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But they also listened, which is super cool. I probably shouldn’t talk much about it, but they’re already figuring out how to deal with some of the issues I raised. I guess I shouldn’t be surprised, though. When I claimed in my internal post that “Google does everything right”, I meant it. When they’re faced with any problem at all, whether it’s technical or organizational or cultural, they set out to solve it in a first-class way.
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So. Without retracting anything I said, I’d like to paint a more balanced picture for you. I’m going to try to paint that picture via some true stories that I’ve never shared publicly. Nothing secondhand: it’s all stuff I witnessed myself there. I hope you’ll find the stories interesting, because it’s one hell of an interesting place.
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作为谷歌最低调的高管之一，卡曼加表示，这种文化能够吸引人才。“如果你是一名工程师，并且正在选择为哪家公司效力，这时，假如有一家公司可以让你高效地从事那些具备巨大影响的事情，那就很难拒绝。”他说。
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Every generation has always been convinced that the generations following it are unspeakably degraded compared to their own youth. Whether it is in music or pop culture, technology or interpersonal relations, it is a constant charateristic that humans will at some point reach the age that they will suddenly begin to ask what is the matter with these kids today?
You and I feel that kids are spoiled and the culture is degraded because we are old. Your parents and grandparents felt the same way about kids when you were 14. We will only feel it more and more as we get older.
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I didn't realize the answer till later, after I went to work at Yahoo. It was neither of my guesses. The reason Yahoo didn't care about a technique that extracted the full value of traffic was that advertisers were already overpaying for it. If they merely extracted the actual value, they'd have made less money.
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One of the weirdest things about Yahoo when I went to work there was the way they insisted on calling themselves a "media company." If you walked around their offices, it seemed like a software company. The cubicles were full of programmers writing code, product managers thinking about feature lists and ship dates, support people (yes, there were actually support people) telling users to restart their browsers, and so on, just like a software company. So why did they call themselves a media company?
One reason was the way they made money: by selling ads. In 1995 it was hard to imagine a technology company making money that way. Technology companies made money by selling their software to users. Media companies sold ads. So they must be a media company. - 5 more annotation(s)...
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Hsieh talked about the Zappos hiring process — each time Zappos interviews a candidate, Zappos sends a shuttle to the airport to pick up the interviewee. The shuttle driver then will tell the recruiting team what happened in the shuttle so that Zappos can get a better understanding of the interviewee.
Zappos has 10 core vallues that each employee must meet in order to work at Zappos. All 10 of these core values are talked about during the interview process as well. Hsieh mentioned that if employees don’t have the right company culture, they won’t be welcomed in the Zappos culture, so they make sure they hire employees with the right company culture.
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Our whole belief is in today's world companies are becoming more transparent whether they like it or not. One disgruntled or happy employee can write something on a blog and have that read by millions. It's the same thing with a customer. Our belief is a company's culture and brand are two sides of the same coin. The brand may lack the culture but eventually it will catch up. You can't control every touch point like you could 50 years ago. The only way to do it is instead of trying to "control the touch points" is to get the right people with the right attitude, build the right culture and the rest will take care of itself. If I were to ask you of the brand of the airline industry, most would say something about bad customer service. No airline went out and said they wanted their brand to be about that, but that's the brand of the industry.
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With my first company it was not paying attention to the culture. We hired the right people with the right experience and skill sets, but we didn't know to look for a culture fit. By the time it was 100 people, I didn't want to go into the office anymore. That was a weird feeling. That's why we ended up selling the company.
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Walking In Zappos' Footsteps
Hsieh says his focus for 2009 are the Three C's: clothing, customer service and culture. Seven ways you can bring Zappos' core values into your company:
1) Decide: If you're going to build a sustainable brand, it will require more patience at the outset to lay the foundation.
2) Figure Out Values & Culture: When your personal values are in line with your company values, you don't have to worry.
3) Commit to Transparency: From Twitter, an "Ask Anything" newsletter, extranet for vendors, tours and reporter visits, keep practices open and accessible.
4) Vision: Whatever you're thinking, think bigger. Chase the value not the money. And that includes your employees' vision as well.
5) Build Relationships: Not networking. Meeting interesting people.
6) Build Your Team: Hire more slowly and fire more quickly.
7) Think Long Term: Overnight successes were a long time in the making.
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前一段时间在一本杂志上看到一位名叫李子勋的心理专家说：“中国传统文化是一种老人的文化，一种权利与等级的文化。尊卑有序，上下有别，年轻时的谦卑是为了成年后的顺从。顺从的文化是一种因循守旧的文化，未来中国要成为世界之林的强者，重视年轻人，以年轻人的意志来结构主流的社会意识，鼓励年轻人的自由、创意、骄傲，是必由之路。”
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Summary: Whenever you find a defect, ask why five times to discover the root cause of the problem. Then make corrections at every level of the analysis. By applying five whys whenever you find a defect, you will (1) uncover the human problems beneath technical problems and (2) build an immune system for your startup.
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When something goes wrong, we tend to see it as a crisis and seek to blame. A better way is to see it as a learning opportunity. Not in the existential sense of general self-improvement. Instead, we can use the technique of asking why five times to get to the root cause of the problem and make corrections.
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In an influential essay in The Atlantic magazine, Nicholas Carr asks: “Is Google making us stupid?” Carr, a chronic distractee like the rest of us, noticed that he was finding it increasingly difficult to immerse himself in a book or a long article – “The deep reading that used to come naturally has become a struggle.”
Instead he now Googles his way though life, scanning and skimming, not pausing to think, to absorb. He feels himself being hollowed out by “the replacement of complex inner density with a new kind of self – evolving under the pressure of information overload and the technology of the ‘instantly available’”.
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“I feel that much of my life is ebbing away in the tide of minute-by-minute distraction . . . I’m not certain what the effect on the world will be. But psychologists do say that intense close engagement with things does provide the most human satisfaction.” The psychologists are right. McKibben describes himself as “loving novelty” and yet “craving depth”, the contemporary predicament in a nutshell.
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I get it, I responded: Less is more, right? Jason and David shook their heads. “No, less is less—because more is not better! Everyone tries to do too much: solve too many problems, build products with too many features. Our goal is to do less, to build half a product rather than a half-assed product. So we say ‘no’ to almost everything. If you include every decent idea that comes along, you'll just wind up with a half-assed version of your product. What you really want to do is build half a product that kicks ass.”
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到1990年代，人们开始接触现代金融产品，先是各类保险品种，然后是养老投资、基金品种、按键贷款品种，慢慢地人们越来越意识到金融产品的好处，其中最重要的莫过于金融产品让你能把自己未来的各种经济需要、保险和养老安排好，让你在未来不管发生什么事，都不需要靠别人的施舍过日子，保证你总有独立的人格尊严，经济上的自足历来是人格独立的基础，而金融又是保证未来经济自足的工具。
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在我看来，当父母不再把孩子当作他们的养老保障、当作他们的投资载体时，他们没有必要担心“天啊，如果我的孩子现在就不听话，他将来怎么会孝顺？我在他身上的投资怎么会有回报？”于是，他们也就没必要处处打骂孩子、压制阉割小孩的个性，迫使孩子时时听话。这些父母为自己买好保险品、退休品、养老基金等等，此后，从经济上，他们就没有依靠儿女的必要。这样，跟孩子的关系主要集中在感情交流上，希望跟儿女在情感上靠得很近。但，他们意识到，如果你希望孩子在情感上和你靠得很近，你就不能逼迫他们“不管有理无理，都得听话”，而是更倾向于平等谈话。
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