In management, I’ve come to realize that simply chasing transactional results often leads teams into short-term thinking.

What truly builds organizational capability and personal growth is treating every task as an opportunity for development—I call this “Forging People Through Tasks.”

This is not an empty slogan but a practical management philosophy: honing people’s abilities through concrete tasks, allowing the organization to grow naturally through daily work.

Wang Yangming once said, “People must be tempered through tasks to stand firm.” This means that knowledge, will, and character must be tested in real-world tasks to truly develop.

Alibaba’s concept of “pursuing the real through the apparent” extends this philosophy to organizational management: projects and business goals are the tangible “apparent,” while the team collaboration, problem-solving skills, and personal growth forged in the process are the intangible “real.” The manager’s role is to design these “apparent tasks” as stages for cultivation.

In practice, I’ve found that the essence of “Forging People Through Tasks” lies in three dimensions: People, Tasks, and Environment.

People are the participants—their abilities, potential, and willingness determine the room for growth.

Tasks are the specific assignments or projects that need to be sufficiently challenging, enabling people to learn skills, experience, and methods through solving them.

Environment is the context—the psychological atmosphere, organizational culture, and management approach. An open, empowering environment with moderate pressure can catalyze task completion while amplifying personal growth. Without any one of these elements, this philosophy struggles to take root.

Alibaba’s Singles’ Day is a classic example of “Forging People Through Tasks.” Each year, the shopping festival is not just a business peak but a real-world training ground: teams across technology, operations, and customer service complete tasks under extreme pressure while rapidly sharpening their problem-solving and collaboration skills.

Similarly, when Alibaba pushes into new businesses, it places promising individuals in key roles—such as Tong Wenhong leading the creation of Cainiao Network. This is not simply assigning a task but honing leadership through real challenges.

In my own management practice, I prefer to operationalize “Forging People Through Tasks” into concrete actions: managers must know how to “find the right people, develop them, and bring them to maturity.” Newcomers can handle “familiar tasks” to build foundational skills and confidence in stable operations; core employees can take on “new challenges” to unlock their potential.

The key is to allow a reasonable margin for trial and error—neither micromanaging nor taking over—so that employees experience problems and solve them on their own, enabling genuine growth.

Tolerance for mistakes is not about letting things slide; it’s about planned development with necessary support.

This applies at the individual level as well. Work is not just about completing tasks or exchanging time for money; every challenge is an opportunity to train your abilities.

In my daily management, I often remind my team: actively take on tasks that seem complex or high-pressure—this is the best way to broaden your perspective and strengthen your character.

Over time, professional skills, judgment, and collaboration abilities accumulate through continuous practice.

Of course, practicing “Forging People Through Tasks” has its pitfalls. First, avoid turning it into mere exploitation—challenges must be paired with support. Second, account for individual differences; not everyone is suited for the same task.

Finally, always emphasize task design and reflection: without clear goals, ongoing coaching, and post-task review, even the most challenging assignment remains just ordinary work, not a vehicle for growth.

In summary, the core of “Forging People Through Tasks” lies in shifting the management perspective: instead of focusing solely on task outcomes, focus on cultivating people’s abilities and team collaboration through those tasks.

A manager’s mission is to design tasks, observe growth, and provide support—making every task a stage for forging people.

For individuals, every challenge is an opportunity for self-improvement. As long as you keep experimenting, reflecting, and refining in practice, “Forging People Through Tasks” becomes the intrinsic driving force for both organizational and personal evolution.