Zappos掌门人：常出去转转
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---- 下面是我的回应： ---- 我想，如果更多的员工在家中举行会议，邀请那些对Zappos感兴趣或是住在市中心的人到自己家中及诸如此类地方，事实上我是全力支持的，我觉得这对我们的公司文化和品牌来说是一件好事。我认为在一种更加私人化的场合了解自己的同事是一件很好的事情。我认为，到市中心那里出去走走将成为我们下一步演进的组成部分，那可能要比呆在办公室更好一些，或者应该把时间分成一半一半。 社区> =办公室>独自在家办公 或者，考虑这个问题的更好方式是从互动和走动的角度来看。比之呆在办公室，外面的社区会让你得到更多的机会与人互动，四处走走。 基本上，我认为，如果更多的员工每天花3-4小时在市中心走动（我现在大部分时间都在那里——根据我的估计，我每天花在市中心跟人互动的时间就是3-4小时）要比他们花同样的时间在办公室对我更有利。所以，我正试着为此树立一个榜样，如果我有一根魔法棒的话，我倒希望所有人都能这样做。 ---- “出去走走”可能意味着在本地咖啡馆举行一场商务会议，将会议室会议转变成散步会议，在本地餐馆就餐时会见供应商，或是在本地酒吧跟同事喝一杯。 希望员工能够到社区中走动，这种做法在开始的时候看起来似乎有悖常理。但有研究表明，从历史上来看，当城市规模翻番，城市居民的单位生产力和创新力会增加15%。不过，当公司的规模变得越大，员工的单位生产力通常会变得越低。Zappos的一部分目标就在于避免这种命运。我们的方法是创造一种公司和社区的混合体，这种大规模的尝试前所未有。研究还表明，大多数应用到你所在行业的创新都来自这个行业的外部，这就是为什么我们相信员工在公司外部的互动跟在公司内部一样重要。 虽然Zappos是通过技术进行扩张的，但我们仍然非常依赖于面对面的互动，这一点似乎很奇怪。原因则在于，我们生物形态进化的速度远远慢于技术。我们是一种社会性的物种，天生应该在不同的场合跟人进行面对面的互动，而不仅仅是使用电子邮件和电话，或是在家进行远程交流，当然也不只是在会议室里。我们天生应该处于运动之中，我们天生应该富有创意，分享自己的想法，每天在不同的场合进行创新。在不同的环境和背景下结识朋友能够带来更高的互信和更好的沟通，并最终有助于打造更强大、更具创新力的公司文化。 我要说的是，尽管我赞赏梅耶而让雅虎在正确的方向上走出一步，但我认为前面还有更多的路要走。我认为公司园区建设的下一步演进不会再是孤岛式的总体规划环境——大家可以在硅谷的大型科技公司看到这种现象。 我认为下一步演进将是成为周围社区环境的一部分，对它做出自己的贡献。我认为，从长远来看，对本地社区进行投资最终将能帮助公司吸引和留住更多的员工，因为公司能将他们周围的社区环境变得更加充满活力，更加适于“出去走走”。 这就是为什么除了服装、客户服务和公司文化之外我们决定为Zappos的品牌和经营战略添加第四个C：社区（community）。 我已经迫不及待地想要看到社区战略的实施和进展。 谢家华是Zappos.com的首席执行官，他著有《奉上幸福》一书。 译者：王灿均 |
---- Here was my response: ---- I think if more employees held meetings in their homes, invited folks that were interested in Zappos or downtown to come into their homes, etc., I actually would be all for that and think that it would be a good thing for our culture and brand. I think getting to know your coworkers in a more personal setting is great. I think being out and about in the downtown community is actually our next evolution, and I think it may actually be better than being in an office, or perhaps it should be split 50/50 Community >= Office > Working from home alone Or actually probably the better way to think about it is in terms of collisions and motion. Out in the community you'll probably have more collisions and move around more than in the office. Basically, I think it's more beneficial if more employees were out and about downtown 3-4 hours/day (which is where I am now most of the time -- I'd estimate I'm out and about downtown at least 3-4 hours/day in a collisionable way) than for me to go into the office 3-4 hours/day. So I'm trying to set the example for what I'd like everyone else to do if I had a magic wand. ---- "Out and about" could mean taking a business meeting at the local coffee shop, turning a conference room meeting into a walking meeting, meeting a vendor for dinner at a local restaurant, or grabbing a drink with coworkers at the local bar. Wanting employees to be out and about in the community may seem counterintuitive at first. But research has shown that historically, when cities double in size, productivity and innovation per resident increases by 15%. But when companies get bigger, usually productivity per employee goes down. Part of our goal at Zappos is to avoid that fate, by creating a hybrid between corporation and community that's never been attempted at scale before. Research has also shown that most innovation comes from something outside your industry being applied to your own, which is why we believe that collisions within a company are just as important as collisions outside of a company. It may seem strange that although Zappos uses technology to scale, we still rely so much on face-to-face interactions. It's because our biology has evolved far, far slower than our technology. We are a social species, designed for in-person interactions in multiple locations, not just by email and phone calls or remotely from home, and also not just in conference rooms. We are designed to be in motion, and we are designed to be creative, to share ideas, and to innovate in multiple locations throughout the day. Getting to know people in different environments and contexts leads to higher levels of trust, better communication, and can ultimately contribute to a stronger and more innovative culture. What this means is that while I applaud Yahoo's Mayer for taking a step in the right direction, I think there are even more steps to take. I think the next evolution in building a corporate campus is no longer going to be about the insular master-planned environment that you might find at big Silicon Valley tech companies. I think the next evolution will be about being part of, and contributing to, the surrounding community. I think that, in the long run, being invested in the local community will ultimately help companies attract and retain more employees as corporations help make their surrounding neighborhoods more vibrant and walkable. This is why, in addition to clothing, customer service, and company culture, we made the decision to add a fourth C to the Zappos brand and business strategy: community. I can't wait to see how it all unfolds. Tony Hsieh is the CEO Zappos.com and author of Delivering Happiness. |
