微软全新邮箱“一个Outlook”首次曝光

　　Yeah， so this is terrifically articulate， Reed． with regard to corporations in China． For a lot of reasons， the culture tradition “one man control” the boss making the dicisions， sort of the common norm being many years． And transition into a different way in managing， particularly using contexts vs control． People see the potential benefit， but would be hesitant or fear of giving up controls． So you likely may have faced similar decision points， as you work through from the early days of Netflix to its massive growth towards today‘s powerful position in the world． In that journey， how you’ve been， sort of thinking about control in the context， in particular， giving tips or thoughtful experiences to the Chinese audience and readership would be very helpful for all of the readers who are thinking about this maybe struggling in it． Just because sort of the tradition the common practice in today‘s corporate world in China．

　　哈斯廷斯：在美国，我们有许多领导者，像比尔·盖茨、埃隆·马斯克、史蒂夫·乔布斯，他们令人惊叹，比上帝还要强大。他们要求更多的细节，给予更多的指导，这是成功的一个途径。你有一个天才在管理公司，其余人只要开会讨论天才提出的指示就可以了。公司的兴衰完全取决于这个天才的状态，公司变得过于依赖某个人。假设你就是这样一个天才，公司的核心。接着你想拓宽，想要公司保持健康。就像健身，公司的肌肉越来越多，你对公司的控制就可以越来越少。刚开始，公司会遇到很多难题，所以很多决定都是靠领导来做。但随着公司的发展，更多的人会参与进来，会有三百、三千、甚至三万员工，所有人都会继续进步、成长，学会独立思考。

　　In the US， we have many leaders like Bill Gates， Elon Mask， Steve Jobs， amazing leaders， and they‘re stronger than Gods.They command more detail， they can get more instructions， and that’s one way to succeed． You got a genius， you know， running the company， and just meet and get all the decisions to the genius， and the genius decides． The challenges with the companies is they rise and fall with their genius． They become too dependent on the genius． And so even if you are such a genius， then it‘s like you want to broaden， you want that organization to last longer than you and to be healthy， so then it’s building the muscle when you‘re doing less and less every year． In the start-up of this， it’s probably true that， you know， the leaders gonna make a lot of decisions， because it‘s so challenging with start-up． But again as you grow， you wanna shift to building muscle， so that all of the people are engaged， you’ve got three hundred， three thousand and thirty thousand， all continuing to improve and grow and think for themselves．

　　张一甲：对，是的，我同意这一点。确实很多公司在成长过程中过于依赖创始人，把创始人捧上神坛，由创始人来指挥一切，发号施令。然而，世界发展越来越快，面对未来的挑战，没有人是完美的，团队真正需要的是“少一点控制，多给到情景”。只有这样，一线的员工才能获得更为充分的信息，从而帮助你更好地决策，而不是把问题都集中到 CEO 这里。

　　奇博士，您那边还有什么问题？

　　I agree with that． It is a common situation that people in a company put their CEO on the pedestal and let him give all the instructions， let him tackle all problems， and let him control every tiny little thing.However， the world changes faster and faster， and nobody is perfect， to face the challenges of the coming future， what a team really needs is “less control and more context”． In this way， employees can obtain more detailed information and make better decisions， instead of letting CEOs．

　　Qi， do you have any other questions？

　　陆奇：希望还可以问两个问题。第一个问题是，从领导层面来说公司的发展，给员工更多的自由的同时，官僚主义依然存在。通常情况下，随着公司发展壮大，官僚主义会越来越严重。在这种情况下，决策速度会变慢，公司运行效率成了问题。员工拥有更多的自由之后，怎样在公司发展中能减少官僚主义的产生？想知道你对这个问题的看法。

　　Hopefully we can squeeze Reed for two questions． One question is， from our leaders， which is the following， as the company grows， when we start to give more freedom to the employees， the worries， the bureaucracy still remains， and typically as the company grows， the bureaucracy still gets more and more． To the point whereby， there‘s a lot of decisions slow down， and corporate efficiency also becomes a problem． People are interested in knowing your thought， as we give more freedom to the employees，how we also work to reduce the level of bureaucracy as the company grows．

　　哈斯廷斯：需要通过弘扬企业的价值观来实现，包括员工如何互动，公司有什么目标，在哪些领域有创新，客户面临什么问题等。如果你拥抱挑战，对彼此有清楚的期望，那么人们可以独立解决问题并做得很好。这是和典型的工厂思维模式——给工人下指示截然不同的。所以，这不是简单地交出手里的钥匙，让公司陷入“无政府状态”。相反，这能让你引导价值观，进行激励，在大环境中发挥更大作用。

　　You have to compensate for that freedom to be preaching about the values， both how people interact， and about what the firm is trying to do， what areas are innovative， what the problems are that the customers are facing． So if you bring alive the challenges， and you‘re clear about the expectations on behavior with each other， then you got another guidance， that independent people can figure things out and do them really well， as opposed to be told what to do， and organized the typical kind of thought of factory men． So again， it’s not you just turn the keys over， and let anarchy rule． Instead you‘re trying to lead values and inspiration． And set in context．

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