Is it okay for e-commerce companies not to have internal promotions? Kazuo Inamori's management style allows your team to "grow downwards"!

E-commerceThere Should Be No Promotions in Companies: The Management Wisdom of Kazuo Inamori Applied to Modern E-commerce

Can you believe it? Eliminating promotions in e-commerce companies can actually make the business run faster, more steadily, and more sustainably.

Many people's first reaction upon hearing this viewpoint is: "That can't be right." But I'm here to tell you that this is precisely the essence of Kazuo Inamori's management methods, and it's also the most effective mechanism I've discovered through my own experience.

Kazuo Inamori completely abolished the traditional hierarchical system in his company.

There are only two types of people in the company: ordinary employees and those in executive positions.

There are no section chiefs, no managers, and no vice presidents.

Does it sound a bit revolutionary? But it is precisely this "de-hierarchical" arrangement that makes the company operate more flexibly.

Because when one person is in charge of a task, others only need to cooperate and carry it out.

If the person in charge is not capable enough, then replace them with someone else, and things can still move forward.

But if you give him a job title, like section chief, it will be troublesome to remove him later.

They lose face, become mentally unbalanced, and may even resign directly.

This is the biggest drawback of the traditional promotion system.

Kazuo Inamori's approach completely solved this problem.

The unique characteristics of e-commerce companies: rapid changes, where promotions actually slow down the pace.

How fast-paced is the e-commerce industry?

We might launch a new product this month, and then conduct a traffic test next month.

Today's strategies may need to be overturned and started all over again tomorrow.

In this environment, the traditional promotion system is simply a heavy burden.

Because promotion means a fixed position and fixed responsibilities.

E-commerce requires flexibility and adaptability.

We implemented Kazuo Inamori's ideas in our company and found the results to be amazing.

For example, I can temporarily assign a regular employee to be in charge of a project.

After the matter was completed, he returned to his original post and continued to serve as a "soldier".

Alternatively, the same project can be jointly managed by multiple people, allowing for flexible teamwork.

This mechanism is a perfect fit for the ever-changing nature of e-commerce.

Without promotion, where is the employee's room for advancement?

Many bosses question: Without promotion, how can employees see a future?

My answer is: it's not "upward" but "downward".

What do you mean?

If you do a good job in a task, thoroughly researching the strategy and translating it into actionable work, the company will assign you an executive assistant.

This frees up your time, allowing you to take charge of the second task.

As your responsibilities expand, your team will naturally grow as well.

In our company, becoming a manager is not about being promoted, but about taking responsibility for things, delegating them, and then taking on new responsibilities.

As you take on more and more responsibilities, your team may expand from three to five people to seven or eight people.

This is the logic of "growing downwards".

Exponential growth: Managers are not promoted, but grow organically.

Some people might ask: What if someone has too many responsibilities and can't handle them all?

The answer is simple: fission.

Delegate tasks to those subordinates who are capable of handling them independently, allowing them to take on more responsibilities.

At the same time, he was assigned an assistant to form a new small team.

In this way, managers are not promoted, but rather naturally formed by taking on more responsibilities and "growing downwards".

The company grew bigger and bigger, and became more and more stable.

Taking initiative and responsibility: Employees no longer wait for promotions, but actively seek out work to do.

The biggest advantage of this mechanism is that employees will not sit idly by and wait for their boss to promote them.

Instead, they will proactively think about how to "grow downwards".

Take the initiative to find work and proactively solve problems.

Only in this way can he obtain more resources and assistants, and expand his influence.

This mechanism makes everyone in the company more proactive.

Where there are shortcomings, everyone will take the initiative to fill them.

The boss, on the contrary, became more and more relaxed.

Why is this mechanism more suitable for e-commerce companies?

The biggest difference between e-commerce companies and traditional manufacturing companies is the speed of change.

Traditional industries may only undergo a major adjustment once a year.

But e-commerce companies may have new products, new channels, and new ways of doing things every month.

If we continue to use the traditional promotion system, with its rigid hierarchy, efficiency will inevitably be low.

By eliminating promotions and replacing them with "downward growth," companies can maintain a high degree of flexibility.

Everyone can respond quickly to change and proactively take responsibility.

This is the management model that e-commerce companies truly need.

Conclusion: My Views and Reflections

In my view, Kazuo Inamori's management wisdom is essentially a decentralized way of thinking.

It breaks down the traditional power structure, making responsibility and execution the sole measure of success.

This mechanism not only makes the company more flexible, but also motivates employees.

Because they no longer rely on their boss's promotion, but instead continuously "split" and "grow" through their own efforts.

This is a very哲学Meaningful management style.

It allows businesses to grow like a tree, constantly taking root downwards and expanding outwards, eventually forming a vast ecosystem.

In the ever-changing e-commerce industry, this mechanism is especially important.

It keeps the company dynamic and always allows it to respond quickly.

Final Thoughts

E-commerce companies should not have promotions.

Promotion systems only slow down the pace, create conflict, and stifle flexibility.

The truly effective mechanism is Kazuo Inamori's "de-hierarchical" approach, which allows employees to continuously expand their responsibilities by "growing downwards".

This approach makes companies faster, more stable, and stronger, makes bosses more relaxed, and makes employees more proactive.

If you run an e-commerce company, you might want to try this mechanism.

You will find that the efficiency and vitality of the company will undergo a dramatic change.

The future competition in e-commerce will not be about who has a higher level, but about who has a more flexible mechanism.

Take action and make your company a continuously growing tree.