Jonathan Rosenberg簡介：作為谷歌產(chǎn)品高級副總裁的他，堅信“更開放，意味著更好的 谷歌 和更好的世界”。他圍繞 Chrome 和 Android 建立團隊。事實證明，他是頗有預(yù)見性的。今天，Chrome 和 Android 成了谷歌最具戰(zhàn)略意義的兩大收獲。

Culture文化

#1 Ditch the pecking order。

#1 別死認(rèn)層級順序

“You shouldn’t be able to figure out a company’s org chart by looking at their product. You can’t see the Apple org chart when you look at the iPod or the Amazon chart when you look at the Kindle。” Rosenberg has a favorite Eric Schmidt story to go along with this learning. While working at Sun Microsystems, Schmidt took a server out of a box, and when he opened it up, he saw eight documents labeled “Read me first。” It turned out that eight different people on the project thought they had the most important opinion. “And the poor product manager at the bottom of the totem pole just threw them all in,” Rosenberg says. “That’s not the right decision for the end user。” A good leader cuts through the ego and picks the best opinion。你不應(yīng)該通過看一個公司的產(chǎn)品來獲得企業(yè)的組織結(jié)構(gòu)圖。當(dāng)你看到iPod 時，你看不到蘋果的組織結(jié)構(gòu);當(dāng)你看到Kindle 的時候，也讀不懂Amazon 的內(nèi)部構(gòu)造。談起這一點，Rosenberg 分享了Eric Schmidt 的一個故事。當(dāng)時Schmidt 還在Sun Microsystems 工作，他從一個盒子里取出來服務(wù)器，一打開就看到8 個帶著“Read me first。”標(biāo)簽的文件。很顯然，項目組里8 個不同的人都認(rèn)為他們的觀點最重要。然而處在最底層可憐的產(chǎn)品經(jīng)理只能把它們都放進來，“對終端用戶而言，這可不是什么明智的決定。”一個優(yōu)秀的領(lǐng)導(dǎo)會懂得甄選最優(yōu)意見。

#2 Avoid the HPPO。

#2 避免唯命是從

HPPO stands for “the highest-paid person’s opinion。” When you have a problem or a question, don’t naturally accept the HPPO in the room. Title means nothing. If someone’s experience has value, they should be able to frame a winning argument. “Everybody at every level should have an equal voice in the outcome, based on the strength of his or her arguments。” Rosenberg names Jim Barksdale as his favorite HPPO. As CEO of Netscape, Barksdale once said, “If we have data, let’s look at the data. If all we have are opinions, let’s go with mine。” HPPO 意思是“大人的意見”(the highest-paid person's opinion。)。當(dāng)有疑問或者遇到難題時，不要簡單地接受大Boss 的意見。頭銜并不能說明問題。如果某人的經(jīng)驗之談有價值，他就需要拿出有說服力的論據(jù)來。“憑借有說服力的論點，不論職位高低，每個人都有同等的話語權(quán)。”Barksdale 是Rosenberg 最喜歡的HPPO。作為Netscape 的創(chuàng)始人，Barksdale 曾說過：“如果有數(shù)據(jù)，那我們一起參考數(shù)據(jù)。如果我們只有觀點，那就聽我的好了。”

#3 Crush bureaucracy of all kinds。

#3 全方位粉碎官僚主義

“The most important attribute

in organizations is the ability to get out of the way. That’s why we didn’t have general managers at Google. A general manager’s job is to put his business interests ahead of the company’s. Don’t do it。”“這個組織里最重要的屬性就是如何廓清障礙，這也是為什么Google 沒有總經(jīng)理�？偨�(jīng)理老是把自己的商業(yè)利益看得比公司利益還重要。這萬萬不可!”

#4 Crowded is creative。

#4 擁擠，創(chuàng)新

There’s a certain electricity that comes from working in a crowded, bustling space. “Offices should be designed for energy and interactions, not for isolation and status。”擁擠喧鬧的工作環(huán)境會引燃更多的創(chuàng)意火花。辦公室應(yīng)該充滿能量和互動，而不是條塊分割和等級分化。

#5 You need strategies and tactics。

#5 戰(zhàn)略和策略并舉

Many people don’t know the difference between strategies and tactics, or they think they only need one or the other. Not so. A winning strategy is made up of the tactics that produce a victory. “There are people who are great at strategy, and there are those who are great at tactics,” Rosenberg says. “That’s why we have teams。”許多人不懂得戰(zhàn)略和策略的區(qū)別，或者他們認(rèn)為自己只需要其中一樣，其實不然。一個成功的戰(zhàn)略背后有許多個支撐它的成功策略。“有的人長于戰(zhàn)略，有的人則長于策略，”Rosenberg 說，“所以我們需要團隊協(xié)作。”

#6 On teams, think small。

#6 team 還是小的好

“At Google, we learned that the size of a small team is about the size of a small family. In software development, the worst thing you can do is put more people on a project。” Empower small teams, and they can often do more than a big one. Rosenberg quotes famed anthropologist Margaret Mead: “Never doubt that a small group of thoughtful, committed citizens can change the world。”在Google，我們明白小的團隊就如小的家庭。在軟件開發(fā)中，最糟糕的是項目組里人太多。把權(quán)利下放給小團隊，他們通常能干出大事兒。Rosenberg 引用著名人類學(xué)家Margaret Mead 的一句話：一個慮事周全，全力以赴的小團體是不可小覷的，他們也許能改變世界。

#7 Show up。

#7 常露面

True for everyone, and more for leaders: “Working from home is a malignant, metastasizing cancer,” Rosenberg says. “Ban it."常常露個臉，適用于每個人，更適用于領(lǐng)導(dǎo)者。“家庭辦公是容易擴散的惡性腫瘤。”所以，放棄它吧。

#8 Be original。

#8 堅持原創(chuàng)

“Never ever suggest copying your competitor. Their products generally suck, and you should be able to do better。”絕對不要抄襲你的競爭對手，他們的產(chǎn)品都糟透了，你應(yīng)該做的更好點。

#9 Hope is not a plan。

#9 別把希望當(dāng)計劃

#10 Doveryai no proveryai。

#10 信任，但要核實

Trust but verify. It’s a Russian proverb, Rosenberg uses to remind himself to fact find for himself. Large organizations and teams have a tendency to omit small details, but a good leader can’t. “The primary job of a leader is judgment and communication. But judgment and communication are only as good as the data or truth on which it’s based。”信任，但要核實。這是一則俄羅斯諺語，Rosenberg 用它來提醒自己要不斷挖掘事實。大的機構(gòu)或者團隊經(jīng)�；睾雎孕〉募毠�(jié)，但一個合格的領(lǐng)導(dǎo)不會。“領(lǐng)導(dǎo)最重要的工作就是評價和溝通。但這兩者只有在有數(shù)據(jù)和真相做支撐時才奏效。”

#11 Value over costs。

#11 價值大于成本

“It’s simple: spend 80% of your time on 80% of your revenue。” More revenue generally solves all problems. “It’s obvious, but actually hard to do, because that other 20% of your revenue will end up taking up an inordinate amount of your time if you let it。”“道理很簡單：在80% 的收益上花80% 的時間。”更多的收益通常解決更多的問題。“說起來輕松，做起來很難。因為如果你不加控制，剩余20% 的收益不知道會占用多少時間。”

#12 Beware the green-eyed monster。

#12 小心紅眼人

“Where there is success, there is envy. But you can take away the monster’s greatest weapon, which is surprise – and you can fight it with envy’s kryptonite, which is humility。”“哪里有成功，哪里就有嫉妒。但你如果你用好謙卑這個武器，紅眼人就不會對你的成就如此擔(dān)驚受怕了。”

#13 Reorganizations。

#13 重組要果斷

If you must reorganize, do it in a day -- 24 hours. “This is my corollary to the Ben Franklin wisdom that ‘Three can keep a secret if two of them are dead,’” Rosenberg says。如果要行重組之事，請速戰(zhàn)速決，24小時解決一切問題。“這是我從Ben Franklin 那里學(xué)來的智慧——“如果三個人中的兩個已經(jīng)死了，保守秘密就不難了。”