24/06/2024
很多人在經營事業，都會迷信「把團隊打大」。我也曾經是。但我從不同的事業經營下來，發現團隊越大，越多的人聚集，有以下幾個問題：
1. 需要放入越多的管理資源。
光要找一個可以放大家進去的空間，約一個大家可以的時間，就非常困難。團隊大，聲音多，要能一起前進更困難。
2. 容易迷失。
很多人很喜歡管理運作，卻很不願意做BD（發展事業），因為BD 要面對到很多敏感神經，很辛苦。管理就照著目前模式繼續運作就好（其實也不應該是這樣，但事實上常常如此）。
管理很大一群人的人，有可能其實就是做久了就到這個位子，但不一定有實質對事業的幫助。更別說權力使人腐敗，很多人站上某個位子就開始頤指氣使，這也是常發生的。
3. 容易回頭一場空。
集合以上兩者，就容易其實忙得很，但實質的效益卻是少的。
可能我們會以為，那這樣難道就拆分成小嗎？不是的。
而是專注焦點那做到80%的20%的人。
不要怕人少，而是怕每個人都只做一點點，完成基本的工作，就想要領錢。每個人都是精兵的話，其實人數可以非常恐怖地變少。
我每一次創業都有同樣的誘惑：大。
大，當然有好處，的確大一點的總數比較大。
但是我要花的時間精力，和這個總數除起來的「人均貢獻」比較起來真的不划算，而過大的組織，「人均獲得」也少。
這點我們從 nVidia 就可知道，他們的員工數以這個規模來說，是非常少的，也因此黃先生可以維持扁平，而且人均的收入和產值都是較高的。
最近也開始新的工作團隊。
我以前可能會說「我們來把團隊打大一點」。
現在我會說，「拜託夠大就好，不要太大。每個人都有真正的產值比較重要。」
小，當然有其限制。
但小心這個「大」的誘惑，世上多少的人仍舊在看一個氣勢和規模，卻忘了真真正正拿到手上的，以及生活品質。
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Many people in business tend to believe in "expanding the team." I used to be one of them. However, from my various business ventures, I discovered that the larger the team, the more people gather, the following problems arise:
1. More management resources are required.
It's extremely difficult to find a space that fits everyone and schedule a time that works for everyone. With a large team, there are more voices, making it even harder to move forward together.
2. Easy to lose direction.
Many people enjoy management operations but are reluctant to engage in BD (business development) because BD requires facing many sensitive issues and is very challenging. Management can just follow the current mode of operation (which shouldn't be the case, but it often is).
Those managing large groups of people may have reached their positions simply by being there long enough, without necessarily contributing substantially to the business. Moreover, power corrupts, and many people become bossy once they reach a certain position, which happens frequently.
3. Easily end up with nothing.
Combining the above two points, it's easy to be very busy but achieve minimal substantive benefits.
You might think that the solution is to split into smaller units, but that's not the case. It's about focusing on the 20% of people who achieve 80% of the results.
Don't fear having fewer people; fear that each person only does a little, completes basic tasks, and expects to get paid. If everyone is highly competent, the team size can drastically decrease.
Every time I start a business, I'm tempted to go big. Big has its advantages; a larger total does yield higher numbers. But the time and effort I spend, divided by the total "per capita contribution," is really not worth it. And in an overly large organization, the "per capita gain" is also lower.
We can see this from Nvidia. Considering their scale, their number of employees is very small, allowing Mr. Huang to maintain a flat structure, with higher per capita income and productivity.
Recently, I started a new team. In the past, I might have said, "Let's make the team bigger." Now, I say, "Please, big enough is fine, but not too big. Each person's true productivity is more important."
Small, of course, has its limitations. But beware of the temptation of "big." Many people still look at momentum and scale but forget about what they actually achieve and the quality of life.
