This book focuses on the core challenges in the rapid development of technology companies - the dynamic evolution of organizational mechanisms and the iterative growth of key roles. It focuses on the "three forces" of performance management, salary incentives, and promotion and development, as well as the three key roles of chief technology officer, second-curve business general manager, and human resources number one. Through six long-cycle cases of Chinese technology companies, this book presents conflicts, compromises, and wisdom in mechanism changes and talent development. This book rejects ideal models and deeply explores the contradictions, trade-offs and wisdom of "imperfect evolution" in change; the selected cases span several years to fully present the long-term effects of change and changes in organizational trajectories; the insights come from the condensed development history of China's technology Internet and intelligent Internet enterprises for more than 20 years.
This book is suitable for founders and managers of technology companies, researchers and consultants who focus on organizational development and talent strategy, and practitioners who are committed to promoting enterprise evolution.
