Because large companies have many employees, many functions and many departments, they will need more management systems to manage them. Small companies are just the opposite. Because of the small number of employees and small scale, many companies still can not save their jobs. Therefore, there is often a situation where a person must have multiple duties. For example, a secretary may also have special assistance, or in a small development team, it is basically a person and PM, SA, SD and PG all the way to the end.

Because there are fundamental differences in the operation of large and small companies, there is such a view as "big corporate learning system to small company learning experience". But what do we really need to take away when we really choose a large company? How do we make ourselves more substantial when we go to small companies?

Generally speaking, when you enter a large company, you usually stay in a functional department, such as marketing unit, and you are a marketing specialist in charge, and then take charge of the marketing work of a product. After three years of such a job, I ask you, "what else do you learn outside your professional profession?" if you shake your head and tell me that you don't know anything else besides professional, it's too bad, because your purpose of choosing a big company seems to have not been achieved.

The so-called value chain is simply a series of value processes and activities created by a company to create customer value. A simple value chain may include R & D - production - > Sales - > services, in addition to other administrative, logistical support and human resources activities. This sounds very theoretical, but it is the key to a company's sustainable survival. You have to understand what the company is living on, and more importantly, you must know what your current company belongs to.

In the whole value chain, and figure out why this company's value activities are arranged in this way, why should we separate the presale from the sales unit? Why should we separate the brand marketing from the product marketing unit? What is the point of consideration? What are the benefits of separating and keeping together?

TIPS: why should you learn big companies?

To such a big extent, it must be related to professional division of labor and communication and coordination in the value chain. This is a great priority for you to learn.

No matter which great company it is, there must be talks.

，為什么大家如此重視專業(yè)分工，因?yàn)楫?dāng)一個(gè)人可以專注在某個(gè)領(lǐng)域，他的成果絕對(duì)會(huì)比分散在兩三個(gè)領(lǐng)域來的更專精，如果你要的是一個(gè)極度專業(yè)的人，那你一定要讓這個(gè)人持續(xù)作某個(gè)領(lǐng)域的事情，而不要他做一個(gè)樣樣通樣樣松的人，而大公司都會(huì)有種習(xí)慣，就是會(huì)很強(qiáng)調(diào)分工，研發(fā)單位專注的作技術(shù)研究、產(chǎn)品研發(fā)，然后將雛形交付給產(chǎn)品單位，產(chǎn)品單位負(fù)責(zé)產(chǎn)品生產(chǎn)與規(guī)格制定，接著進(jìn)入產(chǎn)品與營銷包裝，營銷活動(dòng)、銷售、服務(wù)議題則緊接而來，而這些都是由不同的單位負(fù)責(zé)，我們總是希望部門拆開后，彼此之間的溝通協(xié)作會(huì)自然成形，但更多的時(shí)候，你可能會(huì)發(fā)現(xiàn)部門與部門間有許多的灰色地帶，責(zé)任是劃分不清的，你可能覺得獨(dú)立作戰(zhàn)可能比協(xié)作更快，但你也會(huì)發(fā)現(xiàn)，不論如何公司仍會(huì)要求你持續(xù)的分工協(xié)作，而不要你一個(gè)單位從頭作到底，因?yàn)樗麄兌?/p>

It is clear that when they do not work professionally, their employees will never specialize in a specific field and never get top-notch, but the problem of communication and cooperation will always improve through continuous running in.

TIPS: why does a large company focus on division of labor and division of labor to achieve excellence? It can show its unique advantages at all levels, but it will also cause employees in a single functional department to fall into the problem of knowing only their own departments, so you have to understand this situation.