the week instead of simply listing them. There are also performance reports and reviews at the quarterly, mid-year and end of the year to summarize the year's work achievements, reflect on problems and make plans. 3. Workflow. The project advancement of large companies has a strict docking process, including design and development review, budget resources and system permission application, etc., to cultivate the habit of comprehensive project assessment, result prediction and time management.For operations, developing good norms will give you the ability to control projects, predict results and break down formulas, and you can adjust processes in a timely manner to reduce risks. However, not every large company has excellent management level. On the contrary, there are complicated reporting mechanisms, slow feedback mechanisms, inefficient resource coordination levels, etc., which make project promotion and adjustment difficult and force them to passively obey instructions from superiors who are unaware of the real situation. In a small company, on the one hand, there is a fast and flexible reporting and feedback mechanism, and flat management makes project information transparent and everyone works together. On the other hand, it encourages oneself and the company to develop norms such as weekly reports and summary culture, so that one is clear about everything he does and can reflect on himself.Different challenges When working in operations in a large company, the pressure comes more from KPI. Each module that each person is responsible for has a clear KPI. The work content is broken down according to the KPI formula, and then time nodes are set . Each specific content has standards and paths. When facing new business, just copy the skills, and process management is more important than innovation. According to the KPI, the work will be gradually completed over a fairly long period of time. In a large company, you know exactly what you're going to do every day, even if you're overloaded. When operating as a small company, the situation is completely different. The biggest KPI is the company's overall KPI. What operations need to do is to keep trying and look for "small but beautiful" innovative operations. In the early stages of a product, operations need to find positioning through user feedback, and even attract users one by one. During the promotion period, operations need to explore more channels and try various operational methods such as new media operations , community promotion, social group operations and cross-industry cooperation. The biggest worry is how to find an effective method, and it is not even clear what to do in the next stage. In a small company, operations hopes to have clearer work content and goals like in a large company; in a large company, operations hopes to have more opportunities for independent trial and master more skills like in a small company. Different resources1. Team Configuration In large companies, through rapid redeployment, small teams for new businesses are equipped with complete front-end and back-end technology, design, product, and operations personnel, not to mention mature projects. For small companies, sometimes they have to rely on luck for staffing, so their operations may seem restricted, but this may also inspire more solutions. 2. Personnel Quality The quality of personnel in small companies is often uneven, due to many factors. Funding, project urgency, lack of unified culture, etc. A good team atmosphere means, on the one hand, that there are no ability or personal emotional barriers in business communication, and on the other hand, that there is spontaneous communication between members about life and work outside of working hours. This requires unified requirements for values and abilities in recruitment, as well as a good team-building culture.3. Shared Resources In large companies, many businesses share and complement each other in terms of technology and data. For example, in the category construction of Yitao.com, the backend category system basically comes from Taobao; services such as phone recharge and air tickets are also connected to Taobao, and then third-party platforms are absorbed. The advantage is that it greatly reduces development costs and promotes internal collaboration more efficiently. In terms of traffic resources, the main site or core products have sufficient traffic. The traffic needs of each part only need to be applied for and resources can be allocated according to the schedule. Regular marketing does not require additional budget investment. It is conceivable that for small companies, every time there is a marketing need, the operations department needs to be responsible for all traffic procurement, cost accounting, ROI, etc., and they have to live frugally within a limited budget. Of course, what you gain is omni-channel decision-making and trial experience, and the ability to measure input and output on a longer chain.Different results In mature projects of large companies, you complete different KPIs at each stage, the project develops steadily, and you master the skills of the links you are responsible for, as well as the development process and changes of the project. In new projects of large companies, once the direction is chosen, the project is pushed forward intensively with a huge investment of resources, and ultimately the project develops independently or is closed if it does not meet expectations. There were rarely any excessive adjustments in direction during the journey. It was more like a strategic attempt rather than a life-and-death battle. In a small company, the product has the founder’s original vision, but the more realistic goal is to survive. Throughout the process, there will be major adjustments in direction and operational strategies. In the midst of major adjustments, operations are more like a mother who is actively fighting for survival for her sick child.Harvest and Trajectory The benefits and impact on career trajectory are completely different in different companies. Large companies gain rigorous work and management processes, solid skills, rich network resources, and general market recognition. Small companies gain multi-field skills and have the opportunity to be independent, but they also face more growth pressure and trial and error. There is no such thing as good or bad, just different colors. Every choice means preparation for the future, the way you might work. Anyway, opportunities and choices are accidental, but the life you want is inevitable step by step.
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