After we published the post on Lazada’s senior management reshuffle, we have received quite a bit of interesting feedback.
A person, who worked in Alibaba for three years, told us that the reference of changing boss every year at Lazada was really nothing. “Over three years, I had six bosses.”
Another person, who only had five bosses, but over the timespan of just a year, told us that within a year he became the longest-serving staff member of the whole department.
But the best is from someone anonymous, who sent us a recent post he saw on social media. It goes:
After Alibaba acquires a company:
No matter where the company is, and which industry it is in.
- Hold a meeting in Hangzhou (Alibaba HQ) to define the KPIs;
- Realise that the acquired company could not achieve the KPIs;
- Parachute a senior manager from Hangzhou into the company to stress the KPIs, and ensure that the KPIs can be achieved;
- Realise that the senior managers sent in can’t achieve the KPIs either;
- Restructure the company, and fire those old employees who do not share the “Alibaba value”;
- Declare that the KPIs have been achieved – the senior manager returns to Hangzhou for a promotion; someone else is sent from Hangzhou to sort out the mess;
- Declare that the company’s strategy is in conflict with the Group, and shut down the company.
Below is the screenshot of the original post that was sent to us: