Why don’t e-commerce companies need general managers? The answer may surprise you!

Who says that when a company becomes big, it must hire a "general manager" to take charge? This idea is really outdated!

E-commerceNot a traditional enterprise, don't use old methods to treat new diseases

Why do traditional companies need general managers?Highly standardized and repeatableMode.

The products are stable, the processes are clear, people manage people and things manage things, and a general manager is like an operator who arranges everything.

But what about e-commerce? Have you noticed thatThe pace of e-commerce is as fast as a roller coaster?

Yesterday you were selling beauty products, today you found that trendy toys are popular, and tomorrow you start planning againAIPeripheral products.

Do you still want to find a "traditional" general manager to take charge of the overall situation at this time?

That's like asking an antique clock repairman to command a rocket launch. It sounds very dangerous.

The reality is cruel: You can’t find a qualified “e-commerce general manager”

Many e-commerce bosses say: I can’t do it anymore, I’m too tired, I want to find a general manager to help me.

The problem is, can you find thatUnderstand business, personnel, trends, processes, and responsibilitiesThe "Hexagonal Warrior"?

If you really find such a person, wouldn't it be better for him to start his own business? Why would he work for you?

Even if you hired a so-called "e-commerce general manager" with a high salary, do you think he could get started right away?

Does he understand your product rhythm, your team culture, and changes in platform rules?

It's like asking an NBA player to play in the World Cup.It has strength, but it's totally off the mark.

Even if he finds it, he can't do it well.

Why? Because the difficulty of e-commerce is not just about “managing people”.

Do you think the problem is that the team is disobedient and fails to execute properly, so you need to hire a big brother to take charge?

Then you are too naive.

The biggest challenges for e-commerce are:Changing every day!

Platform rules are changing, user preferences are changing, traffic entrances are changing, and competitors are also changing.

You become famous today through live streaming, but your live streaming room may be blocked tomorrow.

You may succeed today by offering low prices, but tomorrow the supply chain may raise prices again.

Can the general manager you hired handle these?

He understandsVibrato和XiaoHongShu(小红书)difference?

He can predictTaobaoThe next wave of traffic dividends?

Can he decide to adjust product prices, change pictures, launch new products, and cut inventory within a few hours?

To put it bluntly, he simply couldn't handle this pace.

The core issues of e-commerce cannot be solved by the general manager

these yearsExperienced sadness, I deeply realized one thing:

The essence of e-commerce is half "personnel management" and half "business mutation".

These two things are completely different in nature.

One requires strong execution, patience, communication and coordination; the other requires inspiration, judgment and quick decision-making.

You expect one person to handle these two areas? Why not train a superman who can write code, shoot videos, and give speeches?

Let me tell you, even the founders themselves sometimes can’t do this.

The best solution: split into two parts, each with its own role

To put it bluntly, an e-commerce company is like a twin-engine aircraft:

One engine manages personnel processes, and the other manages business changes.

So I don’t ask for a “general manager”.

Instead, there are two key positions:

A "business manager" - responsible for trends, directions, strategies, and tactics.

A “management leader” - responsible for processes, systems, and team execution.

The two of them do not interfere with each other, each takes care of their own affairs and coordinate regularly.

This way, the company can remain flexible without being chaotic.

Which field is suitable for you?

I don’t like dealing with interpersonal disputes, arranging morning meetings, and evaluating performance every day. I feel it is too trivial and inefficient.

I like to keep an eye on market changes and look at industry data, which helps me make good decisions on the next step, so I am always at the forefront of "business changes."

Human resources issues should be handled by the appropriate management responsible.

The result is that the company can not only respond quickly to the market, but also maintain internal order.

It is as flexible as special forces and as steady as the regular army.

In the future, organizations will no longer need "gods", but "god combinations"

Times have changed. Don’t use the old-fashioned “general manager thinking” to manage new companies.

The e-commerce industry is changing so fast that no one person can shoulder all the responsibilities.

What we need is not an omnipotent god general, but aA collaborative combat system.

Everyone is responsible for the part he is best at.

Let business leaders take the lead boldly, identify trends and formulate strategies.

Let the person in charge of management stabilize the rear, execute processes and manage the team.

This combination is the optimal solution for modern e-commerce companies.

Summary of article points

• E-commerce companies change too quickly to be suitable for the traditional “general manager” structure.
• Business and human resources management are two different dimensions, and it is difficult for one person to take care of both.
• It is difficult to find a "hexagonal warrior" who understands e-commerce and can manage people.
• The correct approach is to split it into two positions: business manager + management manager.
• Founders should be more involved in business judgment rather than trivial management.

The future of e-commerce does not belong to "dictatorial" managers, but to "flexible and adaptable" organizational structures.

If you are still waiting for a general manager who can "take care of everything", you may never get one.

It’s better to rethink the structure of your company now, separate people and things, and divide the work clearly.

In this way, the company can actually enter the track of both rapid growth and sustainable operation.

Don’t you think so? 😉