我首次采訪馬克·扎克伯格是在2005年，他那時(shí)剛滿21歲，但看上去還像是一位16歲的大男孩。不久前，扎克伯格從哈佛大學(xué)退學(xué)，把他的初創(chuàng)公司搬到硅谷。他似乎很享受被稱為CEO那種新奇感。彼時(shí)，F(xiàn)acebook還沒有移動(dòng)版，其網(wǎng)站擁有600萬用戶，專為高中生和大學(xué)生開放。它剛剛添加了一項(xiàng)功能，允許用戶把多張照片上傳到他們的簡歷上。但這家估值約1億美元的公司，已經(jīng)是一件炙手可熱的商品，對其垂涎三尺的買家不在少數(shù)，他們都愿意支付比這個(gè)數(shù)字高得多的收購價(jià)格。我當(dāng)時(shí)指出：盡管他初出茅廬，缺乏經(jīng)驗(yàn)，但扎克伯格顯然是一位“穩(wěn)健得不可思議”的企業(yè)家。

那天，扎克伯格用特別有力的語氣表示，他根本無意出售這家成立僅1年的公司。“我在這里是為了創(chuàng)造一種非?？岬臇|西，而不是為了被別人收購。”他一臉冷酷的表情，顯得無比真誠，特別令人信服。

11年后，扎克伯格的鴻鵠之志早已轉(zhuǎn)化為令人驚嘆的現(xiàn)實(shí)：他已經(jīng)成為一種全球現(xiàn)象。如今的Facebook是一家擁有近1.6萬名員工，市值高達(dá)3500億美元的媒體巨頭，它還是一家依托廣告收入的科技巨無霸。2016年，F(xiàn)acebook有望實(shí)現(xiàn)逾270億美元的營收，以及多達(dá)70億美元的利潤。其核心產(chǎn)品現(xiàn)在擁有18億用戶。為了支撐Facebook的勢力版圖，扎克伯格還精心組建了一個(gè)資產(chǎn)組合，以。其完整的“應(yīng)用家族”包括照片共享工具Instagram和通信服務(wù)WhatsApp，外加兩個(gè)自主開發(fā)的應(yīng)用：Facebook Messenger和Facebook Groups。此外，扎克伯格認(rèn)為，該公司的Oculus虛擬現(xiàn)實(shí)頭盔代表著人類溝通的下一種方式。

The first time I interviewed Mark Zuckerberg, back in 2005, he was all of 21 years old and could have passed for 16. He had recently dropped out of Harvard to move his startup to Silicon Valley and was obviously enjoying the novelty of being called CEO. Facebook’s website—there was no mobile version yet—had 6 million users and was open exclusively to high school and college students. It had only just added a feature allowing users to upload multiple photos to their profiles. But the company was already a hot commodity, valued at $100 million and coveted by buyers who were willing to pay far more. And despite his callowness, it was obvious that Zuckerberg was an entrepreneur who was, as I wrote at the time, “preternaturally levelheaded.”

If there was one point Zuckerberg was most forceful about that day, it was this: He wasn’t the least bit interested in selling his year-old company. “I’m in this to build something cool, not to get bought,” he said with a bloodless sincerity that was altogether convincing.

Eleven years later Zuckerberg has built something beyond cool: He has willed into being a global phenomenon. Facebook FB -1.93% is a nearly 16,000-employee media powerhouse worth $350 billion—and also an advertising-technology juggernaut on track to annual revenues of more than $27 billion in 2016 and gaudy profits of $7 billion. Its core product now has 1.8 billion users, and Zuckerberg has shrewdly assembled a portfolio of properties to buttress Facebook. The complete “family of apps” includes the photo-sharing tool Instagram and the communications service WhatsApp, plus two homegrown apps, Facebook Messenger and Facebook Groups. In addition, Zuckerberg believes the company’s Oculus virtual-reality headset represents the next way people will communicate with one another.

憑借著Facebook的巨大成就，扎克伯格已經(jīng)獲得與比爾·蓋茨、史蒂夫·喬布斯和杰夫·貝佐斯并駕齊驅(qū)的超級巨星地位?，F(xiàn)年32歲的他仍然像10年前一樣，面帶稚氣，著裝隨意。但現(xiàn)如今，這位Facebook首席執(zhí)行官無論走到何處，都是一位眾星捧月的名人。他與各國總統(tǒng)、首相和教皇會(huì)面。他在北京和巴塞羅那慢跑的照片風(fēng)靡網(wǎng)絡(luò)。（今年，他還首次跑完了半程馬拉松比賽。）他已經(jīng)成為世界上最雄心勃勃的慈善家之一。最近，扎克伯格和學(xué)醫(yī)出身的妻子普莉希拉·陳承諾捐贈(zèng)30億美元，用以支持一項(xiàng)大膽的目標(biāo)：在其子女的有生之年幫助人類治愈、預(yù)防和管控所有的疾病。

扎克伯格的巨大成就理應(yīng)獲得世人認(rèn)可。但令人驚訝的是，他的商業(yè)頭腦始終未受到充分賞識。是的，他已將Facebook的商業(yè)事務(wù)委托給了魅力十足的首席運(yùn)營官謝麗爾·桑德伯格——她是比扎克伯格年長15歲的學(xué)姐，擁有哈佛大學(xué)MBA學(xué)位。桑德伯格的存在助長了一種在硅谷耳熟能詳?shù)摹俺扇吮O(jiān)督”敘事。但不同于曾經(jīng)在長達(dá)10年的時(shí)間內(nèi)把CEO職務(wù)轉(zhuǎn)交給埃里克·施密特的谷歌創(chuàng)始人，在Facebook沖向成功的12年中，扎克伯格一直擔(dān)任公司CEO。盡管一再招致懷疑——比如，F(xiàn)acebook錯(cuò)失了轉(zhuǎn)向智能手機(jī)的良機(jī)；搞砸了IPO；不再那么受年輕人歡迎——扎克伯格仍然是該公司首席產(chǎn)品夢想家和商業(yè)戰(zhàn)略家。面臨谷歌、Twitter和Snapchat等公司的全面攻擊時(shí)，扎克伯格以一種異乎尋常的紀(jì)律性恪守著公司的使命，并通過一系列大膽的收購，始終讓Facebook行駛在正軌上。

崇拜者將扎克伯格的商業(yè)成功歸功于他的好奇心以及他相對“接地氣”的技術(shù)方法?！八偸悄敲春脤W(xué)，考慮到我必須向他學(xué)習(xí)的東西遠(yuǎn)多于他有必要向我學(xué)習(xí)的東西，這種好學(xué)勁頭有時(shí)候的確令人發(fā)狂?！盉enchmark公司風(fēng)險(xiǎn)投資家馬特·科勒感慨道。他是Facebook的早期員工之一，現(xiàn)在仍然與扎克伯格保持著密切關(guān)系?！八麍?jiān)持不懈地專注于創(chuàng)新，但同時(shí)還是一個(gè)擅長應(yīng)用科學(xué)和工程的家伙?！?/p>

考慮到Facebook的龐大規(guī)模，這家公司的增長速度實(shí)在令人嘆為觀止。4年來，其營收猛增50%，利潤飆漲5倍。毫不奇怪的是，F(xiàn)acebook的股價(jià)一路高歌猛進(jìn)，在兩年內(nèi)翻了一番。在最近一個(gè)季度，F(xiàn)acebook的營收同比增長56%，凈收入同比增長166%。（但這份靚麗的財(cái)報(bào)公布后，F(xiàn)acebook的股價(jià)卻略有下降，因?yàn)橐恍┩顿Y者擔(dān)心，這家公司將無法保持如此熾熱的增長步伐。）

Facebook’s immense accomplishments already have conferred superstar status on Zuckerberg, inviting comparisons to the likes of Bill Gates, Steve Jobs, and Jeff Bezos. At 32, he is as fresh-faced and casually dressed as a decade ago, yet today the Facebook CEO is a celebrity wherever he goes. He huddles with Presidents, Prime Ministers, and the pope. He is photographed jogging in Beijing and Barcelona. (This year he ran his first half-marathon.) Together with his physician wife, Priscilla Chan, he has become one of the world’s most ambitious philanthropists, most recently pledging $3 billion to an initiative with an audacious goal: to cure, prevent, or make manageable all diseases in their children’s lifetime.

Zuckerberg is rightly recognized for his outsize success. Nevertheless, he is surprisingly underappreciated for his business acumen. Yes, he has delegated the commercial aspects of Facebook to Sheryl Sandberg, Facebook’s polished chief operating officer, a Harvard MBA who is 15 years Zuckerberg’s senior. Sandberg’s presence has fostered an “adult supervision” narrative familiar to the Valley. But unlike, say, the Google GOOGL -3.14% founders, who turned over the CEO job to Eric Schmidt for a decade, Zuckerberg has remained chief executive throughout Facebook’s 12-year sprint to greatness. Despite repeated doubts—when Facebook missed the shift to smartphones, when it was thought to have botched its IPO, when it was seen as losing its luster with young people—Zuckerberg has remained the company’s chief product visionary and business strategist. Through bold acquisitions and the articulation of a remarkably constant mission, Zuckerberg has kept Facebook on track in the face of full-frontal assaults from the likes of Google, Twitter TWTR -3.97% , Snapchat, and others.

Admirers attribute Zuckerberg’s business success to his inquisitive nature as well as to his relatively grounded approach to technology. “He’s always been a learn-it-all person, to a level that is sometimes maddening, considering how much more I have to learn from him than he does from me,” says Matt Cohler, a venture capitalist at Benchmark and an early Facebook employee who has remained close to Zuckerberg. “He maintains a relentless focus on innovation, but at the same time he’s an applied-science and engineering guy.”

What Zuckerberg has engineered at Facebook is growth that is astounding considering the size of the company. For four years running, it has grown revenues at a 50% clip, while profits have jumped fivefold. Unsurprisingly, Facebook’s stock has followed suit, doubling in two years. In its most recent quarter, Facebook increased its revenues 56% over the year before and its net income 166%. (And yet the stock dipped on the news, as some investors expressed fears the company won’t be able to keep up the scorching pace.)

規(guī)模增長是商業(yè)領(lǐng)導(dǎo)力的圣杯。僅憑這一成就，就足以使得扎克伯格輕松地成為《財(cái)富》2016年度商業(yè)人物。Facebook的產(chǎn)品經(jīng)常被各方悉心剖析，一如它作為一家媒體巨頭的種種過失。（Facebook很不愿意承認(rèn)自己是一家媒體，這家公司似乎很享受龐大的廣告數(shù)量帶來的經(jīng)濟(jì)果實(shí)，但不愿承擔(dān)隨之而來的編輯責(zé)任。）

然而，盡管Facebook的成功備受贊譽(yù)，扎克伯格作為一位夢想家的遠(yuǎn)見卓識也被傳為美談，但外界并不太理解，作為一位CEO的扎克伯格究竟是如何開展日常工作的？是什么使得他成為一位如此高效的商人？對扎克伯格管理方式的研究表明，他的成功取決于三大支柱：他獨(dú)特的展望未來的能力；他超脫塵俗的連貫性；他在一個(gè)經(jīng)常迷戀閃亮小玩意的行業(yè)中培養(yǎng)的商業(yè)紀(jì)律。經(jīng)過一番更加仔細(xì)的研究，《財(cái)富》發(fā)現(xiàn)，扎克伯格多年來始終保持著一種驚人的穩(wěn)健性。

作為一位有遠(yuǎn)見的人要比表面看起來難得多。

2002年，就在扎克伯格進(jìn)入哈佛大學(xué)校園的幾個(gè)月前，邁克·維納爾從這所頂級學(xué)府畢業(yè)，隨后加盟微軟公司。5年后，他成為一位Facebook工程師，后來獲得擢升，主管該公司的搜索、本地和市場產(chǎn)品團(tuán)隊(duì)，直接向扎克伯格匯報(bào)工作。今年早些時(shí)候，他離開Facebook，成為一名風(fēng)險(xiǎn)投資家——這意味著他的新工作是找到下一個(gè)馬克·扎克伯格。

近距離觀察了這位Facebook首席執(zhí)行官之后，維納爾相信扎克伯格成功的關(guān)鍵是，他的思維能夠穿越好幾個(gè)時(shí)代，同時(shí)知道什么時(shí)候該深入探究?！榜R克的一大特點(diǎn)是，他看待事物的眼光非常長遠(yuǎn)，幾乎是站在地質(zhì)學(xué)的角度。”維納爾說。“大多數(shù)人所思所想的，皆是今天或明天，本周或下周的事情，而馬克的思維總是以世紀(jì)為單位?！保▽?shí)際上，扎克伯格最喜歡玩的視頻游戲正是《文明》。構(gòu)想下一步行動(dòng)時(shí)，這款游戲的玩家需要考慮宏大的歷史進(jìn)程。）

維納爾列舉了一個(gè)有點(diǎn)不那么壯觀的例子：扎克伯格意欲利用至少10年時(shí)間，連接這個(gè)星球上另一半還沒有使用互聯(lián)網(wǎng)的人口。Facebook將借助固定翼無人機(jī)完成這一大膽的計(jì)劃。這些無人機(jī)將從地球上空提供互聯(lián)網(wǎng)接入服務(wù)。維納爾表示，透過扎克伯格辦公室四周的玻璃墻，所有人都能看到，這位CEO的辦公桌上經(jīng)常擺放著一大堆書?！坝幸欢螘r(shí)間，他的桌子上有一本關(guān)于自由空間光通信的書籍?！碑?dāng)時(shí)，F(xiàn)acebook正在尋求利用這種技術(shù)從大氣上傳遞信號?！八麨榇讼ば拈喿x一本關(guān)于自由空間光學(xué)的大學(xué)教科書，這很符合馬克的個(gè)性。”

Growing at scale is the holy grail of business leadership—and this feat alone makes Zuckerberg an easy choice for Fortune’s Businessperson of the Year for 2016. Facebook’s products are frequently dissected, as are its missteps as a reluctant media titan. (Facebook seems to enjoy the financial fruits of advertising dominance far more than the editorial responsibilities that go with it.)

Yet for all the celebration of Facebook’s success and the adulation of Zuckerberg as a visionary, what’s less well understood is how he goes about his day job as an executive. What makes him so effective as a businessperson? An examination of Zuckerberg’s management approach reveals that his success rests on three pillars: his unique ability to look into the future, his otherworldly consistency, and the business discipline he has nurtured in an industry quite often enamored of bright, shiny objects. A closer look reveals just how levelheaded he has remained over the years.

Being a visionary is harder than it looks.

Mike Vernal graduated from Harvard in 2002, a few months before Zuckerberg arrived on campus, and took a job at Microsoft MSFT -2.43% . Five years later he joined Facebook as an engineer, and later rose to head the company’s search, local, and marketplace product groups, reporting to Zuckerberg. Earlier this year he left Facebook to become a venture capitalist—meaning his new job is to find the next Mark Zuckerberg.

Having watched Facebook’s CEO up close, Vernal believes the key to Zuckerberg’s success is his ability to think for the ages while knowing when to go deep. “One of the things that defines Mark is that he takes a very, very long view of things, almost a geological view,” says Vernal. “Most people think day to day or week to week. Mark thinks century to century.” (Indeed, Zuckerberg’s favorite video game is Civilization, which allows players to consider the vast sweep of history while plotting their next move.)

Somewhat less grandiosely, Vernal cites Zuckerberg’s audacious 10-year-and-beyond quest to connect the half of the planet that doesn’t yet use the Internet. Facebook’s plan to do this involves fixed-wing drones that will deliver connectivity from high above the earth. Vernal says Zuckerberg typically has a pile of books on his desk, visible to all through the glass walls that surround it. “For a while there was a book on free-space optical communications,” says Vernal, referring to a technology Facebook is pursuing that will beam signals from the atmosphere. “It is telling about Mark’s personality that he reads a college textbook on free-space optics.”

盡管扎克伯格是一個(gè)很內(nèi)向的人，他習(xí)慣于長時(shí)間的凝視，經(jīng)常陷入令人尷尬的沉默，但他所做的不僅僅是深思。情感智力更高的CEO往往依賴他們的口才，而Facebook的CEO則把他的管理技能歸因于自己的工程師背景?！皩ξ襾碚f，工程學(xué)可歸結(jié)為兩個(gè)真正的原則。”今年夏天，在尼日利亞首都，他告訴一群全神貫注的軟件開發(fā)人員?！肮こ處熕季S模式把每個(gè)問題視為一個(gè)系統(tǒng)，然后將問題從最大的階段分解為更小的部分?！彪S著時(shí)間的推移，“你就可以運(yùn)營一家公司了。”在扎克伯格看來，一家公司自身就是一個(gè)復(fù)雜的系統(tǒng)，可分解為若干個(gè)高效運(yùn)作的群體?！澳愎芾淼牟皇莻€(gè)人，而是團(tuán)隊(duì)。如果你的團(tuán)隊(duì)建設(shè)工作做得很好，運(yùn)營一家公司就跟編寫代碼沒有什么本質(zhì)區(qū)別?！?/p>

始終如一的訊息有助于鼓舞士氣

事實(shí)證明，扎克伯格善于選擇人才，而且尤為依賴一個(gè)幾乎見證了Facebook成長歷程的核心高管團(tuán)隊(duì)。他聲稱，這個(gè)小圈子給予他的靈感遠(yuǎn)多于任何導(dǎo)師或顧問。盡管扎克伯格以代碼神童著稱，但在現(xiàn)實(shí)生活中，他其實(shí)是一位不知疲倦的“研磨者”——為了收獲1%的靈感，他往往要付出99%的汗水。扎克伯格為自己聚集了一群他尊重的人才，不斷地與他們一起測試他的假設(shè)。“創(chuàng)意通常不會(huì)來找你的?！?014年，他在Facebook公司組織的一個(gè)公開問答會(huì)上說?！澳阒悦劝l(fā)創(chuàng)意，是因?yàn)槟阋恢痹谟懻摶蛘咚伎寄臣?，并與很多人探討了很長一段時(shí)間?！?/p>

An introvert given to long stares and awkward silences, Zuckerberg does more than think deeply. Where CEOs with more emotional intelligence rely on their gifts for gab, Facebook’s CEO attributes his management technique to his training as an engineer. “For me engineering comes down to two real principles,” he told a group of Nigerian software developers this summer. The “engineering mind-set,” he said, dictates thinking “of every problem as a system” and breaking down problems “from the biggest stage down to smaller pieces.” Over time, Zuckerberg told his rapt audience in Lagos, “you get to the point where you’re running a company,” itself a complicated system segmented into groups of high-functioning people. “Instead of managing individuals, you’re managing teams. And if you’ve built it well, then it’s not so different from writing code.”

A consistent message helps rally the troops.

Zuckerberg has proved adept at selecting talent, relying on a core of top executives who have been at Facebook for much of its existence. He claims to draw more inspiration from his coterie of senior managers than from any mentor or adviser. While he retains his reputation as a boy-genius coder, in reality Zuckerberg is something of a grinder—a 99% perspiration guy who has surrounded himself with a group of people he respects and with whom he is constantly stress-testing his hypotheses. “Ideas typically do not just come to you,” he said in a 2014 public Q&A session at Facebook. “They happen because you’ve been talking about something or thinking about something and talking to a lot of people about it for a long period of time.”

正是這種思維方式，驅(qū)使扎克伯格認(rèn)識到三項(xiàng)對Facebook最重要的主題：連接性（讓神奇的互聯(lián)網(wǎng)，當(dāng)然還包括神奇的Facebook，遍布世界每個(gè)角落，是他矢志不渝的追求）；人工智能和虛擬現(xiàn)實(shí)。

更重要的是，由于扎克伯格一直在鞭策自己，他能夠早早地識別其他人的偉大創(chuàng)意（包括一些Facebook涉足較晚的領(lǐng)域）。如果有必要的話，他總是能夠秉持大膽的信念，斥巨資收購其他公司的創(chuàng)新發(fā)明。比如，F(xiàn)acebook在2012年斥資10億美元收購照片共享站點(diǎn)Instagram；兩年后，該公司斥資20億美元收購虛擬現(xiàn)實(shí)設(shè)備制造商Oculus VR，同年還以190億美元的天價(jià)將WhatsApp攬入懷中。Instagram早已大獲成功，今年的營收有望達(dá)到25億美元，而Oculus和WhatsApp至少已經(jīng)幫助Facebook在一些與其核心產(chǎn)品相鄰的重要領(lǐng)域占據(jù)了非常有利的位置。

如今已擁有數(shù)百人的“成長團(tuán)隊(duì)”，是Facebook最重大的商業(yè)創(chuàng)新之一。這支團(tuán)隊(duì)主要負(fù)責(zé)為公司各個(gè)部門設(shè)計(jì)發(fā)展戰(zhàn)略，并依靠一套嚴(yán)格的指標(biāo)來衡量各部門的績效。該部門擁有廣泛的自主權(quán)，可評估Facebook業(yè)務(wù)的任何方面?！俺砷L團(tuán)隊(duì)的紀(jì)律性對Facebook的影響不亞于其他任何事情。”前產(chǎn)品高管維納爾說?！斑@支團(tuán)隊(duì)沒有開發(fā)任何產(chǎn)品。相反，它負(fù)責(zé)解決一切阻止人們注冊或使用Facebook的問題?！?/p>

現(xiàn)如今，許多硅谷公司都在效仿Facebook發(fā)明的成長團(tuán)隊(duì)概念。

耐心總有回報(bào)，哪怕你是一家匆忙成長的年輕公司

Facebook擁有一個(gè)簡單，但足夠宏大的使命：“給予人們分享的權(quán)力，讓世界更加開放互聯(lián)?！痹瞬窨偸悄軌蛞砸环N令人頭腦發(fā)木的方式，有效地將這項(xiàng)使命穿插在他的公開演講、訪談，以及日常對話中。（拜日積月累的演練所賜，扎克伯格以呆板著稱的演講風(fēng)格已有所改善。）

不斷的重復(fù)使得這種訊息得以在外部和內(nèi)部有效傳播。在Facebook，如果某種東西用這項(xiàng)不斷重復(fù)的使命解釋不通，那么它就是不適合發(fā)展的。虛擬現(xiàn)實(shí)之所以占有一席之地，是因?yàn)樵瞬裾J(rèn)為它是下一個(gè)溝通“平臺”，就像他創(chuàng)建Facebook時(shí)的互聯(lián)網(wǎng)一樣。為WhatsApp支付令人瞠目結(jié)舌的天價(jià)，也是可以接受的，因?yàn)樗鹾稀伴_放互聯(lián)”這一口頭禪。WhatsApp已經(jīng)對最時(shí)髦的免費(fèi)國際電話服務(wù)Skype構(gòu)成了強(qiáng)有力的挑戰(zhàn)。

作為堅(jiān)守信念的必然結(jié)果之一，在追求這項(xiàng)使命的過程中，F(xiàn)acebook需要保持耐心和紀(jì)律性。扎克伯格對Instagram的耐心令人感慨萬千。被Facebook收購時(shí)，該公司還沒有一分錢的收入，但現(xiàn)如今，這家照片分享網(wǎng)站已經(jīng)走上了一條蓬勃發(fā)展的軌道。至于WhatsApp，他似乎也在打一場類似的持久戰(zhàn)。

事實(shí)上，F(xiàn)acebook擁有今日之成就，固然有賴于扎克伯格的種種舉措，但他沒有做的事情同樣功不可沒。不同于谷歌的母公司Alphabet，F(xiàn)acebook并沒有一個(gè)獨(dú)立的“探月”(moon shots)部門。它也無意重塑隱形眼鏡或自動(dòng)駕駛汽車。扎克伯格可能已經(jīng)承諾捐出其巨額財(cái)富的一部分（他持有的Facebook股票價(jià)值近500億美元）用于抗擊疾病，他的公司并沒有成立一家旨在扭轉(zhuǎn)人類衰老的子公司。

所以說，扎克伯格是一位恪守紀(jì)律，具有協(xié)作精神，始終如一，慷慨大方，至少從表面看非常謙卑的企業(yè)家。他甚至是進(jìn)步主義者眼中的楷模。去年感恩節(jié)剛過，在他的女兒馬克西馬（Maxima）出生后，扎克伯格專門請了兩個(gè)月的陪產(chǎn)假。

此外，扎克伯格還設(shè)定了一些宏偉的個(gè)人目標(biāo)。他曾經(jīng)花費(fèi)很長時(shí)間學(xué)習(xí)普通話。今年，他為自己家設(shè)計(jì)了一款基于人工智能，名為Jarvis的個(gè)人助理。最近，他在羅馬告訴一位觀眾，通過Jarvis，他能夠控制家里的溫度，但“讓我太太特別懊惱的是，”她無法控制，“因?yàn)楦鶕?jù)編程設(shè)計(jì)，它只聽從我一個(gè)人的聲音，這是作為一位工程師的好處之一。”但他很快補(bǔ)充說，“一旦我搞定后，我就會(huì)給她提供訪問權(quán)限。”

和以往一樣，扎克伯格決心以他的方式打造下一個(gè)很酷的東西，即使這意味著他的家庭內(nèi)部會(huì)爆發(fā)一點(diǎn)小摩擦。

附：Facebook創(chuàng)始人談管理之道

扎克伯格經(jīng)常思考管理問題。以下這些內(nèi)容選自他發(fā)布在Facebook的公開問答。

誰適合在Facebook工作？

就吸引人才而言，我認(rèn)為最重要的事情之一就是預(yù)先了解你的信仰和立場。Facebook并不是一家適合每個(gè)人的公司。我們相信，當(dāng)每個(gè)人有能力分享自己的所思所想，與他們的朋友聯(lián)系，并且能夠連接整個(gè)世界的時(shí)候，這個(gè)世界將變得更加美好。我非常強(qiáng)烈地相信，這對世界有好處，如果你相信這一點(diǎn)，那么對你來說，F(xiàn)acebook就是一家很棒的公司。如果你不相信，你也許該找一家不同的公司。

如何做嘗試？

在很多方面，建立一家公司就像遵循一種科學(xué)的方法。你嘗試了一堆不同的假設(shè)，如果你很好地設(shè)置實(shí)驗(yàn)，那么你就可以學(xué)會(huì)點(diǎn)什么。我們斥巨資打造了這個(gè)龐大的測試框架。在任何既定的時(shí)點(diǎn)，世界上都不只有一個(gè)Facebook版本在運(yùn)行?？赡苡谐汕先f個(gè)版本同時(shí)運(yùn)行，因?yàn)槲覀兊墓こ處焾F(tuán)隊(duì)有權(quán)力嘗試某個(gè)想法，并將它提供給1萬或者10個(gè)用戶。他們隨后會(huì)獲得一個(gè)數(shù)據(jù)反饋。

一定要尋找有才干的人

如果你身處一種你學(xué)到的東西沒有你想象的多的環(huán)境，或者如果你認(rèn)為身邊的同事不足以激發(fā)你的最大潛能，那么你就該考慮做點(diǎn)改變了。因?yàn)檫@是一個(gè)大問題。

招聘時(shí)絕不湊合

從長遠(yuǎn)來看，如果你招募到一位出類拔萃的精英，你肯定只會(huì)變得更好。這些年來，我逐漸確定了一個(gè)簡單的規(guī)則：我只會(huì)招募那些我愿意為之效力的人才直接為我工作。（財(cái)富中文網(wǎng)）

譯者：Kevin

From such thinking came Zuckerberg’s realization that three broad themes matter most to Facebook: connectivity (his goal of bringing the Internet—and the wonders of Facebook, of course—to those who don’t have it), artificial intelligence, and virtual reality.

What’s more, because he is always pushing, Zuckerberg has shown an ability to recognize big ideas from others early—including when Facebook has been late—and has been able to act with bold conviction to buy what others have created, if necessary. Examples include spending $1 billion to buy photo-sharing site Instagram in 2012; $2 billion for Oculus VR two years later; and $19 billion for WhatsApp, also in 2014. Instagram, with estimated revenues of $2.5 billion this year, already is a runaway success, while at a minimum Oculus and WhatsApp have positioned Facebook to succeed in important areas adjacent to its core product.

One of Facebook’s key business innovations is a “growth team”—today made up of hundreds of people—that designs tactics for various parts of the company, relying on a rigorous set of metrics to gauge success. The unit has broad latitude to weigh in on any aspect of Facebook’s business. “The growth team’s discipline has had as big an impact on Facebook as anything else,” says Vernal, the former top product executive. “The team owns no single product. Instead, it owns any issue that is preventing people from signing up for or using Facebook.”

Silicon Valley companies are now widely replicating the concept of the growth team invented at Facebook.

Patience pays, even for a young company in a hurry.

Facebook has a simple, if grandiose mission: “To give people the power to share and make the world more open and connected.” Zuckerberg, whose wooden public speaking style has improved with practice, is mind-numbingly efficient about slipping the statement into everyday conversation, as well as his speeches and interviews.

The repetition makes for effective external and internal messaging. If something at Facebook can’t be explained by the oft-repeated catchphrase, then it doesn’t fit. Virtual reality has a place because Zuckerberg thinks it’s the next “platform” for communicating, just as the web was when he started Facebook. Spending an outrageous amount of money for WhatsApp—which has challenged Skype as the trendiest free international calling service—was acceptable because it fit into the “open and connected” mantra.

A corollary to staying on message is being patient and disciplined in pursuit of the mission. Zuckerberg was ultra-patient with Instagram, which had no revenues when Facebook bought it but is now booming. He appears to be playing a similarly long game with WhatsApp.

Indeed, Zuckerberg’s achievement in guiding Facebook to where it is today owes as much to what he hasn’t done as to what he has. Unlike Alphabet, Google’s parent, Facebook harbors no separate unit for “moon shots.” It isn’t attempting to reinvent contact lenses or autonomous vehicles. Zuckerberg may have pledged part of his immense wealth to fighting disease—his Facebook stake is worth nearly $50 billion—but his company has no subsidiary attempting to reverse the effects of aging.

So he’s disciplined, collaborative, consistent, generous, and at least outwardly humble. He’s even a progressive role model. When his daughter, Maxima, was born just after Thanksgiving last year, Zuckerberg took a two-month paternity leave.

Zuckerberg is also big on personal goals, having committed in the past to learning Mandarin and this year to designing his own AI-fueled personal assistant, named Jarvis, for his home. He recently told an audience in Rome that through Jarvis he can control the house’s temperature but that “much to the chagrin of my wife,” she cannot, “because it is programmed to only listen to my voice, which is one of the perks of being an engineer.” He added, “I’ll give her access once I’m done.”

As ever, Zuckerberg is determined to build the next cool thing his way, even if it means a little domestic friction.

Zuckerberg often muses on management. Here, a selection of quotes from public Q&As posted on Facebook.

ON WHO SHOULD WORK AT FACEBOOK

In terms of attracting people, I think one of the most important things is just being upfront about what you stand for. Facebook is not a company for everyone. We believe that the world will be better when everyone has the ability to share what they think and to be able to connect to their friends and to be able to connect to the whole world. I believe very strongly that that’s good for the world, and if you believe that, then Facebook is a good company for you, and if you don’t, then maybe find a different one.

ON EXPERIMENTATION

In a lot of ways building a company is like following the scientific method. You try a bunch of different hypotheses, and if you set up the experiments well, then you kind of learn what to do… We invest in this huge testing framework. At any given point in time, there’s not just one version of Facebook running in the world. There’re probably tens of thousands of versions running because engineers here have the power to try out an idea and ship it to maybe 10,000 people or 100,000 people. And then they get a readout.

ON THE VALUE OF SURROUNDING ONESELF WITH TALENTED PEOPLE

If you’re in an environment where you’re not learning as much as you think you should be, if you don’t have the people around you who you think are going to inspire you to do the best work that you can, then think about changing something. Because that’s a big deal.

ON RESISTING THE TEMPTATION FOR A QUICK FIX WHEN HIRING

Over the long term, you’re really only going to be better off if you get someone really good. I’ve developed over time a simple rule, which is that I will only hire someone to work directly for me if I would work for that person.