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軟件公司Workday加州普萊森頓的總部已經呈現出狂熱的過節氣氛。才十月第二周，員工們就開始在往日單調無聊的城郊辦公區內大搞改造，一個個的格子間被精心布置上了萬圣節裝飾。

Workday的聯合創始人兼CEO安尼爾·布斯里對此引以為豪，他看似低調地炫耀道，裝飾比賽是公司辦公室比賽的組成部分。布斯里嚴格刻板，但卻曾經當眾主動穿上奇裝異服。那次他和公司的另一位聯合創始人戴維·達菲爾德穿著奶牛和猴子連體睡衣主持全體員工大會，為的是向公司新簽約的愛爾蘭零售商Primark致敬，這些睡衣就是它們的商品。“員工開心，客戶才能開心。”布斯里說。

如果說Workday偶爾浮夸情有可原，那是因為它的產品都十分嚴肅。Workday成立僅13年，卻有一半的《財富》50強企業和超過35%的500強企業都在關鍵性業務運營中使用其軟件。公司主營人力資源和會計部門使用的系統，盡管成立時間短，卻已憑借操作簡單、性能可靠的特征贏得了客戶美譽和忠誠度。

對于布斯里和公司董事長達菲爾德而言，Workday已經是兩人第二次合作。兩人曾經在仁科公司（PeopleSoft）共事，該公司當時主營上一代企業技術類產品，后來被甲骨文（Oracle）通過殘酷競爭以103億美元的價格收購。如今Workday是“云”軟件領域的領導者，客戶以訂閱的方式購買程序并進行遠程管理。公司只通過互聯網提供產品。Workday以研發費用超過競爭對手為榮，以客戶滿意度為榮，以快速擴張為榮。目前公司尚未實現盈利，但其年度現金流高達5億美元，仍然維持著初創企業的增長勢頭。華爾街預測公司本財年收入將達到28億美元，同比增長近30%。

財務增長、大額產品投入以及面向未來的員工（甚至還樂在其中）——兼具這些軟硬指標的Workday榮登今年《財富》未來50強排行榜的榜首，這份榜單評選的是最具發展前景的公司，由管理咨詢企業波士頓咨詢公司（BCG）對大型上市公司進行定量分析生成。

Workday的首席產品官彼得羅斯·德米茨斯的手機上裝了泡泡騷（PopSockets）手機氣囊支架，上面畫的是戴著頭盔的希臘名將塞奧多羅斯· 科洛科特羅尼斯，他曾于19世紀的希臘獨立戰爭中擊敗奧斯曼帝國的軍隊。“我想向他學習。”德米茨斯說，他在希臘長大，父親是希臘人，母親是英國人，妻子是西班牙人，曾經在日本、西班牙、亞特蘭大等多個地方工作。他與達菲爾德和布斯里已經相識23年，因仁科公司收購了德米茨基創立的公司而結緣。

像其它軟件公司一樣，Workday也以為企業用戶提供一站式購物為賣點招攬顧客。公司的第一個產品是人力資源管理系統。Workday憑借其每周在線更新和每年兩次產品重新配置（頻率均大大高于常規企業軟件）、幾乎零宕機成為同類產品中的佼佼者。德米茨斯稱這種客戶服務能力聞所未聞，自夸“Salesforce是唯一一家或許能和我們旗鼓相當的公司。”（Salesforce憑借其價值在去年的《財富》未來50強榜單上獨占鰲頭。）

Workday稱公司的整體技術導向精神是前瞻性的。“很多公司都從后視鏡中回顧歷史，把陳舊的數據作為運營依據。”德米茨斯說。他精瘦結實，十分健談，說話時愛打手勢。“雖然已經被社會接受，但這是種技術犯罪。”德米茨斯介紹道，Workday的軟件更新速度極快，用戶從而可以清楚了解公司實時運營情況的方方面面，無論是員工的工作表現、公司的財務表現還是其它具體細分領域。

THINGS ARE GETTING a little crazy at the Pleasanton, Calif., headquarters of software maker Workday. It’s only the second week of October, but already employees are transforming the cubicles inside their otherwise charmless suburban office park into festive and elaborate Halloween displays.

This is a source of great pride for Aneel Bhusri, Workday’s cofounder and CEO, who humblebrags that the decorations are part of a companywide office contest. Bhusri is a straitlaced guy, but he’s been known to step into a costume himself. He and cofounder David Duffield once led an all-hands meeting in cow and monkey onesies in honor of Irish retailer Primark, a newly signed Workday customer that sells the garments. “Happy employees make for happy customers,” Bhusri says.

If Workday can give itself over to a little frivolity, that’s because its products are serious stuff. Just 13 years old, Workday makes software that runs critical operations for half of the Fortune 50 and more than 35% of the Fortune 500. It specializes in systems for human resources and accounting departments, and in its short life, it has earned a reputation for ease of use and reliability that has kept clients loyal.

For Bhusri and Duffield, the company’s chairman, Workday is a second act. The two also worked together at PeopleSoft, which made similar products an enterprise-?technology generation ago before being bought by Oracle in a bitterly contested $10.3 billion takeover. Today Workday is a leader in “cloud” software, programs sold as subscriptions and managed remotely. The company built its wares specifically for online distribution. It prides itself on outspending competitors on R&D, on having happy customers, and on rapid expansion. It isn’t profitable, but it produces half-a-billion dollars in annual cash flow and is growing like a startup. Wall Street expects revenue in the current fiscal year of $2.8 billion, a nearly 30% year-over-year growth rate.

This combination of hard and soft metrics—financial growth, heavy product investment, and a future-oriented (even fun-having) workforce—has landed Workday atop this year’s Fortune Future 50, a quantitative analysis of large publicly traded companies assessed by management consultancy BCG to have their best years ahead of them.

PETROS DERMETZIS, Workday’s chief product officer, has a PopSockets grip on his phone with an illustration of Theódoros Kolokotrónis, a famously helmeted Greek general who defeated the Ottoman army to win Greece’s independence in the 19th century. “I try to copy him,” says Dermetzis, who was raised in Greece by a Greek father and an English mother, married a Spaniard, and has worked in locales as diverse as Japan, Spain, and Atlanta. He’s been associated with Duffield and Bhusri for 23 years, since before PeopleSoft bought his startup.

Like other software companies, Workday touts itself as a one-stop shop for corporate users. Its first product was for HR departments. Where Workday separates itself from the pack is in its weekly online updates, twice-yearly major product re-dos (both unusually frequent for enterprise software), and near-zero downtime. Dermetzis calls this ability to serve customers “unheard-of” and boasts that “Salesforce is the only company that comes close.” (Salesforce, for what it’s worth, was the top Future 50 company last year.)

Workday claims its company’s whole tech-oriented ethos is future-looking. “Companies are running their operations by looking in the rearview mirror with stale data,” says Dermetzis, a wiry and voluble man who gesticulates impressively while he talks. “These are technological crimes that society has accepted.” With Workday’s speedily updated programs, Dermetzis says, customers always have a clear real-time view of their operations, starting with how their people are performing but extending to their financial performance and other nuts-and-bolts areas.

公司CEO布斯里將Workday的技術成就歸功于公司的“工匠精神”。比如蘋果2010年發布iPad時，Workday聽任公司一個由剛畢業大學生組成的小團隊開發了一個適用于iPad的版本。“我們的員工都精通Hadoop和Spark。”他說的這兩個名字是程序員解決問題時常用的DIY編程工具。

Workday也知道自己的短板所在，但愿意花大價錢解決問題。2016年，公司開發了一個企業財務規劃類產品，卻沒能流行。因此今年6月，Workday花費15.5億美元收購了一家即將上市的年輕公司Adaptive Insights，希望填補產品陣容中的空白。

這是Workday迄今為止的最大收購，除了花費巨資，在其它方面可能也得費心費力。企業軟件界資深分析專家摩根大通證券的帕特里克·沃爾瑞文斯稱贊Workday領導能力強、市場機會大，“競爭優勢讓人羨慕。”然而，他認為Workday在吸納整合Adaptive的產品時將面臨挑戰，“而且同時還要滿足Adaptive4000家客戶的需求，而這些客戶中絕大多數使用的是Workday競爭對手甲骨文和微軟的系統。”

Workday希望通過激勵員工來保持公司發展勢頭，克服當前困難，而員工自身也會因為顧客滿意受到鼓舞。決定年度全員股票獎勵規模的其中一大指標是達到95%的顧客滿意度。（另外兩個指標和實現收入增長及產品里程碑有關。）

Workday打造顧客滿意度的一種方式是大力進行產品開發。公司的年度研發費用占收入的31%，超過同類公司Salesforce和Adobe。“比起它們，我們追求的是更大的市場。”公司聯合總裁兼首席財務官羅比內·西斯科說。“我們的產品更復雜。”

2012年加入Workday前，西斯科曾在通用電氣、福特、Visa、甲骨文、Verisign和VMWare任職。如今她在主導公司推出最新的產品線——為企業提供財務管理系統（可能包括會計、財務報告等功能）。她指出，Workday有2300家顧客，幾乎全都使用公司的人力資源軟件，使用公司“財務類”產品的企業卻少之又少（《財富》美國500強企業中僅8家）。

布斯里說，讓這個關鍵軟件完成“云就緒”，著實是個“浩大的工程”，但該產品線年度增長達50%。“我希望這個數字再高點，”他說。“但現在也能接受。”如果有不錯的客戶簽約了新軟件，他不介意再穿上奇裝異服慶祝一番。（財富中文網）

本文的另一版本發表于2018年11月1日刊的《財富》雜志，題目是《永不停歇的Workday》。

譯者：Agatha

Bhusri, the CEO, attributes Workday’s technological success to the company’s “tinkering mentality.” When Apple released the iPad in 2010, for example, Workday turned loose a small team of recent college graduates to create an iPad version of their product. “Our people are well versed in Hadoop and Spark,” he says, name-checking two programming tools popular with DIY problem-solvers.

Workday knows its limitations too—and it’s willing to stretch itself financially to address them. In 2016, the company released a financial planning product for businesses. It didn’t catch on. So this June, to fill that hole in its lineup, Workday paid $1.55 billion to buy Adaptive Insights, a younger company that was about to go public.

The acquisition, Workday’s largest, could be costly in non-financial ways too. Veteran enterprise-software analyst Patrick ?Walravens of JMP Securities praises Workday for strong leadership, a large market opportunity, and an “enviable competitive position.” Still, he expects Workday will have challenges integrating Adaptive’s product into its own, “while at the same time satisfying the needs of Adaptive’s 4,000 customers, the vast majority of which run” on systems sold by Workday competitors Oracle and Microsoft.

To maintain momentum to hurdle such obstacles, Workday counts on motivating employees, who in turn are incentivized to please customers. One of the three metrics that determine the size of an annual, all-employee stock grant is hitting 95% customer satisfaction. (The other two involve revenue growth and product milestones.)

One way Workday satisfies customers is by spending lavishly to develop products. Its annual R&D expenditure, at 31% of revenues, bests peers Salesforce and Adobe by that measure. “We are going after a bigger market than they are,” explains Robynne Sisco, the company’s co-president and chief financial officer. “And our products are more complicated.”

Sisco did stints at GE, Ford, Visa, Oracle, Verisign, and VMWare before joining Workday in 2012. Today she plays a lead role in pushing Workday’s newest line, its offering for running a company’s financial management systems (think accounting, reporting, and the like). She notes that Workday has about 2,300 customers, almost all of whom use its HR software. But far fewer (and only eight Fortune 500 companies) deploy its “financials” product.

Bhusri says it has been a “huge undertaking” to make this critical software “cloud ready” but notes the line is growing 50% annually. “I would like that to be higher,” he says. “But I’ll take it.” And if the right customers sign up, he won’t be shy about dressing up in costume to celebrate.

A version of this article appears in the November 1, 2018 issue of Fortune with the headline “This Workday Never Stops.”