腾飞的京东：快速成长的管理挑战

Between 1998 and 2018, JD.com, Inc. (hereafter "the Group") transformed from a CD-burner shop, to China's largest—by revenue—retailer, to a technology-driven group of service companies. Headquartered in Beijing and listed on NASDAQ, the Group was a Fortune Global 500 company, and the third largest—by revenue—Internet company in the world. In 2017, its core business, JD Mall, achieved a gross merchandise volume (GMV; total sales value for merchandise) of RMB 1,300 billion. The staff increased to nearly 180,000 employees. In 2018, the Group's global research hub in Silicon Valley, having about 12,000 engineers and researchers, drove R&D on machine learning, cloud computing, big data, and artificial intelligence (AI), etc. to enhance the online and offline shopping experience. In 2011 and 2012, its founder, chairman and CEO, Liu Qiangdong (hereafter Liu), recruited several chief officers (CxOs) to strengthen JD.com’s internal management in order to prepare for high-speed growth from 2014. Long Yu (hereafter Long) was one of them. She joined in August 2012 as chief human resources officer (CHO) and general counsel. Over the years, Long launched various initiatives to strengthen the HR team and to improve its practices. In 2013, the group established JD Finance as an independent business group and started diversifying. During the high-speed growth, various management issues had arisen within the Group and called for the support of the HR team. This case (Case C) is the third part of the series about JD.com's HR management excellence and talent development, and depicts the new HR strategic challenges facing the Group's HR management team headed by Long.