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“布道师”盖伊•川崎关于白手起家的“十诫”

布道师盖伊川崎关于白手起家的十诫



盖伊·川崎(Guy Kawasaki)最近出席了宾夕法尼亚大学的科技研讨会,期间他谈到了商业创新,并讲述了自己25余年的专业经验,他的行业背景被幽默的投资商和企业家戏称为我的坎坷经历。川崎出生在夏威夷,在获得斯坦福大学的心理学学位及加利福尼亚大学洛杉矶分校MBA学位之后,成为苹果电脑公司的第二位软件布道师,在1983年至1987年间,他从事的工作就是说服人们为苹果电脑开发软件。川崎回想起在苹果公司经历,称他的同事们是有着远大抱负的、积极主动的、而且毫无疑问,他们是加州有史以来最伟大的极端自我主义者,但是这个记录被后起之秀Google打破了。

离开苹果公司之后,川崎成为了一名作家、咨询师和风险投资者,同时还开了自己的公司。他的书著包括《麦金塔方式》(The Macintosh Way)、《策略革命家》(Rules for Revolutionaries)、《销售梦想》(Selling theDream),以及最近的《审视现实》(Reality Check)。现年54岁的川崎经常在自己的风险投资公司Garage Technology Ventures里评审创业公司的商业计划。公司的咨询范围包括物流外包乃至可再生能源等技术,但是他也坦承公司还未有重大突破性项目即自己的苹果公司或Google2008年,川崎推出了Alltop免费网站,该网站使用RSS Feeds技术来聚合数千家网站和博客的最新文章。他的博客如何改变世界How to Change theWorld)是访问最多的商业战略网站之一。

在宾夕法尼亚大学的大会上,他宣布技术高管硕士课程(EMTM)推出20周年,这个课程是由宾大技术工程系推出并由沃顿商学院协办的。他在题为创业的艺术的演讲中提出了如何为客户创造价值的十诫。在演讲过程中,他列举了不少妙趣横生却又发人深思的实例,从以前的冰块运送员到可以打开啤酒瓶盖的沙滩凉鞋。

以下是经过归纳的川崎十诫

1.要创造意义,而不只是赚钱。make meaning, notmoney作为风险投资者,川崎说道,我们跟许多公司打交道,他们经常说一些他们认为我们想知道的事,也就是赚钱。据我观察,以赚钱为主要目的的公司多数很难成功。他们吸引了错误的共同创始人和早期的员工。他提出,创业者应当关注的是,使产品与服务具有超出各部分总和的价值,这样自然就能赚钱。他提到了耐克公司在女式健身运动鞋方面的创新,改变了人们对于耐克用几片棉花、皮革和橡胶,在远东地区不太可靠的生产环境下制造鞋子的观点。耐克在有关女性如何被衡量和评价方面大做文章,最终将“2.5美元的原材料变成标志着效率、力量和解放的产品。耐克为运动鞋赋予了意义。伟大的公司创造意义。当然,苹果公司在推出MaciPhone等产品的时候也采用了此种方法。

2. 定下几字真言,而不是使命说明。枯燥乏味的企业使命:依赖领导力创新与团结合作,为客户和社会提供一流的产品与服务,除了对制订使命说明的咨询师有意义之外,这类企业使命毫无实际的指导意义,川崎说道。企业使命必须短小精悍,你要亲自定义你想提供给客户的意义。耐克:值得信赖的运动性能。联邦快递:省心省力。为了让企业内外的人都能理解,应当充分说明公司存在的理由,以及如何满足客户要求和需求。

3. 打破常规思维模式。面对具有相同思维模式的竞争对手,创新比胜人一筹更难。如果你有一家菊轮打印机公司,那么公司目标就不是推出另一种字号的Helvetica字体,而应当是推出激光打印机,他说道。这对于一些公司而言相对容易些。川崎指出,在没有冷藏技术的年代,制冰行业需要采冰人在冬季用马匹、雪橇和冰锯等工具去户外采集冰块。1900年,重达一千万磅的冰块就是这样运送的。进入冰块2.0”时代之后,工厂在任何地方都能制造冰块,然后由运冰员将冰块运送到各家公司和住户。最后就是冰块3.0”时代:家用冰箱年代。

但是,却没有一家采冰厂发展为制冰厂,也没有一家制冰厂转型为冰箱制造企业。因为多数企业主要根据经营内容来确定企业发展方向,他说道,而不是思考我们能为客户提供什么价值?真正的创新出现在打破常规思维模式的时候,而不是为了10%15%的利益而争得你死我活。

4. 产品设计遵循“DICEE”原则。“D”deep)代表有深度,川崎认为应当设计出不同寻常的产品功能。他喜爱的一个有深度的创意就是Fanning Reef凉鞋,这款凉鞋的鞋底置入了一个开瓶器。“I”intelligence)是指智能。比如松下公司设计的BF-104手电筒,鉴于人们家里总是有各种型号的多余电池,因此公司设计出可以适配三种不同规格的电池的手电筒。“C”complete)是指全面,即不只是产品,还包括技术支持与服务的全面。第一个“E”elegance)是指优雅:川崎认为产品的美观很重要。公司应当有CTOchief taste officers首席品位官,他说道。第二个“E”emotive)是指情感。卓越的产品往往带有强烈的情感要素:比如哈雷摩托、苹果麦金塔电脑。

5.别担心生产蹩脚货这并不是让你生产劣质产品,而是指在你的创新之中可以带有一些蹩脚的成分,川崎说道。Twitter有一连串的缺陷,但是它正在改变人们的习惯。第一台Mac有很多需要改良的地方,但是它宣告了个人电脑的未来发展方向,而且是指日可待的。

6. 让人们两极分化。想让所有人满意,最终只能让你生产出平庸的产品,川崎说道。在一些人看来,四四方方的Toyota Scion xB汽车看上去很丑,但是喜欢它的人却觉得它酷的不得了。TiVo在大受欢迎的同时,却使广告业为之抓狂。

7. 百花齐放。引用的是毛主席语录,川崎指出,你无法知道鲜花将在哪里出现,所以就让它们生长吧。创新成果会吸引到意想不到的客户。比如雅芳的Skin-so-Soft柔肤乳系列,这款产品变成了广受欢迎的驱蚊剂。他指出,原则一:收到钱。原则二:了解谁在购买你的产品,问他们为什么购买,并给他们更多的理由。这比去问那些对产品不感兴趣的人为什么不买,然后试图改变他们的想法要容易多了。

8. 不停地搅拌、搅拌。永远改进。听取客户的意见。这很难,川崎说道,因为创业者或企业家必须要经常无视反对者的意见,还有宣称不可能的那些蠢汉。等一切都完成之后,客户拿到了产品,接下来就要听取他们的反馈意见。产品交付之后,就要积极响应,川崎说道。

9. 给自己定位。川崎特别强调给自己定位。他用一个简单的X-Y图来演示,四个象限分别表示独特性价值的变量。产品或服务如能提供价值,就不必是独特的。戴尔公司就是靠此来占领电脑市场的。左下方的象限列入了20世纪90年代后期的许多互相效仿的dot.com公司,这些公司价值低、缺乏创意。而右上方的象限则是高价值且独特的产品和服务。其中包括网上电影票服务商Fandango和可以加快机场安检速度的Clear卡。右上角是市场营销的聚宝盆,他说道,这里就是意义的所在,既能赚到钱,也会创造历史。

10. 在向风险投资人演示商务方案时,遵循10-20-30准则。具体表现为,幻灯演示不超过10页,演示时间限于20分钟,演示材料选择30点的字号(内容要简洁)。演示商务方案的目的并不是带着支票回家,他说道,而是尽量不被剔除

川崎还为创业者提出了一个加分点以及一个自我检讨别让蠢汉得逞,他说道,还列举了一些反对科技者的陈词滥调,比如,IBM董事长托马斯·沃森(Thomas Watson)曾在1943年断言说,全球的计算机市场总共只有五个”(计算机历史学家质疑这条无确凿根据的发言的真实性),还有,西联汇款未意识到电话的用途。这些公司重点考虑的是他们已经做的事,而没有放眼下一步。无视他们,川崎说道。尽管如此,他承认自己也曾经当过一次蠢汉 20世纪90年代中期,他曾有机会接受雅虎首席执行官一职的面试,但他拒绝了。因为他当时认为网络只不过是装有电脑调制解调器的一样东西,门户网站更是没有太大的价值。我计算过,这个决定让我损失了20亿美元。




TenCommandments from Entrepreneurial 'Evangelist' Guy Kawasaki


When Guy Kawasaki talks about business innovation, as he did recently at aUniversity of Pennsylvania technology conference, he brings more than 25 yearsof major-league experience to the conversation -- a background that thegood-humored investor and entrepreneur calls "my checkered past."After getting a psychology degree at Stanford and an MBA at UCLA, theHawaii-born Kawasaki became the second software "evangelist" at AppleComputer, where his job from 1983 to 1987 was to convince people to createsoftware for the Macintosh. Kawasaki fondly recalls his colleagues at Apple asvisionary, driven and "arguably the greatest collection of egomaniacs inthe history of California -- though the record has subsequently been broken byGoogle."

After leaving Apple, Kawasaki started his own companies in addition tobecoming an author, consultant and venture capitalist. His books include TheMacintosh Way, Rules for Revolutionaries, Selling the Dream and,most recently, Reality Check. Now 54, Kawasaki listens to pitches fromstart-ups regularly at his venture capital firm, Garage Technology Ventures.Its portfolio includes technologies ranging from logistics outsourcing torenewable energy, though he admits the firm hasn't yet had its breakout hit --its own Apple or Google. In 2008, Kawasaki launched Alltop, a free Web sitethat uses RSS feeds to aggregate, by topic, the latest stories from thousandsof web sites and blogs. His blog, "How to Change the World," is among the most visited business strategy sites.

At Penn, he spoke at a conference marking the 20th anniversary of theExecutive Master's in Technology Management (EMTM) program, offered by PennEngineering and co-sponsored by Wharton. His talk, titled "The Art ofInnovation," amounted to a 10-point manifesto on how to make something ofvalue for customers. Along the way, he invoked funny and revealing examplesthat included everything from obsolete ice-delivery men to beach sandals thatopen beer bottles.

The following is a summary of Kawasaki's "Ten Commandments":


1. Make meaning, not money. "As venturecapitalists," Kawasaki said, "we deal with many companies, and oftenthey come in [saying what] they think we want to hear: that they want to makemoney. It's been my observation that most companies founded on this concept ofmaking money pretty much fail. They attract the wrong kind of co-founders andearly employees." Rather, he says, entrepreneurs should focus on makingtheir product or service mean something beyond the sum of its components -- andthe money may very well follow. He noted how Nike made its aerobic sneakers forwomen into more than just "two pieces of cotton, leather and rubber,manufactured under somewhat suspect conditions in the Far East." Withsmart advertising about how women traditionally have been measured and judged,Nike "turned $2.50 of raw materials into something that stands forefficacy and power and liberation. They are making meaning with shoes. Great companiesmake meaning." Certainly, Apple has done that with the Mac, iPhone andother devices.


2. Make a mantra, not a mission statement. Bland, generic company mission statements -- about "deliveringsuperior-quality products and services for our customers and communitiesthrough leadership innovation and partnerships" -- serve no one but theconsultant brought in to develop them, Kawasaki said. Instead, keep it shortand define yourself by what you want to mean to consumers. Nike stands for"authentic athletic performance." FedEx is about "peace ofmind." To get everyone internally and externally on the same page, explainwhy your organization exists and how it meets customers' needs and desires.


3. Jump curves. Innovating isharder than just staying a little bit ahead of competitors on the same curve."If you're a daisy-wheel printer company, the goal is not to introduceHelvetica in another point size. The goal is to jump to laser printer," hesaid. That's easier in some businesses than others. Kawasaki noted how in thedays before refrigeration, the ice industry consisted of ice harvesters in coldclimates using horses, sleighs and saws to collect ice outdoors during wintermonths. Ten million pounds of ice were shipped in 1900 that way, he said. Thencame "Ice 2.0" -- factories that could freeze ice anywhere and an iceman who would deliver it to establishments and homes. Finally came "Ice3.0": home refrigerators.

Of course, none of the ice harvesters got into the ice factory business,and none of the factories got into the refrigerator business. That's because"most organizations define themselves in terms of what they do," hesaid, "instead of thinking 'what benefit do we provide the customer?' Trueinnovation comes when you jump curves, not when you duke it out for 10% or 15%better."


4. In product design, "roll the DICEE." That's an acronym. "D" is for deep, which to Kawasaki meansthinking about features that go beyond the norm. One of his favorite"deep" ideas: Fanning Reef sandals, which have a bottle opener builtinto the sole. "I" is for intelligence, as seen in the design ofPanasonic's BF-104 flashlight, which uses batteries of three different sizes toaccommodate the random mix of extra batteries many people have around thehouse. "C" is for complete -- or being not just a product, butincluding support and service. The first "E" is for elegance: Beautymatters, according to Kawasaki. "Companies should have CTOs -- chief tasteofficers," he said. The second "E" is for emotive. "Greatproducts generate strong emotions: Think Harley Davidson, Macintosh."


5. Don't worry, be "crappy." This doesn't mean ship a bad product, but "your innovation can haveelements of crappiness to it," Kawasaki said. Twitter has a litany offlaws, but it is changing people's habits. The first Mac had plenty of room forimprovement, but it made a statement about the future of personal computing,and it did not need to wait.


6. Polarize people. Try to be allthings to all people and you often ship mediocrity, Kawasaki said. The boxyToyota Scion xB looks ugly to some people but very cool to its devotees. TiVobecame popular while maddening the advertising industry.


7. Let 100 flowers blossom. Borrowing fromChairman Mao, Kawasaki said you never know where the flowers will emerge, solet them grow. Innovations may attract unexpected and unintended customers.Think of Avon Products' Skin-so-Soft cream, which became popular as a mosquitorepellent. Rule one, he said, is "take the money. Rule two: Learn who'sbuying your product, ask them why and give them more reasons. That's a loteasier than asking people who aren't interested 'why not,' and trying to changetheir minds."


8. Churn, baby, churn. Always improve.Listen to customers for ideas. That's difficult, Kawasaki said, because aninnovator or entrepreneur must often ignore the advice of naysayers and"bozos" who say it can't be done. Once it is done, and the productreaches the hands of customers, it's time to start listening to their feedback."Once you ship, then you flip," Kawasaki said.


9. Niche yourself. Find your place,Kawasaki urged. He showed a simple X-Y graph, with the usual four quadrantsmapping the variables "Uniqueness" and "Value." A productor service does not need to be unique if it delivers value. That, he said, ishow Dell won market share selling computers. In the lower left quadrant of hisX-Y graph he placed many of the me-too dot.com companies of the late 1990s thatwere low value and uninspired. But in the upper-right quadrant were high value,unique products and services. They included the online movie-ticketing serviceFandango and the Clear card that can speed passage through airport security."The upper-right-hand corner is the holy grail of marketing," hesaid. "It's where meaning is made, it's where money is made, it's wherehistory is made."


10. Follow the 10-20-30 rule when pitching toventure capitalists. That means no more than 10 PowerPoint slides, a limit of20 minutes for the pitch, and using a 30-point font size in the presentation(to keep it simple). The goal of such pitches isn't to walk home with a check,he said, it's to "not be eliminated" from consideration.

Kawasaki added one bonus point for innovators -- and a mea culpa."Don't let the bozos get you down," he said, trotting out somewell-worn statements from technology naysayers, such as IBM chairman ThomasWatson's assertion in 1943 that the total worldwide market for computers was"maybe five" (computer historians question the authenticity of theunsubstantiated quote), and Western Union's inability to see a use for thetelephone. These companies were trapped by thinking about what they alreadydid, rather than what could be done next. Ignore them, Kawasaki said.Nevertheless, he admitted he was a "bozo" himself once. In themid-1990s, he was offered a chance to interview for the CEO position at Yahoo.He declined. He saw the web as just another thing to do with a computer modem,and a web index as having limited value. "By my calculation, this decisioncost me $2 billion."

Giving advice at the right time has to involve a great deal of intelligence.

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ECorner: 4 Silicon Valley Leaders on Hiring

4 Silicon Valley Leaders on Hiring

Hiring is not just adding headcount; it's building the culture to drive your company forward. Learn the keys to hiring from these Silicon Valley leaders.


Video: Hire Great People

http://ecorner.stanford.edu/authorMaterialInfo.html;jsessionid=C823D0A4BA6538083528EF2E4DF333D1?mid=682
David Kelley, IDEO - 4 min. 23 sec.
IDEO Founder David Kelley suggests avoiding conventional approaches to hiring employees and building teams. In this clip, Kelley offers a few suggestions: 1) Hire individuals or non-confomists to stimulate the organization, 2) Hire a diverse range of experts and generalists from different fields, and 3) Form "hot groups" of 8-12 people for maximum impact. Kelley also encourages building close ties to universities to source potential staff. To Kelley, an ideal hire interacts well with established staff and demonstrates an "attitude of wisdom" that strikes a balance between the ability to promote ideas and the ability to consider feedback.

Video: Hiring the Right People
http://ecorner.stanford.edu/authorMaterialInfo.html;jsessionid=F57BA19AABE26584D4505B6F6881AAE5?mid=1501
Mark Zuckerberg, Facebook - 1 min. 57 sec.
Facebook Founder Mark Zuckerberg reveals the individual skills and the balance of experience he looks for when recruiting college graduates, while still building and moving his company forward.

Video: Work with Smart People
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1526
Marissa Mayer, Google - 2 min. 53 sec.
Challenge yourself against better players and you'll become star of the team.  Google's Vice President of Location and Local Services, Marissa Mayer, reflects on her personal experience working with some of the finest talent in high-tech, and points out that working with the best empowers each player to excel.

Video: Employee Selection Affects Culture
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1128
Jensen Huang, NVIDIA - 3 min. 24 sec.
NVIDIA Founder Jensen Huang emphasizes hiring employees is a company choice. With highly skilled engineers everywhere, the choice of who to hire can come down to the personalities and motivations of the candidates. Each employee will become part of a larger team and must mesh with company culture.

Entrepreneurship Corner, a project of Stanford Technology Ventures Program at Stanford University, is a collection of recordings from hundreds of Silicon Valley's most practiced entrepreneurs and thought leaders. The collection offers over 1,800 videos and podcasts, freely available to the public.
Giving advice at the right time has to involve a great deal of intelligence.

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发现一个网站~共享之~空了细看

Social media in the public sector
http://inesmergel.wordpress.com/
Giving advice at the right time has to involve a great deal of intelligence.

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真相、包容、忍让与共生 | 大道至简

本帖最后由 Jasmine 于 2011-10-26 12:39 编辑

伯特兰罗素
智慧和道德  
“只是单单地去审视,什么是事实。”
“  爱是明智的,恨是愚蠢的。”

包容、忍让与共生,大道至简


【视频】1959年BBC采访伯特兰罗素
假设这段视频在一千年后被发现他想对那时候的人说些什么
http://www.tudou.com/programs/view/s7i9NMIXaes/


==========http://woshao.com/article/873a6ec6c4d011e0b40e000c29fa3b3a/

伯特兰·罗素: 唯事实、真理和爱

2011-07-29  17:59:00


最后一个问题:罗素勋爵,假定这段录像,将被我们的后人看到,如同死海古卷一般,在一千年后被人看见。您觉得有什么该对他们那一代人说的呢?有关您的一生以及一生的感悟。

罗素: 我想要说两点,其一关乎智识(视频中的智慧),其二关乎道德。有关智识,我想对他们说的是,不管你是在研究什么事物,还是在思考任何观点,只问你自己,事实是什么,以及这 些事实所证实的真理是什么。永远不要让自己被自己所更愿意相信的、或者认为人们相信了、会对社会更加有益的东西所影响。只是单单地去审视,什么才是事实。 这是我想说的,关乎智识的一点。我想对他们说的有关道德的一点,十分简单。我要说:爱是明智的,恨是愚蠢的。在这个日益紧密相连的世界,我们必须学会容忍 彼此,我们必须学会接受这样一个事实:总有人会说出我们不想听的话。只有这样,我们才有可能共同生存。而假如我们想要共存,而非共亡。我们就必须学会这种 宽容和忍让,因为它们对于人类在这个星球的存续,是至关重要的。

译制 By @fall_ark (译者授权发布)

这是1959年,BBC采访伯特兰·罗素(Bertrand Russell)时所问的最后一个问题的内容,访谈视频:


1959年,BBC访谈伯兰特·罗素的最后一个问题视频


附英文原版:

One last question: Suppose, Lord Russell, this film were to be looked at by our descendants like a dead-sea scroll in a thousand years time. What would you think it’s worth telling that generation about the life you’ve lived and the lessons you’ve learned from it.

Russell: I should like to say two things: one intellectual, and one moral. The intellectual thing I should want to say to them is this: When you are studying any matter, or considering any philosophy, ask yourself only “What are the facts? And what is the truth that the facts bear out?” Never let yourself be diverted either by what you wish to believe, or by what you think would have beneficent social effects if it were believed. But look only, and solely, at what are the facts. That is the intellectual thing that I should wish to say.

The moral thing I should wish to say…I should say love is wise, hatred is foolish. In this world which is getting more and more closely interconnected, we have to learn to tolerate each other, we have to learn to put up with the fact that some people say things that we don’t like. We can only live together in that way and if we are to live together and not die together we must learn a kind of charity and a kind of tolerance which is absolutely vital to the continuation of human life on this planet.”
Giving advice at the right time has to involve a great deal of intelligence.

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视频: 伯特兰·罗素解释他为何不信上帝

http://v.youku.com/v_show/id_XMTQyNzQzNzUy.html
Giving advice at the right time has to involve a great deal of intelligence.

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没有天生合格的伴侣和合格的父母,我们都需要学习。家庭也可以成为一个学习型组织。

《家庭夫妻心理学》:http://v.163.com/special/opencourse/couplespsychology.html
值得一看的。


本课程探究了长期以来人们对家庭夫妇间亲密关系的理解和论断。由于数千年来科学家对亲密关系研究的忽视,当通俗心理学占据了关系学的主导地位时,人们对人际关系的了解往往是肤浅的。经过本课的学习,我们对爱情、婚姻、承诺、友谊、激情、依恋等各个方面有一个崭新的认识。
Giving advice at the right time has to involve a great deal of intelligence.

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一年多的时间,断断续续的看完哈佛《幸福课》。
对自我修炼有要求的人可以看看,如同Tal说的,他讲的都是大多是我们早就知道的东西,但知道不等于懂得,懂得不等于会用。运用需要学习,需要反复的自我训练。推荐之~~

http://v.163.com/special/positivepsychology/
课程介绍

我们来到这个世上,到底追求什么才是最重要的?他坚定地认为:幸福感是衡量人生的唯一标准,是所有目标的最终目标。塔尔博士被誉为"最受欢迎讲师"和"人生导师"。
Giving advice at the right time has to involve a great deal of intelligence.

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华为总裁任正非近期撰写一篇内部文章为轮值CEO鸣锣开道

《一江春水向东流》文章全文

千古兴亡多少事,一江春水向东流。

  小时候,妈妈给我们讲希腊大力神的故事,我们崇拜得不得了。少年不知事的时期我们崇拜上李元霸、宇文成都这种盖世英雄,传播着张飞“杀”(争斗)岳飞的荒诞故事。在青春萌动的时期,突然敏感到李清照的千古情人是力拔山兮的项羽。至此“生当作人杰,死亦为鬼雄”又成了我们的人生警句。当然这种个人英雄主义,也不是没有意义,它迫使我们在学习上争斗,成就了较好的成绩。

  当我走向社会,多少年后才知道,我碰到头破血流的,就是这种不知事的人生哲学。我大学没入了团,当兵多年没入了党,处处都处在人生逆境,个人很孤立,当我明白团结就是力量这句话的政治内涵时,已过了不惑之年。想起蹉跎了的岁月,才觉得,怎么会这么幼稚可笑,一点都不明白开放、妥协、灰度呢?

  我是在生活所迫,人生路窄的时候,创立华为的。那时我已领悟到个人才是历史长河中最渺小的,这个人生真谛。我看过云南的盘山道,那么艰险,一百多年前是怎么确定路线,怎么修筑的,为筑路人的智慧与辛苦佩服;我看过薄薄的丝绸衣服,以及为上面栩栩如生的花纹是怎么织出来的,而折服,织女们怎么这么巧夺天工?天啊!不仅万里长城、河边的纤夫、奔驰的高铁……我深刻地体会到,组织的力量、众人的力量,才是力大无穷的。人感知自己的渺小,行为才开始伟大。在创立华为时,我已过了不惑之年。不惑是什么意思,是几千年的封建社会,环境变动缓慢,等待人的心理成熟的一个尺度。而我进入不惑之年时,人类已进入电脑时代,世界开始疯起来了,等不得我的不惑了。我突然发觉自己本来是优秀的中国青年,所谓的专家,竟然越来越无知。不是不惑,而是要重新起步新的学习,时代已经没时间与机会,让我不惑了,前程充满了不确定性。我刚来深圳还准备从事技术工作,或者搞点科研的,如果我选择这条路,早已被时代抛在垃圾堆里了。我后来明白,一个人不管如何努力,永远也赶不上时代的步伐,更何况知识爆炸的时代。只有组织起数十人、数百人、数千人一同奋斗,你站在这上面,才摸得到时代的脚。我转而去创建华为时,不再是自己去做专家,而是做组织者。在时代前面,我越来越不懂技术、越来越不懂财务、半懂不懂管理,如果不能民主的善待团体,充分发挥各路英雄的作用,我将一事无成。从事组织建设成了我后来的追求,如何组织起千军万马,这对我来说是天大的难题。我创建了华为公司,当时在中国叫个体户,这么一个弱小的个体户,想组织起千军万马,是有些狂妄,不合时宜,是有些想吃天鹅肉的梦幻。我创建公司时设计了员工持股制度,通过利益分享,团结起员工,那时我还不懂期权制度,更不知道西方在这方面很发达,有多种形式的激励机制。仅凭自己过去的人生挫折,感悟到与员工分担责任,分享利益。创立之初我与我父亲相商过这种做法,结果得到他的大力支持,他在卅年代学过经济学。这种无意中插的花,竟然今天开放到如此鲜艳,成就华为的大事业。

  在华为成立之初,我是听任各地“游击队长”们自由发挥的。其实,我也领导不了他们。前十年几乎没有开过办公会类似的会议,总是飞到各地去,听取他们的汇报,他们说怎么办就怎么办,理解他们,支持他们;听听研发人员的发散思维,乱成一团的所谓研发,当时简直不可能有清晰的方向,像玻璃窗上的苍蝇,乱碰乱撞,听客户一点点改进的要求,就奋力去找机会......。更谈不上如何去管财务的了,我根本就不懂财务,这与我后来没有处理好与财务的关系,他们被提拔少,责任在我。也许是我无能、傻、才如此放权,使各路诸侯的聪明才智大发挥,成就了华为。我那时被称作甩手掌柜,不是我甩手,而是我真不知道如何管。今天的接班人们,个个都是人中精英,他们还会不会像我那么愚钝,继续放权,发挥全体的积极性,继往开来,承前启后呢?他们担任的事业更大,责任更重,会不会被事务压昏了,没时间听下面唠叨了呢……。相信华为的惯性,相信接班人们的智慧。

  到97年后,公司内部的思想混乱,主义林立,各路诸侯都显示出他们的实力,公司往何处去,不得要领。我请人民大学的教授们,一起讨论一个“基本法”,用于集合一下大家发散的思维,几上几下的讨论,不知不觉中“春秋战国”就无声无息了,人大的教授厉害,怎么就统一了大家的认识了呢?从此,开始形成了所谓的华为企业文化,说这个文化有多好,多厉害,不是我创造的,而是全体员工悟出来的。我那时最多是从一个甩手掌柜,变成了一个文化教员。业界老说我神秘、伟大,其实我知道自己,名实不符。我不是为了抬高自己,而隐起来,而是因害怕而低调的。真正聪明的是十三万员工,以及客户的宽容与牵引,我只不过用利益分享的方式,将他们的才智粘合起来。

  公司在意志适当集中以后,就必须产生必要的制度来支撑这个文化,这时,我这个假掌柜就躲不了了,从上世纪末,到本世纪初,大约在2003年前的几年时间,我累坏了,身体就是那时累垮的。身体有多项疾病,动过两次癌症手术,但我乐观……。那时,要出来多少文件才能指导,约束公司的运行,那时公司已有几万员工,而且每天还在不断大量地涌入。你可以想象混乱到什么样子。我理解了,社会上那些承受不了的高管,为什么选择自杀。问题集中到你这一点,你不拿主意就无法运行,把你聚焦在太阳下烤,你才知道CEO不好当。每天十多个小时以上的工作,仍然是一头雾水,衣服皱巴巴的,内外矛盾交集。我人生中并没有合适的管理经历,从学校,到军队,都没有做过有行政权力的“官”,不可能有产生出有效文件的素质,左了改,右了又改过来,反复烙饼,把多少优秀人才烙糊了,烙跑了……。这段时间的摸着石头过河,险些被水淹死。

  2002年,公司差点崩溃了。IT泡沫的破灭,公司内外矛盾的交集,我却无能为力控制这个公司,有半年时间都是噩梦,梦醒时常常哭。真的,不是公司的骨干们,在茫茫黑暗中,点燃自己的心,来照亮前进的路程,现在公司早已没有了。这段时间孙董事长团结员工,增强信心,功不可没。

  大约2004年,美国顾问公司帮助我们设计公司组织结构时,认为我们还没有中枢机构,不可思议。而且高层只是空任命,也不运作,提出来要建立EMT(Executive Management Team),我不愿做EMT的主席,就开始了轮值主席制度,由八位领导轮流执政,每人半年,经过两个循环,演变到今年的轮值CEO制度。也许是这种无意中的轮值制度,平衡了公司各方面的矛盾,使公司得以均衡成长。轮值的好处是,每个轮值者,在一段时间里,担负了公司COO的职责,不仅要处理日常事务,而且要为高层会议准备起草文件,大大地锻炼了他们。同时,他不得不削小他的屁股,否则就达不到别人对他决议的拥护。这样他就将他管辖的部门,带入了全局利益的平衡,公司的山头无意中在这几年削平了。

  经历了八年轮值后,在新董事会选举中,他们多数被选上。我们又开始了在董事会领导下的轮值CEO制度,他们在轮值期间是公司的最高的行政首长。他们更多的是着眼公司的战略,着眼制度建设。将日常经营决策的权力进一步下放给各BG、区域,以推动扩张的合理进行。这比将公司的成功系于一人,败也是这一人的制度要好。每个轮值CEO在轮值期间奋力地拉车,牵引公司前进。他走偏了,下一轮的轮值CEO会及时去纠正航向,使大船能早一些拨正船头。避免问题累积过重不得解决。

  我不知道我们的路能走多好,这需要全体员工的拥护,以及客户和合作伙伴的理解与支持。我相信由于我的不聪明,引出来的集体奋斗与集体智慧,若能为公司的强大、为祖国、为世界作出一点贡献,廿多年的辛苦就值得了。我知识的底蕴不够,也并不够聪明,但我容得了优秀的员工与我一起工作,与他们在一起,我也被熏陶得优秀了。他们出类拔萃,夹着我前进,我又没有什么退路,不得不被“绑”着,“架”着往前走,不小心就让他们抬到了峨眉山顶。我也体会到团结合作的力量。这些年来进步最大的是我,从一个“土民”,被精英们抬成了一个体面的小老头。因为我的性格像海绵一样,善于吸取他们的营养,总结他们的精华,而且大胆地开放输出。那些人中精英,在时代的大潮中,更会被众人团结合作抬到喜马拉雅山顶。希腊大力神的母亲是大地,他只要一靠在大地上就力大无穷。我们的大地就是众人和制度,相信制度的力量,会使他们团结合作把公司抬到金顶的。

  作为轮值CEO,他们不再是只关注内部的建设与运作,同时,也要放眼外部,放眼世界,要自己适应外部环境的运作,趋利避害。我们伸出头去,看见我们现在是处在一个多变的世界,风暴与骄阳,和煦的春光与万丈深渊……并存着。我们无法准确预测未来,仍要大胆拥抱未来。面对潮起潮落,即使公司大幅度萎缩,我们不仅要淡定,也要矢志不移地继续推动组织朝向长期价值贡献的方向去改革。要改革,更要开放。要去除成功的惰性与思维的惯性对队伍的影响,也不能躺在过去荣耀的延长线上,只要我们能不断地激活队伍,我们就有希望。历史的灾难经常是周而复始的,人们的贪婪,从未因灾难改进过,过高的杠杆比,推动经济的泡沫化,总会破灭。我们唯有把握更清晰的方向,更努力地工作,任何投机总会要还账的。经济越来越不可控,如果金融危机的进一步延伸爆炸,货币急剧贬值,外部社会动荡,我们会独善其身吗?我们有能力挽救自己吗?我们行驶的航船,员工会像韩国人卖掉金首饰救国家一样,给我们集资买油吗?历史没有终结,繁荣会永恒吗?我们既要有信心,也不要盲目相信未来,历史的灾难,都是我们的前车之鉴。我们对未来的无知是无法解决的问题,但我们可以通过归纳找到方向,并使自己处在合理组织结构及优良的进取状态,以此来预防未来。死亡是会到来的,这是历史规律,我们的责任是应不断延长我们的生命。

  千古兴亡多少事,一江春水向东流,流过太平洋,流过印度洋,……不回头。


任正非
Giving advice at the right time has to involve a great deal of intelligence.

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『女摄影师』Rachel Hulin:有趣的婴儿飞行照片




  去年夏天,摄影师Rachel Hulin想:如果拍摄婴儿飞行的照片将会很有趣。于是她想到了自己的儿子Henry。她告诉《时代》杂志:“我想让飞行的状态看起来更真实些。这些地方是我们日常生活的真实场景,而不是简单地‘剪切-粘帖’的背景。”

  如果你担心Henry的安全,那么你会很欣慰的发现,他并没有处于任何危险中。“我绝不会向上扔他,也绝不会把他放到没有考虑好构图的地方开始拍摄,” Hulin说,“我愿意让Henry以他自己所喜欢的方式飞行,我不会让他摆出一个具体的姿势。有时候他很优雅,有时候有点驼背。我想,告诉他太多了会毁掉照片。”

  Hulin是否愿意透露照片拍摄的秘密?她告诉我们:“每个人对Henry是怎么飞起来的都很感兴趣。我不确定这样说是否会让照片少了一些神秘感,但我的确使用了Photoshop,不过只是一点点。他从没有被抛出过。你现在看到的这些照片非常接近原始照片。”















Giving advice at the right time has to involve a great deal of intelligence.

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